When the Spotlight Turns Our Way

Mental & Emotional Wellbeing

Preface:

The last few weeks have reminded everyone in high-performance sport in Aotearoa just how quickly things can become public – and how deeply people care about what happens in and around our sporting royalty. Even when an issue is resolved, the way it’s been handled can leave a lasting mark on individuals, teams, and the wider sporting community.

When public interest is at stake, or when the public carries a deep emotional investment in the outcome, coaches and leaders are called to a higher standard of care in how they engage, communicate, and behave. In these moments, issues management principles provide a valuable compass for all involved in the narrative. They help us pause, assess, and respond in a way that preserves trust and integrity in our sporting bodies, our players, and us as coaches.

At its heart, issues management is about foresight, consistency, and credibility. The key principles are simple but powerful:

Anticipate – If something’s brewing, don’t wait for it to blow up. Recognise potential risks early and seek advice before they escalate.
Assess and Plan – Clarify the facts, identify stakeholders, and map likely impacts – including reputational ones.
Act with Process – Follow clear, fair, and lawful procedures. Process protects everyone involved.
Communicate with Care – Be factual, measured, and respectful of confidentiality. In New Zealand’s close sporting circles, word travels fast. Assume everything you say could become public.
Review and Learn – Once things settle, take time to look back at what worked and what you’d do differently next time.

For coaches, these principles align directly with the values of disciplined leadership: fairness, accountability, and calm under pressure. They remind us that how we manage an issue is often as important as the issue itself.

The following article, “High Stakes, High Standards: Disciplinary Leadership in NZ Sport,” ran in an earlier issue of Te Korowai, but in the above context, we thought it useful to revisit these themes. It offers practical guidance for coaches navigating disciplinary or behavioural matters – both when you are managing an issue, and when you may find yourself the subject of one.

Handled with integrity, these moments can strengthen rather than damage our sporting culture. They test us, but they also define us.

High Stakes, High Standards: Disciplinary Leadership in NZ Sport

Sport holds a central place in our national identity and public scrutiny of high-performance environments is intense. The way coaches manage disciplinary issues is as much about leadership as it is about compliance. At the elite level, disciplinary matters intersect with legal, contractual, and cultural expectations. For a high-performance coach, then, this means your approach must be principled, strategic, and grounded in process.

Easy to say, less easy to navigate when you’re in the thick of it. While every situation will be unique in some shape or form, there are some key principles worthy of keeping in mind.

Start with the Framework: Know the Rules That Govern You

Every coach operating at the high-performance level has a responsibility to remain across the policies and legal structures that underpin their role – and in detail. This includes:

Understanding your sport’s code of conduct and internal disciplinary protocols.

Being familiar with athlete agreements, which often sets behavioural expectations and outlines consequences for breaches.

Maintaining a general awareness of relevant laws in New Zealand; for example, those concerning child protection, health and safety, and employment.

At this level, many disciplinary matters are employment issues. Mishandling a process not only risks legal exposure for your sporting body but can also seriously harm your own professional reputation.

Uphold Natural Justice: Fair Process Is Non-Negotiable. Disciplinary action must be underpinned by natural justice. This means:

The person who is the subject of the allegation is clearly informed of the allegation and the possible outcomes.

They are given a meaningful opportunity to respond and give their side of the story.

Decisions are based on evidence, not assumptions, and are made impartially.

Professional athletes are often represented by agents, player associations or lawyers, and a poorly handled process can quickly escalate. Coaches should engage with athlete representatives early.

Assess the Risks and Impacts. Disciplinary decisions rarely happen in a vacuum. Coaches should weigh:

The impact on team culture and cohesion.

Risks to athlete welfare or safety.

Potential reputational and commercial damage to the organisation.

The organisation’s duties to sponsors, governing bodies, and other stakeholders.

Where serious allegations arise, interim measures such as the temporary standing down of the respondent to the allegations may be appropriate. However, these actions must be legally and contractually permissible — acting outside the policy framework can invalidate the process.

Sanctions Must Be Proportionate and Consistent. Consistency and proportionality are key. Sanctions should:

Align with contractual terms and established policy.

Be appropriate to the severity and nature of the misconduct.

Communicate Strategically and Carefully. In the high-performance arena, poor communication can make a bad situation worse. Effective messaging should be:

Factual, neutral, and non-inflammatory.

Respectful of confidentiality obligations.

Co-ordinated with media teams, PR advisors, and athlete representatives.

In New Zealand, even domestic professional teams are subject to intense media attention. A disciplined communication approach protects both individual rights and the wider organisation’s reputation.

Rebuild Team Culture After Resolution. Handled well, disciplinary action can actually reinforce the team’s values. Once a matter is resolved:

Reaffirm team standards and expectations.

Involve leadership groups in promoting behavioural norms.

Refocus the group on collective goals and unity.

Strong team culture is resilient — but it must be actively maintained after disruption.

When the Coach Becomes the Subject

Increasingly, coaches themselves are held to high standards — not only for technical outcomes, but also for conduct, communication, and interpersonal behaviour. Being the subject of a complaint can be one of the most stressful challenges in a coach’s career.

Stay Professional and Maintain Perspective. Even if the complaint feels unfair or politically charged, your response must be calm and professional. Avoid:

Speaking directly to complainants, particularly if they are players or parents.

Discussing the issue with colleagues or athletes — even informally.

These actions risk undermining the integrity of the process and your position.

Get Support Early. No coach should go through a disciplinary process alone. Consider seeking support from:

A professional body such as Te Korowai – Sports Performance Coaches New Zealand).

A lawyer experienced in sports and employment law.

A trusted mentor or advisor.

This isn’t an admission of guilt — it’s about ensuring your rights and wellbeing are protected.

Know the Process and Your Rights. You have a right to:

Be informed of the allegation and the potential consequences.

Be heard and given a chance to respond fully.

Have the matter determined by a neutral decision-maker.

Understanding the process is key to navigating it confidently.

Protect Your Reputation — the Right Way. In the age of social media, it’s tempting to “set the record straight.” But premature or coded online responses can backfire. Avoid:

Public commentary — even vague or emotional posts.

If media attention arises, work with your employer and legal team to manage messaging. Trust in the process and let fairness, not spin, protect your long-term reputation.

Reflect and Rebuild. Once an outcome is reached:

If the complaint is upheld, take meaningful steps — such as remedial training, an apology, or professional development. Demonstrating growth can help restore trust.

If the complaint is dismissed, maintain your professionalism and resist the urge to retaliate publicly.

In either case, debriefing with a mentor, counsellor, or professional association can be invaluable. These processes are emotionally taxing and deserve serious reflection, no matter the result.

Final Thoughts: Discipline as Leadership

Disciplinary matters are often seen as threats to team stability — but they can also be opportunities for leadership. For coaches in high-performance environments, the ability to manage these challenges with integrity, empathy, and clarity is a hallmark of elite-level leadership.

In a country like New Zealand, where sport is deeply tied to community values and public interest, coaches are not just tactical experts — they are stewards of culture. That means how you lead through difficulty may ultimately define you more than any scoreboard ever could.

This article has been prepared by our legal partners Tavendale + Partners. Our partnership provides our members with a free consultation with their Sports Law team and access to expert guidance across both professional and personal matters.

If you would like further advise on this matter or would like some legal advice on another matter, please contact Andrew Gaze our General Manager – 021 443 523 or [email protected] and he can provide the appropriate introductions to the Tavendale + Partners team.