Turnaround Coaches: Study their Steps
April 27, 2016
By Scott Westfall
MSU Institute for the Study of Youth Sports
Turnaround leadership is often a popular topic within sports conversations, as many coaches are revered for their ability to transform a struggling team into a “winner.”
Turnarounds often are discussed in platitudes such as, “That coach has what it takes to turn this program around.”
While often talked about during the offseason, especially in the face of coaching vacancies, turnarounds are difficult to achieve. After all, if transforming a failing team into a successful one were an easy task, there would not be such an abundance of teams that struggle year-in and year-out.
As much as turnaround coaches are celebrated for their abilities to turn a losing program into a winner, very little scientific research has been devoted to analyzing coaches who have proven themselves as turnaround specialists. The steps and intangibles necessary for achieving a coaching turnaround have remained undetermined as this topic had never been examined from a scientific perspective – until now.
For the past year and a half, I have devoted the majority of my time to researching turnaround leadership in high school coaching, undertaking this study as the topic of my doctoral dissertation project. Research participants in this study included 11 high school football coaches from the state of Michigan who led dramatic turnarounds at their high schools within the last decade. The criteria for participant selection were:
• Prior to the coach’s arrival or appointment as head coach, the team finished (at least) three of the previous four seasons with a losing record (below .500 winning percentage), including a losing season immediately before the coach’s arrival or appointment.
• Within five seasons of the coach’s arrival, the team enjoyed (at least) three winning seasons (above .500 winning percentage).
Before their turnarounds occurred, these high schools had not experienced a winning season (on average) in 7.2 years, while five of the 11 schools had never qualified for the MHSAA Playoffs. However, upon being hired, the average time it took the coaches to achieve a winning record was 1.73 seasons. Moreover, the average time it took the coaches to qualify for the MHSAA Playoffs was 1.82 years. On top of this, each of the 11 teams qualified for the playoffs within three years of hiring their new coach.
The circumstances these coaches faced when they arrived were challenging to say the least, as all of the coaches entered a negative situation with poor team culture. These situations were characterized by losing streaks, cancelled seasons, dilapidated facilities, poor role models on the previous coaching staffs and a significant amount of parental pushback. Players and community members often were embarrassed by their football program. One coach described the situation by recounting, “During that time they were a doormat; everybody’s homecoming, a laughing stock. They were like the Bad News Bears.” Additional problems included low numbers, very little player development, and a low amount of commitment to the overall program.
One coach that I interviewed compared entering a turnaround situation to building a well. He stated, “You may not have success on the surface initially, but if you dig nice and deep and build the well right, there is water down there. It’s going to be some work and it might not come up right away – it takes some pumping. But if you build it right, it will happen.” In this article I will attempt to encapsulate 16 months of research, 191 pages of interview transcriptions, 2,278 miles driven across the state of Michigan, and countless hours spent with 11 turnaround coaches, in order to present to you the nucleus of what it takes to turn around a failing high school program.
The coaching philosophies of the majority of the coaches were characterized as “educational athletics.” This involved coaches striving to do things the right way, viewing their job as an extension of the classroom, implementing a character development program, and using football as a vehicle to teach life skills to players. Furthermore, their greatest strengths were revealed to be coaching/leadership skills, along with the ability to develop strong relationships with their players.
Coaches unanimously agreed that upon their arrival immediate changes needed to be made to the team’s culture. These changes included prioritizing team workouts, altering visible elements like the organization of practices, offensive and defensive schematics, team logos, along with placing positive role models in front of the players. Other changes to team culture happened through improved coach-athlete relationships, giving players a better football experience, and purging the program of negative people. One coach used the term, “Weeding the roses,” which means getting rid of the negative people in the program in order to let the better parts grow and prosper.
All of the coaches developed some type of vision for their program. The most common visions involved transforming their team into a top-level program, and for their players to conduct themselves as quality human beings. Winning games, competing with the best teams in their division, and playing for MHSAA championships marked becoming a top program. While winning was a major component of the coaches’ visions, developing quality human beings was revealed to be just as essential. This was evident as several coaches remarked that their most well-behaved kids were also their most productive players, and that doing things right in school and in the community often equates to wins on the football field.
