Regional Director

<h3><strong>As a brand ambassador for True Lacrosse, Regional Directors are expected to uphold the core values of True Lacrosse, as well as promote the product through the True Lacrosse P.E.E.R. approach.</strong></h3>

Many Locations, United States

True Lacrosse

<p>True Lacrosse is committed to the education and development of young men and women in the sport of lacrosse. Our mission is to provide the most comprehensive training and experience to create exceptional athletes, while instilling confidence, integrity, and leadership skills they can employ both on and off the field. Driven by our four pillars - Passion, Energy, Expertise, and Reps - our staff combine knowledge, experience, and enthusiasm, allowing us to offer the best service, products, and guidance necessary to further develop the fastest game on two feet.</p> https://www.truelacrosse.com/

keywords: leadership,management,training,relationships,leadership,communication,logistics,goals,grow,build,work environment

Full-time

Overview: <strong>Regional Directors are the leaders in their respective communities and within their own program. They lead by example and practice what they preach!</strong>
Responsibilities: <ol> <li>Coaching Expectations</li> </ol> <ul> <li>Perfect your craft​: Our craft is coaching; our top priority is perfecting our craft. The only way to get better at coaching is to coach! A successful day has you coaching at least one training session!</li> <li>Lead by example​: You are the foremost expert within your organization and your state. Lead practices, lead training sessions, and take control of practice when necessary. You should not spend a practice where you do not coach.</li> <li>Practice what you preach​: We coach kids not only in lacrosse, but in strength training, nutrition, and many other disciplines. As role models, it is important we have healthy practices to promote to our players!</li> <li>Be flexible, be creative​: Attendance at training sessions and practices can be unpredictable. It is important for us to be able to adapt on the fly and create new drills as we go. Small group training is one of the most important development pieces we do.</li> <li>Grassroots​: True Lacrosse was founded on the simple idea of giving lessons to young players. If you are not giving lessons or private training sessions, you are not developing players!&nbsp; &nbsp; &nbsp; &nbsp;&nbsp;</li> </ul> <ol start="2"> <li>Customer Service Expectations</li> </ol> <ul> <li>Product​: We don&rsquo;t make widgets, we coach lacrosse. This is not an easily quantifiable product. Our customers pay so our product must extend past just the lacrosse field. Our product is investing in the kids and families.</li> <li>Be accessible​: A family&rsquo;s return on investment is directly based on the experience they get from the program. With no barrier of entry into this business, we need to separate ourselves by being &ldquo;always on!&rdquo;</li> <li>Communicate​: Our business is communication, on and off the field. Expectations need to be set, and logistics need to be relayed. Not responding to emails, texts or phone calls is unacceptable. Always reply, always be accountable, and always communicate with families &ndash; those in your program or not. It is important we treat people with professionalism and courtesy ALL THE TIME!</li> <li>Build relationships​: People play for you in your respective market because, A) you are a good coach, and B) they like you! This is a powerful tool. It is important to constantly meet with people to build relationships, including those who are not in your program. Referrals are something you should regularly be asking for. You don&rsquo;t have to sell them anything; just get to know them as people!</li> </ul>
Requirements: <ol> <li>Ownership Expectations</li> </ol> <ul> <li>We are entrepreneurs​: Own your product. Everything you do has to have your seal of approval and, in turn, True Lacrosse&rsquo;s seal of approval. Take ownership in all our events. Show face and quality control!</li> <li>Track your progress​: Waiting for the P&amp;L each month to know where you are is an unacceptable practice. As business owners, you must track each week from a revenue and expense aspect. You need to know what comes in and what goes out!</li> <li>Set goals​: You need to have weekly, monthly, quarterly, and yearly goals, and beyond! If you do not know where you want to go, how will you ever get there? Goals should be measurable and quantifiable.</li> <li>Have a vision​: Directors should envision what they want in the future. They should have a focused idea of where they want to go and generate a business plan.</li> </ul> <ol start="2"> <li>Company Interaction Guidelines</li> </ol> <ul> <li>Internal communication​: Treat internal communication like customer service. Be quick to respond to fellow True employees and treat them with respect. We deal in sales and service; the last place we need to be disrespected is by our colleagues.</li> <li>Company functions​: Our intention is to take time as a group and spend it together to build relationships and learn together. Company outings should not be considered mandatory; instead they should be viewed as awesome opportunities to learn and be around like-minded individuals. Positive attitudes can be infectious.</li> <li>Grow as a group​: We are going to expect more and more events to be partnered up and worked mutually with a neighboring state. We have leverage and it gets us together more often.</li> </ul>