Why Sports Performance Coaches Need Education in the Workplace 


Over the past 11 years working in personal training and strength and conditioning, I’ve seen a variety of workplace cultures. One of the biggest differences I’ve noticed between high-performing organizations and those that struggle is simple: education as part of the culture.

I’ve worked in environments where ongoing education was embedded in the daily or weekly rhythm, and I’ve worked in places where it was absent. The difference is striking. Somehow, the organizations that make education a standard practice consistently execute at a higher level. 

A Personal Example

My very first experience as a trainer, where education was woven into the fabric of its culture, was in a corporate gym franchise. There were two major elements that made it work: financial incentives and shared learning.

First, trainers were financially rewarded for continuing education. The company provided a master list of approved courses and certifications, each ranked by how much the organization valued them. Once completed, trainers earned an additional 1–5% on every session they serviced. This system worked for two reasons: trainers were motivated to learn because it meant more income, and the company demonstrated that it valued knowledge enough to pay more for it.

Second, this setup created shared ground. Trainers often pursued the same or similar education, which made staff conversations more productive. We weren’t just speaking from personal opinions; we were building on common knowledge. This benefitted clients directly, as trainers were able to implement what they had learned in real time. It also empowered trainers with the language and understanding to have richer conversations with clients.

Education wasn’t just external, either. Every month, we held in-house sessions where staff rotated leading lectures and practicals, often drawn from courses they had just taken. These sessions were on the clock, and trainers were paid for them. The effect was undeniable: trainers gained confidence, the company improved its reputation and results, and clients received higher-quality coaching.

That experience stuck with me. It was mutually beneficial for everyone involved, and it showed me just how powerful education can be when it’s embedded into the workplace. Since then, I’ve been intentional about bringing an educational component into every environment I’ve worked in.

Why It's Important

• Engaged staff deliver better results. Coaches who participate in regular learning are more committed to growth, both for themselves and for their clients. This commitment often reflects deeper values like altruism, where the focus is on doing what’s best for others.
  
  
• Education drives mastery. When people choose to be part of a culture that values learning and stay in it, they move steadily toward mastery with every educational session. While this article isn’t about the psychology of intrinsic motivation, it’s worth noting that mastery fuels motivation. A coach who feels they’re getting better develops higher standards for their own work, which translates directly into higher standards of execution.
  
  
• Stronger culture, stronger outcomes. Teams that learn together create shared language, shared understanding, and shared accountability. Education builds cohesion, which in turn makes the entire organization more resilient and adaptable.

How to Accomplish This

If you’re a director or owner, the idea of adding education into your organization may sound time-consuming. But it doesn’t have to be. There are practical ways to make education a part of your culture without overburdening yourself or your staff:

• Adopt a micro-education format. Keep sessions short (15 to 20 minutes) and focused on a single topic. Examples include “how to coach a specific movement,” “case studies of client success or challenges,” or soft skills like cueing, building rapport, or communication.
  
  
• Leverage existing resources. Not every session needs to be built from scratch. Articles, videos, and podcasts are already out there. Use them as starting points for discussion.
  
  
• Rotate responsibility. Assign different staff members to lead or facilitate sessions. This spreads out the responsibility, encourages ownership, and keeps topics fresh.
  
  
• Prioritize discussion over lecture. The goal is to create a learning culture. That means sessions should be interactive, with space for questions, debate, and differing perspectives. The focus should be on growth, not perfection.
  
  
• Create psychological safety. Education only works if people feel safe enough to be vulnerable, to admit what they don’t know, and to make mistakes. Build an environment where respect, curiosity, and constructive dialogue are the norm.

What If You Don't Have Access To This?

If you’re in a workplace that doesn’t prioritize education, that doesn’t mean you need to stop growing. There are always ways to keep developing, whether that’s seeking out mentors, building your own system of continued learning, or connecting with others who share the same commitment to growth.

Part of my own work is supporting coaches who want more out of their professional development. If you ever feel like you’re missing that in your current environment, I’d be glad to be a resource for you, and I’m happy to connect via email at builtforthissportsperformance@gmail.com

Here’s to learning and growing,