To build upon their visions, each of the coaches formulated some type of plan or “blueprint” to execute their turnarounds. The majority of the coaches’ plans were constructed around developing positive coach-athlete relationships and employing off-season strength and conditioning programs. While all of the coaches’ plans eventually yielded a great amount of success, not all parties bought into them initially. Some of the players needed to see proof that the team could win games before they were completely sold. In order to create buy-in, the coaches used various approaches to connect with players and sell their plan. These methods included team activities, cultivating relationships with players, continuously selling their vision, hiring/retaining quality assistant coaches, and entering the situation with some sort of previous expertise. Although it may take time, the coaches stressed the importance of the players buying into their vision. As one of them decreed to his team, “The quicker you buy in, the quicker we win.”
Early indicators that a turnaround was commencing included winning games or making significant strides off of the field through positive coach-athlete relationships. Sources of sustained changes included a win streak or an increased level of commitment from the players. Clear indicators that the program had undergone a turnaround included the players adopting a new mentality filled with trust and confidence, along with the program reaching unprecedented levels of success, such as competing with the best teams, completing an undefeated season, and/or making the playoffs consistently.
Character development emerged as a strong component of this study, as 100 percent of the coaches reported that it played a significant role in fostering turnarounds. The coaches also indicated that they deliberately teach character in practice and use coaching as a platform for character development.
In hindsight, an outside observer may assume that these coaches were destined to succeed and their plans were met with little resistance. However, after examining their roads to turnaround success, most of them met several barriers along the way. Early obstacles included widespread mental challenges among players such as a lack of confidence and/or trust. Other early barriers included parental pushback and some cases of overt interference. After the turnarounds were complete, the coaches’ problems did not disappear; they simply changed form, as complacency became the new problem on the team. A potential root of this complacency was the addition of younger players who thought that success would happen automatically simply because of the program’s prior achievements.
The coaches were quick to acknowledge that the turnarounds would not have been possible without the excellent support they received. Their greatest source of help came from their assistant coaches who contributed both tangible and psychosocial support. Tangible support was seen through the assistants performing administrative duties and overseeing strength and conditioning sessions. Meanwhile, psychosocial support came in simple ways, such as listening, giving advice, and showing belief in the head coach. As one coach stated, “You’re only as good as the people you have around you.”
Team turnarounds are not officially complete until a team maintains the success it has built. In order to avoid complacency and sustain momentum, the coaches recommended that coaches and players find ways to keep reaching higher. In order to do this, coaches recommended talking to players about their team goals and what they want their legacies to be. To help sustain momentum, coaches stressed that it is often the little things that matter the most, such as effort, team discipline, player accountability, and positive attitudes.
The strongest theme that emerged from this study was the importance of coach-athlete relationships. All of the coaches believed that relationships are imperative to fostering turnarounds. It was also emphasized that relationships are crucial for sustaining long-term success. In essence, coaches may experience some momentary success by taking shortcuts with superior talent, however, strong relationships are the “X-factor” that will sustain the program over the long run. While the approaches of building relationships were diverse, what mattered most was coaches spending time with players in both structured and unstructured team activities, and simply showing players that they cared about them as people as much as they did as football players.
Steps of a Turnaround
(When turnarounds happen, they usually happen in this order)
1. Establish new leadership
2. Assemble a staff of positive role models
3. Gather information about the program
4. Create the vision
5. Make a plan and communicate it
6. Create buy-in from players and other key people
7. Change behavior – This is the impetus of the turnaround
8. Create and celebrate early wins
9. Don’t let up – Keep setting new goals and reaching higher
10. Complacency is the enemy: Make sure change sticks!
Intangibles Checklist
(These are the little things that people cannot see or do not talk about, yet they often matter the most)
1. Positive relationships between coaches and players. Build these by spending time with players and showing them you care about them as a person.
2. Establishment of a strength and conditioning program. All successful turnarounds were led by coaches who implemented a respectable offseason training program.
3. Display an undeniable belief that your vision and the plan will produce successful results. Continuously sell your plan and give players the reasons behind why you do what you do. Be prepared to stand tall and adhere to your vision when adversity strikes.
4. Generate player buy-in through team activities. Remember that sports are supposed to be FUN. Plan structured and non-structured activities to generate fun, excitement and team cohesion!
