What makes a good football coach? The reality behind the myths

With Women’s Euro 2025 underway, attention is turning not just to the players hoping for glory, but to the head coaches tasked with leading them.

These include England’s Sarina Wiegman, who guided the Netherlands to Euro victory in 2017 and repeated the feat with England in 2022; Spain’s Montse Tomé, the reigning world champions’ first female head coach; and Rhian Wilkinson, who is preparing Wales for their first ever appearance at a major tournament.

The pressure is immense, but what actually makes a good football coach? My colleagues and I recently conducted a study on behalf of the Uefa Academy to better understand this topic.

There are plenty of myths. That the best coaches eat, sleep and breathe football 24/7. That they’re “natural leaders” who inspire through sheer charisma. That success demands constant self-sacrifice. But when coaches try to live up to these ideas, it can leave them feeling burnt out – physically and emotionally exhausted, disconnected from their personal lives and questioning their ability.

In reality, effective coaching is about much more than tactics or motivation. It’s about performance, not just on the pitch, but in the way coaches manage themselves, their staff and their players. A good coach must balance their responsibilities with time for rest and recovery. They must communicate clearly, stay calm under pressure and create an environment where everyone knows their role.

Sarina Wiegman has described her approach in just these terms: “We try to turn every stone to get as best prepared as we can be before we go into the tournament… to perform under the highest pressure.”

But coaches don’t arrive at this mindset by accident. It’s developed through experience and, importantly, through structured education.

One important finding was that the most effective coaches have a strong sense of who they are – including their values, their communication style, and their strengths and limitations. These are things which affect the players and staff with whom they work.

Even top coaches need support

This type of self-awareness is often shaped through formal coach education programmes, where participants work closely with a mentor. These mentors can offer honest feedback, challenge assumptions and help coaches develop a philosophy they can share with their team.

That process is essential at every level, whether it’s grassroots football or the international stage. Coaches who understand themselves and who can use their education are better able to adapt their approach to the context they’re working in. They can build trust, foster unity and know when to step back.

Gareth Southgate, former England men’s head coach, is a fantastic example of this. He has spoken about the importance of supporting the person first and the player second. He has discussed the value of empathy and empowering players to make decisions on and off the pitch.

Through this process, Southgate helped players focus on the “joy of playing for their country” rather than simply achieving results. This may have helped to relieve some of the inevitable pressure and expectations placed on the England squad by the media, fans and English Football Association to win tournaments.

After qualifying, a good coach will continue to seek out their mentor for advice on both professional and personal issues they may be experiencing in their role. Emma Hayes, head coach of the US women’s team, has credited her own mentor with helping her fine tune her leadership style and build team cohesion. Her ability to create a safe, supportive environment was central to Team USA’s gold medal win at the 2024 Paris Olympics.

Hayes’ methods demonstrate that coaching is not a destination but a lifelong process. It requires constant learning, reflection and adaptation. The best coaches don’t just chase trophies. They aim to build something lasting – a culture of trust, a resilient team and a space where people can thrive.

As Euro 2025 continues, it’s worth keeping an eye, not just on the scorelines, but on the sidelines. The real mark of a good coach isn’t always found on the scoreboard. It’s found in how a team plays, how they talk about each other and whether they’re still smiling at the end.

Alan McKay received funding from the Union of European Football Associations (UEFA) to conduct the research mentioned in this article. Alan wishes to acknowledge Professor Brendan Cropley, who was instrumental in conducting this research.