The Courage to Rebuild: How Top Coaches Bounce Back From Failure
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A new study reveals that the most successful sports coaches aren’t defined by unwavering confidence, but by a willingness to self-reflect, adapt, and even seek input from their athletes – lessons that translate far beyond the playing field.
Researchers from McGill University and the University of Queensland in Australia investigated the strategies employed by high-achieving Canadian university-level coaches who had experienced a downturn in performance after years of success. The findings, published in the Journal of Applied Sport Psychology, highlight the critical role of introspection and team culture in navigating adversity.
The Anatomy of a Comeback
The research team conducted in-depth interviews with seven coaches – two women and five men – all with at least 15 years of experience and a history of championship wins, but who had recently overseen a struggling season. The interviews focused on the sp
ortrayalsuccessful leaders as individuals driven by a “thirst for knowledge,” constantly questioning their own methods and seeking opportunities for betterment. As Bloom noted, these coaches weren’t content to rest on their laurels, asking themselves, “What do I need to do better? Where do I get this information from? How can I learn?” rather than assuming past success guaranteed future results.
A key component of this process involved actively soliciting feedback from athletes. Several coaches consulted their players to understand the root causes of the team’s struggles and collaboratively develop solutions. In certain specific cases, difficult decisions were made, including removing disruptive players – regardless of their talent – to safeguard the team’s overall environment.
The researchers suggest that proactive strategies, such as dedicating time for coach self-reflection and establishing athlete leadership groups to foster communication and a shared vision, can contribute to sustained success.
Courage in the face of Pressure
The study frames this willingness to learn from failure not simply as adaptability, but as a form of courage.The researchers observed that this aspect of leadership has been historically overlooked in coaching literature, wich often prioritizes traits like confidence and decisiveness.
“Coaches, particularly at a high level, are seen as these saviors, these sort of enchanted people who always have the answers, are always great and achieve success,” Bloom explained. Admitting mistakes in this high-pressure environment can be exceptionally difficult, as it challenges the perception of unwavering competence.
“These coaches are not ‘supposed’ to talk like that, because if they do, it’s assumed the team’s going to fail,” Bloom continued. “It takes a lot of courage to say, ‘Well, I wasn’t really at my best this time, and I challenge myself to be better.'”
Lessons for Leadership Beyond the Field
The implications of this research extend far beyond the realm of sports. Bloom believes the principles of self-reflection, adaptability, and inclusive leadership are universally applicable.
“If you’re working in a business or in any environment where you’re leading people, there are going to be times when you don’t do well,” he said. “If you want to get back to the top,you have to be like these coaches,you have to self-reflect,you have to learn,you have to involve people in the process,and you have to be willing to change.”
More information:
Madison M. Fraser et al, From distress to success: Serial winning coaches’ strategies to reestablish adaptive culture and successful performance, Journal of Applied sport Psychology (2025). DOI: 10.1080/10413200.2025.2543751
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McGill University
Citation: What makes a great coach? (2025,October 8) retrieved 8 October 2025 from https://medicalxpress.com/news/2025-10-great.html. this document is subject to copyright.
