Many assistant coaches spend years helping build successful programs, developing athletes, and mastering their craft. Yet when head coaching opportunities arise, some of the most talented assistants never make the transition.
That reality was the focus of a presentation by Fort Bend ISD Executive Director of Athletics Derick Roberson at the Texas Alliance of Black School Educators (TABSE) Masterclass Aspiring Head Coaches Summit, where aspiring leaders gathered to learn what it truly takes to move from supporting a vision to creating one.
“One of the primary reasons great assistant coaches fail to become head coaches is a lack of preparation beyond coaching their sport,” said Roberson. “While many assistants excel at teaching fundamentals, developing athletes, and contributing to team success, leading an entire program requires a much broader skill set.”
Many assistant coaches never gain experience in managing personnel, budgets, compliance, or community relations because those responsibilities typically fall to head coaches.
“Coaches who fail to develop these leadership and administrative competencies often find themselves unprepared for the responsibilities that come with running a successful program,” said Roberson.
“The biggest misconception many assistant coaches have about becoming a head coach is that the job is easy,” said Roberson. “Some assume they can rely on their assistant coaches to do most of the work while they simply serve as the face of the program. In reality, being a head coach carries tremendous responsibility and accountability, as head coaches are ultimately responsible for everything that occurs within their program.”
Having learned firsthand the demands of leading a program, Roberson believes aspiring head coaches must intentionally seek experiences that prepare them for those challenges before stepping into the role.
“My advice to aspiring head coaches is to immerse yourself in every aspect of what it takes to lead a program,” said Roberson. “Learn as much as possible about UIL rules and compliance, seek leadership opportunities within your program and on your campus, and make your career aspirations known to your head coach and principal.”
Roberson said that coaching knowledge alone is not enough. Successful head coaches must understand leadership, personnel management, communication, and compliance, and continuously seek opportunities to grow beyond their current role.
“Coaches, by nature, spend a tremendous amount of time studying the X’s and O’s of the game,” said Roberson. “However, if they aspire to advance in the profession, they must widen their lens and understand the bigger picture of leading an entire program.”
Knowledge of UIL rules and compliance is essential, but effective leadership also requires the ability to lead adults, build relationships, manage personnel, and communicate effectively with stakeholders. Coaches who successfully elevate into leadership roles often devote as much time to developing these skills as to mastering their sport.
Roberson believes that becoming too comfortable in an assistant role can limit professional growth.
“When you are highly valued in your role and consistently recognized for doing your assigned duties well, it is easy to become complacent,” said Roberson. “You can settle into a routine of simply fulfilling your responsibilities rather than actively seeking opportunities to grow and expand your leadership capacity.”
Roberson encouraged aspiring head coaches to prepare for leadership opportunities long before positions become available by developing a vision and core values to guide a future program.
“A strong vision provides direction for the program and serves as the foundation for decision-making,” said Roberson. “From there, they must identify the core values that will define their leadership and shape their program’s culture. Ultimately, those values will determine how the program is viewed by student-athletes, parents, administrators, and the entire school community.”
Roberson also emphasized the importance of mentorship for developing future leaders.
“Athletic directors and mentors play an instrumental role in developing future leaders,” said Roberson. “They should intentionally expose aspiring head coaches to every facet of leading a program, not just the coaching responsibilities.”
One attendee who connected with Roberson’s message was Eric Buchanan, defensive coordinator at Aldine Nimitz, who hopes to become a head coach after coaching stops at TCU, Iowa Western, Lamar University, and Nimitz.
“One of the primary reasons great assistant coaches fail to become head coaches is a lack of preparation beyond coaching their sport,” said Derick Roberson.
“It was one of my biggest takeaways, but also one of my biggest conflicts,” said Buchanan. “I believe football is the ultimate team sport, and no one is bigger than the team. So when someone advocates for themselves or promotes self, I see it as a separation from the team.”
While Buchanan struggled with self-promotion, he also recognized that advancing professionally often requires coaches to advocate for themselves and make their aspirations known.
“My personal experience has been centered on the struggles of climbing the ladder because those around you value you so much that they want to keep you rather than promote you,” said Buchanan.
Former Frankston head baseball coach Sebastian Stargell, who is seeking another head coaching role, said Roberson’s discussion of creating a vision resonated with him.
“The explanation between being able to execute a vision and not really being able to own or create a vision of their own really stood out to me during Mr. Roberson’s speech,” said Stargell. “I personally believe some of these coaches just need an opportunity to be in the role and grow in it. Experience is valued in the coaching profession, and it is hard to get that opportunity as a first-time head coach at many programs.”
As the session concluded, Roberson left attendees with practical advice they can begin implementing immediately.
“Get out of your own way,” said Roberson. “There are already enough obstacles on the path to becoming a head coach without creating additional ones through arrogance, a know-it-all attitude, or impatience.”
Roberson’s message was clear: becoming a head coach requires far more than years as an assistant. It demands intentional preparation, expanded leadership responsibilities, and a willingness to step beyond the comfort of a supporting role.
“The best future head coaches remain humble, seek feedback, embrace learning opportunities, and continue to grow personally and professionally,” said Roberson.
