Soccer Toolbox

4-4-2 Diamond System

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In the video below Coach Rod Lafaurie from Occidental College discusses the 4-4-2 Diamond System

TACTICAL PURPOSE OF THE 4-4-2 DIAMOND FORMATION
The 4-4-2 diamond formation is designed for teams that have strong, mobile central midfielders and want to dominate the center of the field. By deploying four midfielders instead of three, it provides superior control in the central channels, allowing teams to dictate possession and tempo, especially against opponents using a midfield three.

ADAPTING TO TEAM PERSONNEL AND LIMITATIONS
This system is particularly effective when a team lacks a traditional number nine striker or three consistent attacking threats, which can make a 4-3-3 less viable. Instead, the diamond supports a twin-striker system, giving flexibility up front while maintaining midfield dominance. Coaches can tailor the shape based on available players and tactical goals.

BALANCE BETWEEN POSSESSION AND DIRECT PLAY
One of the greatest strengths of the diamond is its versatility. It can be adapted for possession-based soccer—with overlapping fullbacks and short-passing combinations—or for direct play, using long balls and quick transitions. The system allows the coach to shift seamlessly between styles without changing the overall structure.

MIDFIELD CONTROL AND DEFENSIVE STABILITY
The narrow diamond setup ensures excellent coverage of central spaces, making it harder for opponents to penetrate through the middle. Against teams with strong midfields, this formation matches or outnumbers them, reducing gaps and forcing play into less dangerous wide areas.

SUPPORTING A TWIN-STRIKER APPROACH
Unlike the flat 4-4-2, the diamond allows two forwards to combine closely, offering more attacking synergy while keeping the midfield compact. This configuration enhances offensive movement without sacrificing defensive solidity or shape.

FLEXIBILITY AGAINST DIFFERENT OPPONENTS
The 4-4-2 diamond can be fine-tuned based on the opponent’s strengths and weaknesses. Against teams strong in midfield, it reinforces central areas; against teams vulnerable on the flanks, it allows fullbacks to push higher and exploit width. This adaptability makes it a valuable counter-tactical formation.

PLAYER CHARACTERISTICS THAT MAKE IT WORK
Success with the diamond depends on having energetic midfielders who can cover ground, fullbacks who contribute both offensively and defensively, and strikers who can combine effectively. Each role must be executed with discipline and awareness to maintain balance and fluidity.

SUMMARY
The 4-4-2 diamond is more than a formation—it’s a tactical framework that maximizes midfield control, supports flexible attacking play, and adapts to diverse personnel and opponent structures. Its ability to blend possession control, defensive solidity, and offensive versatility makes it one of the most strategically valuable setups in modern soccer.

The video below is just a clip from Coach’s presentation. For information about how to gain access to the full program click the followin link: 4-4-2 Diamond & 3-5-2: Strategies, Adjustments & Tactical Insights to Master Both Systems

The YouTube video has audio, so please make sure that your volume is turned up.


Transitional Rondo

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In the video below Coach Rod Lafaurie teaches a Transitional Rondo

INTRO / CONTEXT
The video begins by framing the key problem: how to teach and build consistent execution in football offenses (or systems) so players can operate independently under pressure. It emphasizes that mastery doesn’t come through simple repetition but structured processes of teaching, reinforcement, and accountability.

TEACHING FRAMEWORK
A structured approach is recommended. First, break down the system (or concept) into small, coachable components. Next, teach the pieces in isolation, then integrate them into larger units. Use gradual progression—starting with walk-throughs, then walkthrough at speed, then live reps. Always ensure clarity on what’s expected.

COACHING ACCOUNTABILITY
Coaches must hold players accountable to standards. This includes strict attention to detail, immediate correction, and consistent feedback. When a player commits a mistake, the coach should stop, correct it, and restart rather than letting bad habits accumulate.

REP ENVIRONMENTS / PRACTICE DESIGN
Design rep environments that mimic game stress. Instead of always replicating full-speed or full-contact situations from day one, vary the demands. Some reps are simple, others are high-speed, or against live defense. This variation builds adaptability.

FEEDBACK & SELF-CORRECTION
Players should be taught to self-correct by developing “eye discipline.” Encourage them to recognize mistakes quickly and fix them without needing intervention. Coaches should pair feedback with repetition to reinforce the correct action.

MINDSET & CULTURE
Great execution depends on a culture of discipline, attention to detail, and shared standards. Coaches must guard against complacency and insist on precision even on routine plays. Everyone—coaches and players—must buy into the standard.

KEY TAKEAWAYS FOR COACHES

  • Mastery doesn’t come from mindless reps; it comes from structured coaching and accountability.

