GOOD PEOPLE OVER GREAT RESUMES

This best practice article highlights the collaborative leadership approach of Mike Iacolucci, Executive Director of Willamette United FC and Oregon Premier FC in Portland, Oregon. Serving over 3,800 youth players, Mike has created a culture that prioritizes character over credentials, values collaborative decision-making, and invests in the ongoing development of coaches and staff. Through in-person feedback loops, open lines of communication, and continuing education initiatives, the club ensures that players are supported by caring, capable leaders. This article shares practical examples and leadership takeaways for youth sports executives.

Leading with Care and Collaboration

Willamette United FC and Oregon Premier FC serve over 3,800 youth players across recreational and competitive levels. Executive Director Mike Iacolucci, whose leadership philosophy is as grounded as it is progressive. After 15 years at the club, Mike has learned that the key to sustainable success is “Good people over good resumes … that’s where everything starts.â€

Mike’s belief in the power of people isn’t just a philosophy, it shapes how coaches are hired, decisions are made, and how feedback is handled. His approach shows what happens when leadership becomes collaborative, intentional, and focused on creating a positive environment for athletes and families.

Hiring Character – Do they Care?

For Mike and his team, character is the first hiring metric. Coaching experience matters — but it’s not the dealmaker. “We’ve had plenty of highly qualified coaches apply,†he explains. “But the real question is, how do they interact with players and families? Do they care?â€

Hiring questions at Willamette United and Oregon Premier FC center around real-life scenarios. “How would you respond to a parent concerned about playing time? What would you do if two players have a conflict?†The goal is to understand the coach’s values.

While this approach isn’t perfect, it pays off. Many of the club’s top coaches started in entry-level roles and moved up through a culture that emphasizes care, growth, and connection. These are coaches who know the club’s vision, game model, and most importantly — their players.

A Collaborative Model Takes Time

Mike acknowledges that collaboration can be inefficient. “It’s not the fastest way to make decisions,†he admits. “But it’s the most effective.â€

From technical staff to volunteers, everyone is invited to share insights. Staff meetings follow the EOS Level 10 format, with time to identify and solve issues. In day-to-day operations – a coach, Operations Assistant, Team Manager and Club Leadership — everyone has a voice.

One example is the club’s approach to tryouts. Recognizing the limitations of the traditional model, the team implemented changes based on staff feedback — including the use of game film submitted by players. It’s a small change, but one rooted in collaboration and shared insight.

Another success story is their age-group staffing model. Instead of assigning one coach per team, each age group has a coordinator, multiple head coaches, and assistant coaches. This setup ensures that no practice or game is canceled due to coach unavailability, and players build relationships with a wider group of staff — not just one individual.

Feedback is Always an Opportunity

Mike is clear: “Feedback is always opportunity.†At Willamette United and Oregon Premier, this mantra is more than a slogan — it’s a strategy.

The club uses a mix of surveys, exit interviews, and in-person conversations to gather insights. While Mike finds surveys can sometimes ‘be noisy’, in-person open houses offer an authentic understanding of family experiences. Held annually for each program, these events share updates on the club’s mission, staff changes, and key performance metrics, followed by a Q&A and breakout sessions for candid dialogue. This year, across the two organizations and all programs, more than 600 families attended Open House events.

Feedback loops extend to coaches and staff. Team managers and volunteers are encouraged to share what’s working — and what’s not. “Some of our best decisions have come from those conversations,†Mike says.

Importantly, feedback isn’t just collected — it’s acted upon. One example: after noticing a misunderstanding about the club’s playing time policy, Mike used an open house to clarify expectations. “In-person explanations build trust,†he notes. “They reduce confusion and strengthen relationships.â€

Investing in Coaching Development

Through a mix of ‘Nike’ funding and internal resources, the club offers a structured continuing education program. Coaches can earn professional development credits by attending colleague training sessions — and unlock Nike incentives as they pursue higher licenses.

Oregon Premier also uses the ‘Coaches Voice’ platform to support onboarding and training. Modules focus not just on soccer tactics, but on relationship-building with players and parents — a key priority in the club’s culture.

Retention is another indicator. “You can win games and still lose players,†Mike explains. “If families don’t feel their kids are cared for, they’ll leave. We watch those numbers closely.â€

In addition, exit interviews help leaders understand the real reasons families move on — and what changes might prevent future departures.

Embedded in Daily Practice

What’s most impressive about Mike’s leadership is how deeply these principles are embedded in daily practice. Whether it’s adjusting a training plan, evaluating budget priorities, or making a tough staffing call, the same questions apply: “Are we creating a positive environment? Are we listening to our people? Are we learning from our decisions?â€

One practical challenge is balancing efficiency with inclusivity. “When a coach misses a meeting and we’re close to a deadline, we still have to move forward,†Mike admits. “But we try to get every voice in before we do.â€

And he’s still deeply hands-on when it counts. Mike personally calls families who don’t re-register, not just to gather feedback, but to show that someone cares. “Sometimes that 40-minute conversation can help a family feel heard — even if they don’t come back. And I may learn something that helps us provide a better experience for the families still with us.†he says.

Key Leadership Insights:

• Hire people for character and care — not just qualifications.
• Collaborative decisions take longer but lead to better outcomes.
• In-person feedback loops build trust and reduce miscommunication.
• Continuous learning should be expected, supported, and incentivized.
• Successful clubs prioritize relationships — with players, families, and each other.

Conclusion:

Youth sports leadership is at its best when it’s collaborative, intentional, and centered on care. By prioritizing character, encouraging reflection, and creating space for feedback, youth sports leaders can foster the kind of environment where players — and people — flourish.

CLICK IMAGE to Join a Leadership ‘CIRCLE’ & solve your biggest issues!