5. Demand excellence of your players off the field. Promote educational athletics and use your platform as a coach to teach character and life lessons to your players.
6. Outwork your opponents in everything you do. Arrive earlier. Stay later. Go above and beyond what your competitors are doing. Set the tempo that hard work is the new norm and it starts with you.
7. Remember that the little things matter. Take the time to ensure that your team always has the right effort, attitude and discipline, as well as accountability to the program and each other.
Scott Westfall spent 10 years as a teacher, coach, and athletic director in Fort Collins, Colo. He is currently finishing his Doctorate at Michigan State University, with an emphasis in Sport Psychology and Athletic Administration, and assisting the MHSAA with its student leadership programs. Westfall is a former athlete who participated in football, wrestling, tennis and cross country at the high school level, and rugby at the collegiate level. Please feel free to contact Scott if you would like a copy of his full dissertation. Scott also performs speaking engagements at conferences on various topics within educational athletics. He can be reached at [email protected]
The 6 Ds of Brenda Gatlin - Master of the Coaching Dance
By
Ron Pesch
MHSAA historian
September 30, 2021
She is remembered fondly as one of the greatest to ever coach in the Detroit Public School League and the State of Michigan, yet you won’t see Brenda Gatlin’s name among the leaders in all-time basketball victories. A search of the MHSAA List of Girls Basketball Champions displays her name only once.
You will, however, find Gatlin’s name in one most unexpected, yet fitting place.
The Corner Ballpark, the redevelopment of the site of historic Tiger Stadium – located at Michigan and Trumbull in Detroit’s Corktown neighborhood – includes the Hank Greenberg Walk of Heroes. Opened in 2019, the “exhibit features 12 stories of Michigan citizens who displayed character, innovation and trailblazing spirit in the sports field and the community at large.”
The Corner tribute, as one might expect, includes Tigers greats Greenberg, Hank Aguirre, and Willie Horton. Norman ‘Turkey’ Stearns, a baseball Hall of Fame member and legend with the Detroit Stars of the Negro League is another honoree.
Mixed in with the other eight is Gatlin. The honor is most deserved.
Champion in Life
Gatlin never expected to coach basketball.
“I was a dance teacher,” she told The Southeastern Jungaleer, a public forum for the students and community of Southeastern High School published in the Detroit Free Press in 2009 at the time of her retirement after 43 years in public education. “Early in my teaching career I was asked to coach. I knew nothing about basketball.”
The daughter of a gifted clarinetist, who taught at Lincoln University then left for Virginia State College (VSC) where he became the Head of the Music Department, Gatlin was born in Jefferson City, Mo., to Dr. F Nathaniel Gatlin and his bride, Mildred Pettiford Gatlin, an elementary education teacher and reading specialist. The family moved to Petersburg, Va., when her father accepted a position at VSC. Brenda graduated from segregated Peabody High School – the earliest publicly-funded high school for African Americans in Virginia.
“Dad was strict and no nonsense – mom, nurturing and loving,” Gatlin recently recalled of her parents. “Dad was loving also, but his life was filled with so many trials and tribulations. It would take too much time to explain. He graduated from Oberlin Conservative College of Music, Northwestern University (master’s), and Columbia University (doctorate). Mom graduated from Lincoln University (bachelor’s) and VSC (master’s).
“I, of course, did not want to attend Virginia State because I grew up on the campus. My dad insisted, ‘If it is good enough for me to work here, it is good enough for you to attend.’ I started out as an English major my freshman year and changed to health and physical education with a focus on dance. They did not have a choice of dance as a major.”
Brenda began teaching in Detroit at Barbour Middle School in 1966: “I started my tenure with Detroit Public Schools immediately upon graduating.”
“When I came to Detroit, I only planned to stay here three years. But I fell in love with the city,” she told the Free Press in 1976.
Her next career move was to Detroit Northeastern for the 1969-70 school year.
“I went to the Office of Human Resources and they had an opening at Northeastern high school for a Health and Physical Education and Dance Teacher. All of my classes were dance. I was elated. … My love was always Ballet, and Modern Dance,” she said. “At one of our department meetings, Norm Morris, Department Head, said we need a girls’ basketball coach.”
Both programs were long-established athletic department activities with histories that dated back decades at the school, once located on Detroit’s Lower East Side.