  • Progress gradually from simple to complex, always reinforcing correctness.

  • Design practice reps that stress players in various ways.

  • Teach players to see and fix their mistakes.

  • Maintain high standards and consistency—not just when it’s convenient.

The YouTube video has audio so please make sure that your volume is turned up.

For more great more great small-sided games check out Coach Lafaurie’s instructional DVD: 25+ Small-Sided Games to Master Transition Play


Thinking Through Your Personal Brand

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How do you cultivate a dynamic personal brand?  Many coaches think that focusing  on personal branding is unnecessary.  They shy away from engaging in personal branding–viewing it as self-promotion.  However, the reality is that we all have personal brands, whether we focus on them or not.  We should be aware of how others view us, and how it may help or harm our ability to succeed on and off the playing field.  The following three questions can help you assess your personal brand.

  1. What do I want to be known for?  Think wide and deep.
  2. What results do I want to deliver through my coaching efforts? It’s not only about wins and losses.
  3. How do I want others to describe me?  Consider your legacy.

An Introduction to the Introverted Leader

Several years ago, Susan Cain, a Harvard Business School professor, delivered one of the most well-received Ted Talks of all time. Today the YouTube video counts more than 18 million views of her talk on introversion. Cain wrote her 2012 book “Quiet: The Power of Introverts in a World That Can’t Stop Talking,” which has sold two million copies worldwide. With the Ted Talk and book, Susan Cain has single-handedly triggered a deeper awareness of and appreciation for the many facets of introversion.

She’s introduced a myth-shattering perspective that has transformed the way we view introversion and introverts.

On the surface, introversion looks a lot like shyness; both effect social interaction, but for differing reasons. The shy find socializing difficult. On the other hand, an introvert simply prefers to spend time alone. Introverts are collectors of thoughts, and solitude is where the collection is curated and rearranged to help them make sense of their thoughts.

Far more than we are consciously aware of, we live in a society dominated by extroverts. Susan Cain’s research points out that the American culture glorifies extroversion. Sports stars and movie stars are highly paid and followed, and social media thrives on people exposing their innermost thoughts and feelings. Extroverts are highly visible in most settings and situations. Bold personalities are rewarded.

Cain writes, “We’re told that to be great is to be bold, to be happy is to be sociable. We see ourselves as a nation of extroverts—which means that we’ve lost sight of who we really are.” In fact, she notes, one-third to one-half of Americans are introverts. So if you’re not one yourself, she often advises audiences,

“You’re probably raising or managing or married to one.”

For the past 20 years, I’ve been working with coaches and athletes in the areas of leadership and team building. During this time I’ve noticed a deficit in time, effort, and energy when it came to identifying and developing high potential coaches. It seems as if excellence in leadership is a given. But it’s not! You don’t become a high–potential coach by merely “putting in the time.” Just working hard isn’t the x-factor. Neither is high potential a natural gift.

I’m helping high achievers and high potentials become self-aware and increase their personal effectiveness. If you’ve got a deep commitment to excellence, building right relationships, guiding with influence and accelerating change, let’s talk.

I’m looking for high-potential coaches with a desire to be mentored one-to-one by me. My coaching program is for those coaches willing to pay the price, ready to invest in developing their career for the long-term. If you are interested in talking about how you can go from high potential to high achievement—let’s talk. [Cory 623.330.3831]

Sample of What You Will Learn
-Deep Coaching: Inspiring Others to High Performance
-Humility is not Optional: It’s a Necessity
-What Coaches Need to Hear
-Entering the High Impact State of Coaching
-The Social Context: Intrapersonal and Interpersonal Dynamics
-Conquering Denial
-Managing Envy

Kind regards,
Dr. Cory Dobbs
Ready to Coach You!
(623) 330..3831

New to the Second Edition of Coaching for Leadership!

We are pleased to announce a new chapter to the second edition of the best-selling Coaching for Leadership. The chapter, The Big Shift: Unlock Your Team’s Potential by Creating Player-Led Teambuilding, connects the previous edition of this book to its origin, as well as to the future of team sports.

The new chapter sets forth a practical and applicable agenda for change and improvement. The reader is introduced to seven vital elements of change; seven shifts of traditional mental models that lead to the new core principles necessary for creating a player-led team culture. Click here for more information about Coaching for Leadership

About Cory Dobbs, Ed.D.

Cory Dobbs is the founder of The Academy for Sport Leadership and a nationally recognized thought leader in the areas of leadership and team building.  Cory is an accomplished researcher of human experience. Cory engages in naturalistic inquiry seeking in-depth understanding of social phenomena within their natural setting.

