How Tennis and Sales Coaching Compare

How Coaching Relationships in Tennis and Sales Compare

In a recent poll, the majority of sales professionals agree, coaching significantly improves performance! However, only a small percentage actively seek coaching of which the majority only receive a maximum of two hours of coaching a month. Coaching is mostly asked for at specific challenging times but managers or coaches aren’t always available at these times. A close and understanding relationship between coach and salesperson is vital just like in the sporting arena where coaching is more sustained and consistent.  

Tennis legends

With the rise of “super coaches” in tennis it is often overlooked that players learn different vital lessons on certain parts of their journey. Novak Djokovic must give credit to Marian Vajda (84 of Novak’s titles were won together) but we often think of Boris Becker or Goran Ivanisivic as Djokovic’s main coaches. Often the coach deserving most of the credit will not be well renowned or have celebrity status and might even remain unknown (mental coaches) because of confidentiality.

Peter Lundgren (a former doubles partner of mine) who had a very influential coaching relationship with Roger Federer in his early career after Peter Carter (Roger’s coach as a junior) passed away had to ask for patience with the young Federer’s progress. He told the Swiss tennis fraternity that it might take time before Roger would win but predicted that once that happen he would go on to win many titles for many years. How correct this prediction came to be. I must admit in my first of two doubles meetings with Roger, nothing suggested that he would go on to win 20 Grand Slam singles titles. Thirteen months later under Lundgren’s watchful eye it became a different story.

Lessons from my tennis coaches

The relationship between a coach and a player is vital for peak performance. All my coaches got to know me very well as a person but often one coach cannot provide everything a player needs to become the complete article in all aspects of the game. My first coach as a junior was a brilliant disciplinarian and trainer who really improved my focus and concentration although he never watched any of my matches. I felt I lacked technical input on my serve and after several years I approached a serving specialist to make some adjustments to this very important part of my game. I wasn’t the only player from our training group to seek alternative input, but we were accused of disloyalty. Instead of trusting his players, anxieties dominated his relationships.

My second coach who managed the provincial squads during the same junior years was brilliant at building team spirit and we won several national team competitions together, although he did not fully understand my main motivational drivers. Oftentimes telling me that an opponent would be easily defeated (not managing expectations) when I preferred a more challenging set of circumstances.

As I entered the ATP Tour, my third coach, deeply understood me as a person and my family set up. He understood that my intense focus tailed off at the end of long matches and advised me to conserve my energy the day before a big match (only practice for an hour) but shift preparation more towards the mental side. He knew my strengths, he would say things like, “you don't have to crush those volleys, play within yourself.” He would just give simple, concise instructions to guide me toward peak performance – and was always available for a telephone conversation. In an attempt to be more street smart and develop the ability to compete in tough situations, I seeked advice from an experienced traveling ATP Tour coach who helped me to read my opponents’ body language better, to uncover and capitalise on any opponents' relative weaknesses.

Relationships in executive, sports and sales coaching

These close relationships were always built on credibility, trust and loyalty. Today in sports and executive coaching, I observe and listen very carefully, trying to harness all these different skills and be fully client-centered, with a holistic approach. I attempt to manage my blind spots with the realisation that as a coach it is impossible to be all things to all people.

If you get to know what makes the player or coachee tick, uncover their strengths and self-limiting behaviours, be available at critical times, demand accountability, then you will cultivate a strong relationship for a long and productive time.