by Adam Friel

One of the challenges identified by the tennis industry is to keep bringing in and retaining new and qualified coaches. To find the best way to do this, I figured we should go right to the source. Each coach was asked five questions (written below) and then asked to write five questions for the industry. The responses were recorded after interviewing new coaches who have been in the industry for less than 5 years. Here are some of the more common answers to those questions and some that stuck out. 

Question 1: What made you want to start your career as a tennis coach? The answers received for this question varied. The most repeated one involved the enjoyment and passion of tennis, with responses like “I loved playing and wanted to find a way to stay involved.” Others included the flexibility of time at work and making an impact in others’ lives. 

Question 2: What are the qualities that you hope a Director, Manager, Head Professional, Supervisor, or leader should have? 

While 26 specific qualities were mentioned, the top 3 answers were communication, empathy, and organization. Some other honorable mentions were being a team player, interpersonal skills, and a good character balance. 

Question 3: What was the most drastic difference between what you thought life as a coach would be and what you are doing?

The most common answers concerned work-life balance. Some answers included “learning how to use my body smarter to preserve my energy and protect my body,” “the commitment to keeping physically healthy,” “the hours and the schedule,” and “the biggest difference is the lifestyle.” 

Question 4: What are your plans for the next five to fifteen years, and have you considered plans for retirement? 

The majority of the coaches did not think about retirement before entering the industry. Most answered with something similar to “I plan to coach for as much as I can for the next 5 years and probably start to coach less around 15.” 

Question 5: What are some ideas that could make the industry better for newer coaches coming in or to help recruit more coaches to the industry? 

The variety received in this response was very informative. Some of the answers revolve around many topics we all hear all the time. “…having mentors and to teach new coaches is important…”, “make sure they can take time off and still have their social life”, and one of my personal favorites, “I think something as simple as a ‘new and aspiring coaches’ style Facebook (or any platform) page would have a lot of potential to attract and grow this industry. Something moderated by an experienced coach with approved advisors who are willing to help members learn and develop their skills/knowledge could have a lot of positive impacts on fresh coaches.” 

I want to take this opportunity to thank all of you for reading this article. If you are reading, then that means you are interested in trying to help improve the industry for future generations. Even though there is effort to improve the industry, I want to make sure we direct the energy into the right places. We may know what is best for us, but I hope the point of making the industry a better place is for future generations. 

That said, here is the response that made me stop and reflect. This is the response from somebody that the industry has failed. Someone who had the passion to be in the industry. A coach who saw all the pitfalls is now helping us all by sharing their experience. 

This passage is not meant to dissuade anyone from the industry, but to have everyone take a deep look at our industry and say something along the lines of, “I think it’s well past the time that we change and make it a place that more people can have a lifelong career in.” Again, Thank you, and please take this quote to fuel the industry for change. 

“I am no longer in the industry now, but before I thought life as a coach would be a great way to make my passion my career while also having a life outside of work. During my summer internships, I saw a completely different side. The most drastic difference for me was the schedule and work-life balance. I saw myself, my co-workers, and even my directors and head pros working their lives away, working 6 to 7 days a week, putting in 12-hour days regularly and constantly responding to texts and emails from members in their off time. That was the biggest turn-off for me. I wanted to have a life outside of work and be able to raise a family, and in tennis, I just couldn’t see a way I could do that.

The next biggest turn-off for me was my directors and head pros’ lack of professionalism and integrity. It made me feel like the tennis industry was kind of a joke, and I was appalled to find out that these kinds of people were the ones at the top of this industry. Also, as a student, I was very disappointed in the USPTA/RSPA and its leaders. They would always talk about how “we need more young coaches” and “how do we get more young people into the industry,” but then would do nothing. The lack of support from the USPTA/RSPA for the PTM program while I was there was incredibly disappointing. It was like they say one thing, but when it comes down to it, they don’t care. Now I’m not saying that everyone at the RSPA is terrible, but as a student, my perception of that organization was not a positive one at all. They only ever reached out to our program when it was time to put money in their pocket, and that’s it. Reaching out once when it was time to—re-negotiate their contract with the university and once when it was time for my class to get certified. Also, doing things like charging PTM students to go to the world conference. If you wanted to get more young coaches into the industry, there is no reason you can’t waive the conference fee for PTM students. 

Long story short, a lack of professionalism and integrity from the top organizations, and my directors and head pros that I worked under, along with the work-life balance of a tennis pro, turned me away from the industry.” 

This concludes part 1 in the series. In the next month, I will be releasing a viewpoint from the industry leaders on what they identify as the most significant challenges and their perspectives of the industry. These informative outlook articles will hopefully bridge the gap between the many generations in the workforce and provide a cohesive and attractive environment for all who choose to enter. 

About the author

Adam Friel
Racquet Sports Leader | USTA National Campus Apprentice | Former Head Tennis Professional

Adam Friel is a seasoned tennis and racquet sports professional with over a decade of experience in coaching, program development, and leadership. He is currently an apprentice in the USTA’s inaugural Racquet Sports Management Apprenticeship (RSMA) at the USTA National Campus in Orlando, Florida. Prior to joining the USTA, Adam served as the Head Tennis Professional for Adults at Tennis Memphis, where he played a pivotal role in launching the adult programs at the new 36-court Leftwich facility. His efforts resulted in over 1,000 players participating monthly in the first year. He developed curriculum, managed staff, and partnered with organizations like Wilson, USTA Tennessee, Beale Street Management, and the Memphis Grizzlies to introduce tennis to a broader audience. Adam’s previous roles include Assistant Director of Tennis and Director of Junior Development at Sportime | John McEnroe Tennis Academy in Roslyn, New York. He also served as Master Racquet Technician and Sponsorship Coordinator at Diadem Sports.