American Luster



Home - Business - Employment - Careers

21 Key Attributes Coaches And Scouts Need To Succeed In Their Career

by Noah Smith
Friday, August 21, 2015



Coaches and scouts instruct or coach groups or individuals in the fundamentals of sports. Demonstrate techniques and methods of participation. They may also evaluate athletes' strengths and weaknesses as possible recruits or to improve the athletes' technique to prepare them for competition. Those required to hold teaching degrees should be reported in the appropriate teaching category. In order to successfully forge ahead with their careers, analysts in a survey carried out by U.S. Department of Labor (via O*NET) have marked out the following as important attributes that coaches and scouts would need. These attributes have been selected from characteristics and requirements strongly associated with the occupation. They are

  • Abilities: Enduring attributes of the individual that influence performance
  • Interests: Preferences for work environments. Occupational Interest Profiles (OIPs) are compatible with Holland's (1985, 1997) model of personality types and work environments. Six interest categories are used to describe the work environment of occupations: Realistic, Investigative, Artistic, Social, Enterprising, and Conventional. An OIP consists of six numerical scores indicating how descriptive and characteristic each work environment (or interest area) is for an occupation
  • Knowledge: Organized sets of principles and facts applying in general domains
  • Skills: These include basic skills, which are developed capacities that facilitate learning or the more rapid acquisition of knowledge. Plus cross-functional skills, which are developed capacities that facilitate performance of activities that occur across jobs
  • Style: Personal characteristics that can affect how well someone performs a job

We have listed out attributes which were scored 80% or more in terms of importance by the analysts.

Teaching others how to do something.
Attribute Type: Skills Score: 92.4%

Talking to others to convey information effectively.
Attribute Type: Skills Score: 90%

The ability to communicate information and ideas in speaking so others will understand.
Attribute Type: Abilities Score: 90%

Having a strong preference for social work environments. Social occupations frequently involve working with, communicating with, and teaching people. These occupations often involve helping or providing service to others.
Attribute Type: Interests Score: 85.71%

Monitoring/Assessing performance of yourself, other individuals, or organizations to make improvements or take corrective action.
Attribute Type: Skills Score: 85%

Motivating, developing, and directing people as they work, identifying the best people for the job.
Attribute Type: Skills Score: 85%

Knowledge of principles and methods for curriculum and training design, teaching and instruction for individuals and groups, and the measurement of training effects.
Attribute Type: Knowledge Score: 82.8%

The ability to speak clearly so others can understand you.
Attribute Type: Abilities Score: 82.4%

Selecting and using training/instructional methods and procedures appropriate for the situation when learning or teaching new things.
Attribute Type: Skills Score: 82.4%

Considering the relative costs and benefits of potential actions to choose the most appropriate one.
Attribute Type: Skills Score: 82.4%

Having a strong preference for realistic work environments. Realistic occupations frequently involve work activities that include practical, hands-on problems and solutions. They often deal with plants, animals, and real-world materials like wood, tools, and machinery. Many of the occupations require working outside, and do not involve a lot of paperwork or working closely with others.
Attribute Type: Interests Score: 81%

Having a strong preference for enterprising work environments. Enterprising occupations frequently involve starting up and carrying out projects. These occupations can involve leading people and making many decisions. Sometimes they require risk taking and often deal with business.
Attribute Type: Interests Score: 81%

Giving full attention to what other people are saying, taking time to understand the points being made, asking questions as appropriate, and not interrupting at inappropriate times.
Attribute Type: Skills Score: 80%

The ability to tell when something is wrong or is likely to go wrong. It does not involve solving the problem, only recognizing there is a problem.
Attribute Type: Abilities Score: 80%

The ability to apply general rules to specific problems to produce answers that make sense.
Attribute Type: Abilities Score: 80%

The ability to listen to and understand information and ideas presented through spoken words and sentences.
Attribute Type: Abilities Score: 80%

Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions or approaches to problems.
Attribute Type: Skills Score: 80%

Being aware of others' reactions and understanding why they react as they do.
Attribute Type: Skills Score: 80%

Adjusting actions in relation to others' actions.
Attribute Type: Skills Score: 80%

Identifying complex problems and reviewing related information to develop and evaluate options and implement solutions.
Attribute Type: Skills Score: 80%

Managing one's own time and the time of others.
Attribute Type: Skills Score: 80%
 

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET

Source: O*NET