Sports Performance Program Management

There is no single universally correct structure for a sports performance group; what works depends on the people, athletes, and organizational culture. Micromanaging does not work in a multidisciplinary performance environment; staff must have defined responsibilities and autonomy to execute. Ego undermines performance-team management because practitioners attached to preferred interventions may prioritize being right over helping the athlete. A performance program cannot overcome poor staffing by having an elegant organizational process; talent is the primary determining factor. A program manager's role includes shielding clinical staff from outside pressure from front office personnel, coaching staff, and agents. The first priority in building a program is hiring skilled, motivated people who are willing to improve and challenge each other. In a program manager role, the priority shifts from directly treating or coaching athletes to helping staff succeed, which requires a different skill set than clinical or coaching work.