The practice of coaching has long been valued at the U.S. Naval Academy. Coaching can be found in places like the Stockdale Center for Ethical Leadership and the Center for Teaching and Learning (CTL) since at least 2013. Starting in 2021, and paralleling a larger initiative taking place across the Navy, coaching – and its role in supporting the mission of USNA – became recognized Yard-wide. This shift parallels a broader transformation across the Navy and a strategic transition from a “know-it-all” to a “learn-it-all” culture. Over the previous four years, USNA has led the way in supporting the “MyNavy Coaching” initiative, cultivating coach-like skills through training and education programs tailored for both staff and midshipmen. More than 200 faculty, staff, and athletic coaches have graduated from our flagship four-day, USNA/MyNavy Coaching Skills for Leaders cohort seminar demonstrating a strong institutional commitment to this new paradigm of coaching and leadership. As the appetite for coaching has grown, so too has the recognition of USNA’s efforts by other military and federal agencies, all of whom are working toward the same goal.
To better understand the vibrant community that has emerged from these efforts, a recent survey was conducted, inviting USNA coaches to share their experiences. The responses provide a telling snapshot of a dedicated and diverse group. The insights gained from this data highlight our collective strengths and, more importantly, illuminate areas of opportunity for growth.
A Diverse and Dedicated Community
The survey revealed that the USNA coaching community is a unique blend of military personnel (78%) and civilians (22%). This mix of active duty, retired, and civilian experiences brings a wide array of perspectives and expertise to the work. It’s a powerful testament to the impact of this training that our military coaches, upon rotation to ships and squadrons across the fleet, are spreading the principles of coaching, helping to cultivate this culture of growth far beyond the Yard.
This dedication to coaching is not confined to any one department. Our coaches are drawn from seven different cost centers, with a strong contingent from the Office of the Commandant (58%), followed by the Provost’s Office, the Superintendent’s Office, and the Naval Academy Athletic Association. This broad representation reinforces the idea that the language of coaching is universal to our shared mission, uniting us all to “Row together” in support of USNA.
While the community is diverse, it is also relatively new. The survey found that a majority of our coaches (58%) have 1-3 years of coaching experience, and another 29% have less than one year. This is not a sign of inexperience, but rather a vibrant indicator of a rapidly expanding and evolving community. It shows that new leaders are continuously being introduced to these skills, ensuring a steady infusion of fresh perspectives and energy. Given the wide range of leadership experience we see in our cohorts (from E-5 to O-6), it is a powerful reminder that leaders at all levels have much to gain from learning how to coach.
Commitment to Training and Growth
Our coaches are highly trained, with 97% having completed the USNA/MyNavy Coaching Cohort Program. This speaks volumes about the quality and impact of our internal training initiatives. While a significant majority (84%) do not yet hold formal certifications, our curriculum is intentionally aligned with the best practices and ethical principles of leading professional organizations like the International Coaching Federation (ICF). This provides a strong foundation and presents a clear opportunity for our community to collectively pursue these credentials in the future.
The survey also gave us a glimpse into the “what” and “how” of our coaching practice. The results show a high level of engagement, with 39% of coaches actively coaching on a weekly basis, and an additional 13% coaching daily. Our primary focus is, rightly, on the Brigade of Midshipmen, with 87% of coaches working directly with them. This is complemented by the fact that midshipmen themselves are learning peer-coaching skills in their core leadership classes (NL110 and NL310), creating a shared vocabulary and culture where everyone is prepared to coach and be coached.
The vast majority of this work (94%) is delivered through one-on-one sessions, highlighting the personal and individualized nature of the coaching relationships. Moreover, 22% of our coaches are also involved in facilitating training and workshops, demonstrating a commitment to growing the community from within.
Looking Ahead: Charting a Course for the Future
The survey also pinpointed areas where additional support would be most impactful. The top requests were for more training and development (48%), specific tools and technology (42%), and enhanced community and networking opportunities (32%). This feedback confirms the strong and growing desire for coaching at USNA and provides a clear roadmap for the future.
These insights are now at the heart of the strategic planning being led by the new Tig H. Krekel Director, Center for Coaching and Mentoring, Jen Lara. In her initial “discovery phase,” Jen has been gathering a wide range of data to inform a strategic plan that will guide our efforts to sustain and elevate coaching and mentoring at the Naval Academy.
The momentum is building. We invite all who are interested to join us on this journey. Whether by signing up for a future coaching cohort, attending a “Coaching over Coffee” session, or simply reaching out to a coach, there are countless ways to get involved and contribute to this evolving culture of growth, learning, and leadership.
For more information about coaching and mentoring at USNA, visit our website: https://stockdalecenter.com/coaching/