“I was in the midst of creating a choreography for the ALL-City Dance Concert that had been scheduled. Mr. Morris knocked me for a loop and said, Ms. Gatlin, you will coach the girls’ basketball team …” she recalled.
“I never in my wildest dreams ever thought that I would have to coach any sports, especially girls basketball.”
Making of a Coach
As a health and physical education major, Gatlin had played some intramurals and learned about sports mechanics, policies and procedures, and rules and regulations while in college.
“I was familiar with the 6-player rule, but the year I started coaching, the rules for girls had changed from 6-on-6 with a roving player to 5-on-5 with unlimited dribbling” she said. “Well needless to say, I choreographed my plays; I knew about movement. I studied the game as much as possible, but my focus was on dance.
“(I)n our first two seasons, we played only five games (each season),” she said to the Free Press, remembering those days when the girls played only against other Detroit city schools.
“The home team (supplied) oranges at half time, and cookies and milk for a social after the game,” she said recently, describing a completely different era. “You can imagine those girls scrapping and running down the court and then having to sit with the opposing team at the end for a social.”
In 2002, she recalled her opening contest as a coach for Lorne Plant at State Champs: “(Our opponent) proceeded to beat us by about 30 points.”
That game was a turning point.
“When we hosted Central high school, under the coaching jurisdiction of Doris Jones, everything changed. … I greeted Coach Jones. Without a greeting, she immediately said, ‘Where is the gym?’ I knew we were in big trouble.
“Sitting there watching my choreographed plays and movements … watching the determination on the faces of my girls – who looked over to me for answers, which I had none, watching my girls continue to fight and battle, even though they were down by 30 points, changed my life and focus. They just didn’t have the skills to compete. I vowed at that moment, ‘no students under my tutelage would be demoralized or embarrassed because they did not, at least, have the skills to compete.’ That game did it, and I owe it all to Coach Doris Jones. I rolled-up my sleeves and got to work.”
Title IX
The advent of Title IX meant things were changing in girls athletics all over the country.
“I remember attending myriad meetings at Wigle Recreation Center with other Detroit female physical education teachers. (At that time, women were the only ones allowed to coach girls in athletics in Michigan). The purpose of the meeting was to discuss whether girls should adopt the same 10 game schedule as the boys,” she said. “Some of the older coaches, and teachers had comments like: ‘This will be too difficult on the female body … studies show that the female uterus will drop if girls are allowed to run up and down the court for any length of time.’ We had to sit and listen to comments such as that. However, we voted that girls should be provided the same opportunities as boys. I suppose Christine Whitehead, Assistant Director of Athletics, provided Dr. Robert Luby (director of the Department of Health, Physical Education, and Safety for Detroit Public Schools from 1962 to 1983) with our sentiments. With Title IX it was a given. Some people still fought it.”
“Subsequent to the fiasco with Central, I had commenced the process of enhancing my knowledge of the rules and skills inherent in the game of basketball defensively and offensively. I discovered (UCLA coach) John Wooden’s books. His books became sort of my ‘Basketball Bibles.’ I became obsessed with the game. I woke up with basketball, went to sleep with basketball.
“And further, the recreation centers were sending us players who had some experience with the game. The Catholic Schools had a feeder program. We did not. So, my hat goes off to Virginia Lawrence and her sister Evalena, Coach Curtis Green, and many others who taught girls at an early age the skills of basketball.”
With the arrival of the federal law, the MHSAA sponsored its first girls basketball tournament in the fall of 1973. Gatlin’s Falconettes were ready.
Led by Hazel Gibson and the talented Williams sisters (Annette, Helen, and Shelia), they were now among the top teams in Detroit.
The team advanced to the Class A Regional Finals, falling to eventual state champ Detroit Dominican. All-city selection Sheila Williams, a sophomore, scored 26 points and pulled down 26 rebounds to lead the Falconettes.
In 1974, Northeastern trounced Murray-Wright, 73-27, winning its first Public School League (PSL) regular-season tournament before 500 fans at Wayne State University’s Matthaei Building. Gatlin’s team again ran into Dominican in the MHSAA Tournament, this time in a District Final. The Williams sisters combined for 61 of the Falconettes’ 71 points but fell 74-71 in a foul-filled game.