A college basketball coach, Cory’s coaching background includes experience at the NCAA DII, NJCAA, and high school levels of competition.  After a decade of research and development Cory unleashed the groundbreaking Teamwork Intelligence program for student-athletics. Teamwork Intelligence illuminates the process of designing an elite team by using the 20 principles and concepts along with the 8 roles of a team player he’s uncovered while performing research.

Cory has worked with professional athletes, collegiate athletic programs, and high schools teaching leadership and team building as a part of the sports experience and education process.  As a consultant and trainer Dr. Dobbs has worked with Fortune 500 organizations such as American Express, Honeywell, and Avnet, as well as medium and small businesses. Dr. Dobbs taught leadership and organizational change at Northern Arizona University, Ohio University, and Grand Canyon University.

 


Putting the Person Before the Athlete

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As a leadership educator your main task is to create a psychologically safe environment in which your players want to learn how to become team leaders.  This is not a trivial distinction. A learning climate characterized by trust and openness is critical to encourage young people to respect and appreciate their teammates, coaches and the learning process.  Strategies for transformative learning should be purposeful, planned, and productive.  When we say put the person before the player we imply that the process of navigating life’s challenges should be the over-arching goal of learning to lead.

The following seven conditions are helpful in creating a psychologically safe learning environment favorable to promoting a transformational experiential approach to leadership development.

  1. Student-athletes need to feel comfortable with the concepts of leadership.
  2. Student-athletes need to know about the practice and the processes of leadership.
  3. Student-athletes need permission to make mistakes.  Healthy relationships transform conflict into cooperation.
  4. Student-athletes should have a sense of purpose as it relates to leadership.  They need to have an answer to the question “Why lead?”
  5. Student-athletes should begin to develop an awareness of their individual strengths and weaknesses as leaders.  They need feedback.
  6. Student-athletes need to monitor and adjust behaviors intended to influence others. They need to take the appropriate action suggested by feedback.
  7. Student-athletes should begin to learn the complex practices of self-reflection, self-acceptance, and self-compassion.
For the past 20 years, I’ve been working with coaches and athletes in the areas of leadership and team building. During this time I’ve noticed a deficit in time, effort, and energy when it came to identifying and developing high potential coaches. It seems as if excellence in leadership is a given. But it’s not! You don’t become a high–potential coach by merely “putting in the time.” Just working hard isn’t the x-factor. Neither is high potential a natural gift.

I’m helping high achievers and high potentials become self-aware and increase their personal effectiveness. If you’ve got a deep commitment to excellence, building right relationships, guiding with influence and accelerating change, let’s talk.

I’m looking for high-potential coaches with a desire to be mentored one-to-one by me. My coaching program is for those coaches willing to pay the price, ready to invest in developing their career for the long-term. If you are interested in talking about how you can go from high potential to high achievement—let’s talk. [Cory 623.330.3831]

Sample of What You Will Learn
-Deep Coaching: Inspiring Others to High Performance
-Humility is not Optional: It’s a Necessity
-What Coaches Need to Hear
-Entering the High Impact State of Coaching
-The Social Context: Intrapersonal and Interpersonal Dynamics
-Conquering Denial
-Managing Envy

Kind regards,
Dr. Cory Dobbs
Ready to Coach You!
(623) 330..3831

New to the Second Edition of Coaching for Leadership!

We are pleased to announce a new chapter to the second edition of the best-selling Coaching for Leadership. The chapter, The Big Shift: Unlock Your Team’s Potential by Creating Player-Led Teambuilding, connects the previous edition of this book to its origin, as well as to the future of team sports.

The new chapter sets forth a practical and applicable agenda for change and improvement. The reader is introduced to seven vital elements of change; seven shifts of traditional mental models that lead to the new core principles necessary for creating a player-led team culture. Click here for more information about Coaching for Leadership

About Cory Dobbs, Ed.D.

Cory Dobbs is the founder of The Academy for Sport Leadership and a nationally recognized thought leader in the areas of leadership and team building.  Cory is an accomplished researcher of human experience. Cory engages in naturalistic inquiry seeking in-depth understanding of social phenomena within their natural setting.

A college basketball coach, Cory’s coaching background includes experience at the NCAA DII, NJCAA, and high school levels of competition.  After a decade of research and development Cory unleashed the groundbreaking Teamwork Intelligence program for student-athletics. Teamwork Intelligence illuminates the process of designing an elite team by using the 20 principles and concepts along with the 8 roles of a team player he’s uncovered while performing research.

