That was how one coach described their experience of working with a sport psychology consultant.
It’s also the title of a paper by Sheehy, Zizzi, Dieffenbach, and Sharp that really stuck with me this week. The research explores how coaches—particularly in high-performance sport—use sport psychology not just to support others, but for their own development.
Link
The study highlights how some coaches are actively engaging with consultants to manage pressure, reflect on their behaviours, improve communication, and process their experiences. They’re not just trying to become better at coaching. They’re trying to become better at being in these complex, demanding environments.
A few points stood out:
Coaches spoke about developing self-awareness, gaining tools to manage emotion, and becoming more intentional in how they interact.
These weren’t superficial gains. For many, it led to a noticeable shift in how they made decisions, handled setbacks, and related to athletes.
The coach-consultant relationship became a space for thinking, not just reacting—something that’s often missing in the day-to-day.
And yet, stigma and lack of access remain real barriers.
What struck me most is how these coaches described the work. Not as ‘mental skills training’ or ‘performance tools’. But as something that impacted how they live, not just how they coach.
That’s where sport psychology, done well, can sit. Not as an add-on. But as something central to how people operate in high-performance environments.
If you’re working in these spaces, the paper is worth a read. It’s a good reminder that the coach isn’t just the deliverer of support—they’re also someone who needs space, structure, and support themselves.
That was how one coach described their experience of working with a sport psychology consultant.
It’s also the title of a paper by Sheehy, Zizzi, Dieffenbach, and Sharp that really stuck with me this week. The research explores how coaches—particularly in high-performance sport—use sport psychology not just to support others, but for their own development.
The study highlights how some coaches are actively engaging with consultants to manage pressure, reflect on their behaviours, improve communication, and process their experiences. They’re not just trying to become better at coaching. They’re trying to become better at being in these complex, demanding environments.
A few points stood out:
Coaches spoke about developing self-awareness, gaining tools to manage emotion, and becoming more intentional in how they interact.
These weren’t superficial gains. For many, it led to a noticeable shift in how they made decisions, handled setbacks, and related to athletes.
The coach-consultant relationship became a space for thinking, not just reacting—something that’s often missing in the day-to-day.
And yet, stigma and lack of access remain real barriers.
What struck me most is how these coaches described the work. Not as ‘mental skills training’ or ‘performance tools’. But as something that impacted how they live, not just how they coach.
That’s where sport psychology, done well, can sit. Not as an add-on. But as something central to how people operate in high-performance environments.
If you’re working in these spaces, the paper is worth a read. It’s a good reminder that the coach isn’t just the deliverer of support—they’re also someone who needs space, structure, and support themselves.