The defeat was Northeastern’s only loss in 16 games. Senior Lynn Chadwick posted a career-high 28 points to lead Dominican, which would repeat as Class A champ.
“Girls will play their heart out for you,” Gatlin told the Free Press following the season, “if they believe in you and if you treat them fairly.”
Postseason reward came in 1975 when Northeastern topped Dominican in the MHSAA Semifinals, 75-69, then defeated Farmington Our Lady of Mercy, 67-62, to earn the Class A title. Helen Williams scored 31 in the championship game, while Shelia added 20.
“Everybody knows about Shelia and Helen,” Gatlin told the press, “but it was the defense we got from our guards that did the job for us in the second half. We switched from a zone defense to our press and that made the difference.” Northeastern ended the year with a perfect 20-0 record.
Gatlin spent two more seasons at Northeastern before moving on to newly-opened Detroit Renaissance in the fall of 1978.
College Calls
“In 1978, I was asked to teach in a new examination high school,” continued Gatlin, “Renaissance High School (located at Old Catholic Central School). I hesitated because transferring to Renaissance meant no coaching, for Renaissance would not have an athletic program. It would be strictly academic. I enjoyed the fact that I was a part of the planning process in developing plans for the opening of a new school. The whole Renaissance situation was controversial, because many thought Cass (Tech) was enough. The rest is history. Our students were only able to participate in an intramural program, and I taught dance.”
There, she received a call from the athletic director at University of Michigan-Dearborn. Roy Allen, the associate director of health and education for the Detroit Public Schools, had passed on her name as a possible candidate to lead Michigan-Dearborn’s girls basketball team.
“I was able to juggle my teaching responsibilities at Renaissance with my coaching responsibilities at Michigan-Dearborn,” she said. But balancing the coaching duties would become more challenging as time moved on.
“It became even more difficult as the distances of scheduled games became further and further. We were only provided a van that my Assistant Coach and I had to drive. Returning so late and trying not to short-change my students at Renaissance became even more difficult.”
Return to the PSL
“In 1981, Dr. Remus, the first principal of Renaissance who convinced me to transfer from Northeastern, was asked to become the principal of Cass Tech. Cass was experiencing some issues that they felt Dr. Remus could clear up,” Gatlin said. “Shirley Burke, the successful girls basketball coach at Cass, was stepping down. Cass also needed a dance teacher. Therefore, Dr. Remus said, ‘Ms. Gatlin, I need you at Cass.’ I think I was ready to get back to the high school level. I learned so much more coaching on the collegiate level and had grown extensively. Coach Burke left me with great players.”
When a teacher’s strike in the fall of 1982 threatened the Lady Technicians’ basketball season, Gatlin and her players petitioned Detroit school superintendent Dr. Arthur Jefferson for equal treatment that was afforded the Detroit PSL prep football teams.
“Coaching staffs at Detroit’s 21 high schools have volunteered to continue the football program after hours despite a three-week-old strike,” wrote Joyce Walker-Tyson in the Free Press. “Schools must play a certain number of games to be eligible for tournaments. While there is no similar requirement for girls’ basketball, Title IX … calls for equality in boys’ and girls’ athletics.
“During the teachers’ strike, (the girls were) the ones who went down to talk to the board (of education) all by themselves,” Gatlin told the Free Press’s Mick McCabe
When all 21 of the girls high school coaches volunteered their services, the girls season was saved, although it started late.
Her 1982 team upset No. 2-ranked Trenton in the Regional Final before advancing to the Class A Quarterfinals and falling to Farmington Mercy 38-34 in a thriller.
The season marked the first of three straight PSL championships won by Gatlin’s teams. At Cass Tech she developed a number of all-city and all-state players, including Pamela Dubose (Iowa/Wayne State), Kendra McDonald (Western Michigan), Nikita Lowry (Ohio State), Adrianne Smiley (Ball State), Clarissa Merritt (Ferris State), Sonya Watkins (Houston) – whose father Tommy had been a running back for the Detroit Lions from 1962-67 – Wendy Mingo, Savarior Moss, Yvette Walters, and others.
Expanded Responsibilities, Greater Influence
In the fall of the 1984-85 school year, Gatlin was asked to also coach Cass Tech’s boys team.