Cory has worked with professional athletes, collegiate athletic programs, and high schools teaching leadership and team building as a part of the sports experience and education process.  As a consultant and trainer Dr. Dobbs has worked with Fortune 500 organizations such as American Express, Honeywell, and Avnet, as well as medium and small businesses. Dr. Dobbs taught leadership and organizational change at Northern Arizona University, Ohio University, and Grand Canyon University.

 


The World is not Fair and What Got You to Good Won’t Get You to Great

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Teamwork Intelligence Conversational Exercise


The following questions are intended for leadership conversation involving coaches and players. The deeper your conversation goes the closer and clearer you get to understanding the heart and mind of each team member. The deeper the better; adverse incidents happen daily—it’s a guarantee.   

 

 

What Can You Do When Something Unfair Happens?  

Let’s Talk About It!

A) Accept the fact that the world is not fair.

  • Conversation Starters:
    What do you mean by the word being fair?
    Should you accept the fact that the world is not fair?

B) The most important thing to remember when something you think is unfair happens to you is to not dwell on it.

  • Conversation Starters
    How do you dwell on adversity?
    Is there any way the world could be made fairer?

C) When something unfair happens to you, emphasize what you have rather than what you lost.

    • Conversation Starters:
      If you can’t make the world completely fair, how can you deal with it?
      Explain this sentence and apply in your team situation: Successful and happy players and coaches never dwell, at least not for long. Such coaches and players are too busy building a team.
Click here

to get FREE and exclusive access to 10 more top articles from Dr. Cory Dobbs!

 

What Got You to Good Won’t Get You to Great

Some coaches are more talented than others. Pause for a moment.

That’s a fact of team sport life that few coaches would dispute. The challenge is how to develop the coaches (head coach or assistant) who appear to have the highest potential. So you might be asking yourself, “How do I go about developing my coaching talents?”

Don’t wait. If you’re ready to put forward the resources needed to become a rising star in the coaching ranks, take action.

For the past 20 years, I’ve been working with coaches and athletes in the areas of leadership and team building. During this time I’ve noticed a deficit in time, effort, and energy when it came to identifying and developing high potential coaches. It seems as if excellence in leadership is a given. But it’s not! You don’t become a high–potential coach by merely “putting in the time.” Just working hard isn’t the x-factor. Neither is high potential a natural gift.

I’m helping high achievers and high potentials become self-aware and increase their personal effectiveness. If you’ve got a deep commitment to excellence, building right relationships, guiding with influence and accelerating change, let’s talk.

I’m looking for high-potential coaches with a desire to be mentored one-to-one by me. My coaching program is for those coaches willing to pay the price, ready to invest in developing their career for the long-term. If you are interested in talking about how you can go from high potential to high achievement—let’s talk. [Cory 623.330.3831]

Sample of What You Will Learn
-Deep Coaching: Inspiring Others to High Performance
-Humility is not Optional: It’s a Necessity
-What Coaches Need to Hear
-Entering the High Impact State of Coaching
-The Social Context: Intrapersonal and Interpersonal Dynamics
-Conquering Denial
-Managing Envy

Kind regards,
Dr. Cory Dobbs
Ready to Coach You!
(623) 330..3831

New to the Second Edition of Coaching for Leadership!

We are pleased to announce a new chapter to the second edition of the best-selling Coaching for Leadership. The chapter, The Big Shift: Unlock Your Team’s Potential by Creating Player-Led Teambuilding, connects the previous edition of this book to its origin, as well as to the future of team sports.

The new chapter sets forth a practical and applicable agenda for change and improvement. The reader is introduced to seven vital elements of change; seven shifts of traditional mental models that lead to the new core principles necessary for creating a player-led team culture. Click here for more information about Coaching for Leadership

About Cory Dobbs, Ed.D.

Cory Dobbs is the founder of The Academy for Sport Leadership and a nationally recognized thought leader in the areas of leadership and team building.  Cory is an accomplished researcher of human experience. Cory engages in naturalistic inquiry seeking in-depth understanding of social phenomena within their natural setting.

A college basketball coach, Cory’s coaching background includes experience at the NCAA DII, NJCAA, and high school levels of competition.  After a decade of research and development Cory unleashed the groundbreaking Teamwork Intelligence program for student-athletics. Teamwork Intelligence illuminates the process of designing an elite team by using the 20 principles and concepts along with the 8 roles of a team player he’s uncovered while performing research.

Cory has worked with professional athletes, collegiate athletic programs, and high schools teaching leadership and team building as a part of the sports experience and education process.  As a consultant and trainer Dr. Dobbs has worked with Fortune 500 organizations such as American Express, Honeywell, and Avnet, as well as medium and small businesses. Dr. Dobbs taught leadership and organizational change at Northern Arizona University, Ohio University, and Grand Canyon University.