Assistant coach of a football team

The assistant coach is a coach who must help and collaborate with the head coach. He/she must be a person put in place by the coach and be totally trustworthy, and share the same or similar football ideas. There must be mutual trust between the two.

It is recommended that he or she resigns at the same time as the coach does. He must know his role and assume it. His job is in the background. He should not contradict the coach’s opinion neither in private, nor when giving talks to the players, nor in front of the board.

For the assistant coach, the most important person in the team is the first coach. He will tell the coach everything that he sees, hears, senses and happens within the squad so that between them they can find positive solutions to everything that happens in the team, in no case will he reprimand or call attention to the players when the coach is in front of them so as not to hinder the coach’s way of working, which he may not consider appropriate.

He should be aware of all the circumstances that occur in the squad. If you notice that a player is unhappy, you should encourage him to talk to the coach to solve any problems.

He is not an assistant who collects equipment or referees training matches, his mission is clear and specific and should be considered as such by all members of the staff.

The coach must respect the work of the assistant coach and when he talks to the team he speaks in the plural ‘we are going to do’, ‘we have decided’, ‘we have thought’. it is important that he makes his assistant coach and all his collaborators feel part of the group and lets the players and management know this.

The assistant coach is a friend of the coach who serves as an outlet for problems, tensions and doubts, a friend in the shadow who will always be by his side and the coach will be grateful for his work and his attitude.


  1. They have to be a coach with knowledge, preparation and ability, so that he can bring his knowledge to the staff and the team.
  2. It has to be the right person to complement your work and make you a better coach.
  3. He has to be a person who agrees with the way the head coach sees and understands the game, he has to share his working method, both in training and in matches. In matches where the decision making is very quick, he must provide the coach with aspects of the match that the coach has not seen.
  4. He has to be able to empathise with the players, as there are times when the players don’t have that trust with the coach and he can be a good link between the staff and the coach.
  5. In moments of loneliness, he should be the one who stands next to the coach.
  6. He has to be aware that above him is the head coach and that he is the boss and the leader of the group.

Main functions

  • He has to be able to lead and direct a training session, help the trainer in the sessions, correcting, contributing his ideas and knowledge and when the training is divided into groups, he will be in charge of directing one of them.
  • Explaining to the players what he wants in training, in matches and throughout the season.
  • To help all players to develop their full potential, to help them in all technical-tactical and psychological aspects, so that the player feels at ease in the squad.
  • He has to foster a good atmosphere among all the members of the staff, encourage good relations and try to ensure that there are as few problems as possible and if there are any, try to solve them.
  • To carry out the work designated by the coach, both ordinary and specific, always for the improvement of the team and the player.
  • Agree on the line-ups for the matches with the manager.
  • Know and analyse the opponents in depth, and provide their point of view on the opponent.
  • Correct the mistakes made in training sessions and matches by means of appropriate indications and especially at half-time.
  • He must keep a cool attitude during matches, analyse how the opponent is playing and how his team is performing, giving the coach the appropriate indications and solutions that he appreciates in a discreet manner.
  • Dialogue with the coach, analysing all the circumstances that occur in the group, but not continually creating confusion for the coach.
  • To support the manager unconditionally, especially in difficult moments, giving him encouragement and serving as a reference point to help him move the team forward. At that moment he must feel closer than ever. He must create with his comments an optimistic spirit in the technical staff, players, employees, managers and fans.


In conclusion, a second coach is the figure in the team who complements the capabilities of the first coach.

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