“I looked at my staff and hired the best possible person,” said Jeannette Wheatley, Detroit Cass Tech principal in September 1984. “Brenda is an excellent teacher, and she is a marvelous motivator.”
“I see it as a challenge for all female coaches,” Gatlin said to McCabe after the announcement. “But the men have been doing a dual role for years. The Xs and Os are Xs and Os. Basketball is basketball. Outside the strength factor, it’s the same game.”
Gatlin at Cass Tech, Kathy Curtis at Colon, and Carol Brooks at Burr Oak were all in charge of boys varsity teams that winter. They are believed to be the first to do so in Michigan.
She took the job for a year, but delayed her start. The beginning of the boys schedule in 1984 overlapped the girls postseason. (Prior to the 2007-08 school year, girls basketball was played in the fall in Michigan.) Gatlin didn’t want to shortchange her girls.
The Lady Technicians finished with 22 wins against 4 losses that season, advancing to the Class A Semifinals before falling to eventual champion Flint Northwestern. So it was mid-December before she returned to the boys team for the fourth game of the season, a 60-58 win. A young team, Cass Tech finished 10-9 on the year.
Back in 1974, Gatlin told Hal Schram of the Free Press that she wasn’t sure she wanted to spend the rest of her life coaching basketball.
“You have to be a psychologist, a coach and a sociologist to get the complete job done,” she said.
She continued coaching the girls at Cass Tech in the fall of 1985. Then an opportunity came in 1986 to move into administration and serve as athletic director at Detroit Southwestern. She took the job, as it offered an opportunity to make impact on a larger scale. There, she also taught modern dance.
In 1992, she moved back to Cass Tech, now as an assistant principal. She became principal at Southeastern in 1999, where she stayed until her retirement.
Determination
Today, she continues to practice her belief in the potential of the human being, working with Cranbrook schools and their Horizons-Upward Bound Program as academic dean. There, she helps students from the Detroit metropolitan area who have limited opportunities to enter and succeed in college.
Her life has always been built around four Ds.
“I still use it even with my students in the Cranbrook Horizons-Upward Bound Program,” she said. “When I use the Ds with Basketball, it becomes five Ds: Determination, Dedication, Desire, Discipline, and Defense.
“My players knew that defense wins games; it’s the name of the game. Offense is for the spectators. Defense is for the win. Our chant in our huddle always ended with, ‘The name of the game?’ They would respond with ‘Defense!’ This would be recited several times in the huddle prior to them taking the floor. My players knew that the most important ‘D’ other than defense is discipline.
“... I may have adopted it from my dad. I also used his quote, ‘The difference between resting on the bench and rusting on the bench is u.’ There were a few others.
“You can be dedicated, you can have the determination and the desire, but if you don’t have the discipline, success may not happen.”
The Sixth ‘D’ - Drive
“I get my determination and drive from my dad. My mom was very mild mannered. They were an awesome couple and a great parental balance for my brother Nat and me,” she said, and that drive – the need to teach – remains strong.
“I can’t stop.”
Ron Pesch has taken an active role in researching the history of MHSAA events since 1985 and began writing for MHSAA Finals programs in 1986, adding additional features and "flashbacks" in 1992. He inherited the title of MHSAA historian from the late Dick Kishpaugh following the 1993-94 school year, and resides in Muskegon. Contact him at [email protected] with ideas for historical articles.
PHOTOS (Top) Brenda Gatlin is among honorees at Detroit’s “Walk of Heroes” display. (2) Gatlin’s first high school position was at Detroit Northeastern, here in 1971. (3) The 1974 Falconettes pose with their first Public School League trophy. (4) Gatlin huddles with the team in 1976. (5) The 1983 Cass Tech team: (Kneeling, left to right) Kim Justice, Ursula Gordon, Andrea Shaw and LaTrece Owens. (Standing, left to right) Coach Brenda Gatlin, Adrienne Smiley, Clarissa Merritt, Wendy Mingo, Kendra McDonald, Nikita Lowry, Kim Wells and Kathy Scates. (6) Gatlin left Cass Tech in 1986 to become athletic director at Detroit Southwestern. (Photos gathered by Ron Pesch from multiple school yearbooks.)