Becoming a head coach is not just a promotion. It is a different job.
That is a lesson I keep coming back to in coaching.
Not because some coaches are not capable.
Not because they failed.
But because building a program and thriving inside an existing one require different strengths.
A book I read years ago, The E-Myth Revisited, still comes back to me when I think about coaching.
I do not remember every detail, but I remember one idea that has stayed with me.
The book talks about three roles that exist inside most businesses:
The Entrepreneur (the visionary)
The Manager (the organizer)
The Technician (the craft expert and practitioner)
What struck me then, and still strikes me now, is this:
Most people naturally lean toward one of these roles.
And a lot of the frustration in teams comes from expecting everyone to think the same way.
The visionary gets frustrated that nobody sees what is possible.
The manager gets frustrated that ideas are messy or unrealistic.
The technician gets frustrated when people keep talking but the work is not improving.
Sound familiar?
It should. This shows up in soccer all the time.
The soccer version of the E-Myth
In the soccer world, we often assume the "next step" is always the head coach role.
That is the path society tends to celebrate: assistant coach -> head coach -> bigger program -> bigger title.
But what if that is not the only path to success?
What if some coaches are elite technicians?
What if some are exceptional managers?
What if some are true builders and visionaries?
And what if the real work is not chasing the title, but understanding your natural strengths?
Building a program is not the same as operating inside one
This is where I think a lot of people get stuck.
You can be an outstanding assistant coach and still struggle as a head coach.
Not because you are not good enough.
Not because you failed.
But because the job is different.
Being great inside an existing program and building a program from the ground up are two very different challenges.
One may require you to be elite in your craft.
The other may require you to build systems, define culture, hire staff, manage politics, communicate vision, and make decisions with incomplete information.
Those are not the same muscles.
And we do coaches a disservice when we pretend they are.
The three roles through a coaching lens
These are not fixed job titles. They are lenses.
A head coach can be all three.
An assistant coach can be all three.
A director of coaching can be all three.
But most people have a natural home base.
1) The Technician (Craft Expert)
This coach loves the work itself and often brings the deepest mastery to the environment.
Training design
Individual development
Tactical detail
Video analysis
Set pieces
Teaching moments on the field
These coaches are not "just" doers.
They are often the ones who raise the level of the entire program through the quality of their eye, their repetitions, and their standards in the craft.
In many environments, they are the difference between average work and excellent work.
They may feel drained by:
politics
administration
big-picture planning meetings
constant staffing and organizational demands
This does not mean they are limited.
It means their superpower is in the craft, in the teaching, and in the daily development of people.
2) The Manager (Operator)
This coach brings order and consistency.
Planning
Scheduling
Standards
Process
Accountability
Follow-through
They are often the reason things run well.
They make sure the vision becomes a repeatable reality.
They may feel frustrated by:
vague ideas
constant change
people who skip process
inspiration without execution
This role is often underrated, but it is critical.
A lot of programs do not fail because of lack of ideas.
They fail because they cannot operationalize them.
3) The Entrepreneur (Builder / Visionary)
This coach sees what could exist before it exists.
Program identity
Long-term direction
New opportunities
Recruiting angles
Staff design
Culture architecture
"What is next?" thinking
They are often energized by possibility.
They may feel trapped by:
routine maintenance
repetitive tasks
too much structure
staying the same
This is often the energy we celebrate most in leadership.
But vision without management and technical excellence can also collapse.
Why this matters for coaches
I think many coaches feel pressure to become a head coach because that is what "advancement" is supposed to look like.
But a title is not always alignment.
Some coaches become head coaches and realize they miss the craft.
Some realize they love leading the whole system.
Some try it, learn a lot, and choose to go back to a role where they feel more alive.
That is not failure.
That is maturity.
That is self-awareness.
That is leadership.
Maybe the better question is not "What is next?"
Maybe the better question is:
Where do I create the most value?
Which role gives me energy?
Which role drains me?
What hat do I wear well, and which hats do I need help with?
Great programs are rarely built by one type of person.
They are built by teams that understand the difference between:
vision
management
craft
And they respect all three.
For head coaches and directors of coaching
If you lead a program, this framework can also help you build your staff better.
Instead of hiring people who look like you, ask:
Do I already have enough vision and not enough process?
Do I have strong operators but not enough creativity?
Do I have technical excellence but no one driving the bigger picture?
Am I asking one person to do all three at an elite level?
That is a hard ask in any industry, including soccer.
Final thought
There is nothing wrong with wanting to become a head coach.
In fact, sometimes you need to try it to discover new parts of yourself.
Push your boundaries. Step into the arena. Fail. Learn.
And if you realize your deepest strengths live elsewhere, that is not a step backward.
It might be the clearest step forward you can take.
The goal is not to chase the title people admire.
The goal is to understand your superpowers, build from them, and contribute where you are at your best.
Work with Marc-Andre
Ready to work on your coaching?
Book a free 30-minute discovery call and let's talk about where you are and where you want to go.
Book Your Call