72ICONIC CONCIERGE
COACHING THE ‘CAPSVANNI SARTINIHEAD COACHVANCOUVER WHITECAPS FCBY DR. OLIVER FINLAYPHOTOGRAPHY: JON HAIR | BOB FRIDIC: In fifteen words or less, who are youand what do you do?VS: My name is Vanni Sartini. I am the HeadCoach of the Vancouver Whitecaps.IC: How did you get into coaching andhow have your experiences in the sportshaped your perspectives on coachingthat may be different from many othersyou face on the touchline?VS: I always knew that I would be a coach.When I was playing (and probably becauseI was not a good player), in addition to myown game, I was very interested in buildingan understanding of everything, includingthe tactics, the work methodology, the relationshipbetween players and coach, etc.As soon as I stopped playing, I startedcoaching. At the same time, thanks to my educationalbackground, I also had the opportunityto start working as a coach instructorCoaching them from youth level throughto the professional level for ten years, deeplyshaped my way of doing things. Fundamentally,I always needed an awareness of innovationsrelated to the understanding of thegame from a holistic perspective (tactics,methodology, leadership, communicationetc.). This ensured I was prepared to providestudents with the best feedback possible, butit also served to remind me that there arehundreds of ways of doing this job successfully.Yet, for each person, the only way thatworks is the one that allows you to stay trueto yourself, your convictions (in football andlife) and your values.Being a coaches’ instructor made me amuch better coach and whilst I hope theylearned something from me, I certainlylearned a lot from my students.IC: As a coach, what are your strongestattributes? And your weakest? Howhave you learnt to play to your strengthsand manage your weaknesses?VS: I always had a better eye for the collectivethan the individual, so consequently, Ithink I am very good when it comes to thetactical part of the game, and I feel veryconfident devising or teaching strategy andmovements. In contrast, my footballingstrengths lie away from developing playersone on one.Additionally, I have a clear work methodologyand a vision for how things should bedone. However, practically, I am not the bestwith the day-to-day organizational or administrativetasks, and so I am grateful to be surroundedby a team of organized staff.IC: How would you describe your leadershipstyle and what has influencedthat?VS: First of all, I believe that everyone is aleader in some aspects of life and, in an organizationthere a lot of leaders. For example,in matters related to equipment, I follow thelead of the kit manager, on the field the playersfollow the lead of the best players and inthe locker room they follow the most charismaticindividuals. Consequently, the headcoach is not the leader but a leader betweenleaders and as such, it is important that everyleader is also a good follower. We must allfollow the team culture and the team pillars,as we work towards achieving the team’s objectives.For this reason, I believe the teamis the leader!Personally, my leadership role is that ofthe Educational Leader and I think that inmy role, I must mostly be an educator. I mustfirst teach both staff and players what my visionis, and then educate them on the processthat I want them to implement in order toreach the team’s objective.An important part of this education is togive responsibility to every staff memberand player. I must delegate tasks and avoidmicro-managing every situation, whilst constantlygiving accurate feedback, even if thatcan be difficult when things are not goingwell. Conflict is an important part of the educationprocess, and a coach should embraceconflict when the situation arises, to avoidfacing a much bigger problem further downthe road.At the same time, a good leader must listenand observe everything that happens aroundthem, in order to improve. Another importantattribute of a strong leader is openness.IC: How do you go about creating ahigh-performance culture when you arrivein a new team?VS: In my opinion, a high-performance cultureis built on three pillars: the process, thecontent and the people.ICONIC CONCIERGE73
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