LIFECYCLE PHASE 2: GROWTH (30% of Clubs)

04/28/2025 | David Newbery | IYSL Position Statement, Podcast

Phase 2 marks the transition from a founder-led, informal club to a more structured organization capable of handling growth. During the GROWTH Phase clubs begin to formalize their operations, hire staff, and introduce basic systems and procedures. While momentum is building, many clubs face growing pains. Progress demands not just more people but better systems, delegation of authority, and a willingness to shift from personal relationships to organizational processes. It is an exciting yet fragile timeâ€”what gets built in Phase 2 either sets the foundation for sustained growth or reinforces limitations that later become hard to undo.

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Critical Factors of Phase 2

There are 10 Critical Factors structured according to their influence on a club’s progression along the lifecycle, beginning with the most critical factors. Leadership Structure, the cornerstone of organizational success, is presented first due to its profound impact on shaping the trajectory of a youth sports club. This is a clear hierarchy to guide clubs in understanding where initial efforts will have the greatest overall effect.

1 Leadership Structure	Emergence of a basic organizational chart.	Role of Executive Director/CEO or similar position introduced.	Volunteer board or leadership team begins adopting oversight roles.
2 Right People in the Right Leadership Seats	Transition from friends and founders to leaders with relevant experience.	Growing emphasis on hiring people with administrative, coaching, and business acumen.	Leaders begin to specialize, even if part-time.
3 Staffing Structure	First full-time hires may be madeâ€”often operational leads or coaching directors.	Increased reliance on part-time and seasonal staff.	Volunteers still play key roles.
4 Strategic Planning	Introduction of a simple strategic planâ€”typically 1â€“2 years in scope.	Club goals shift from survival to growth and improvement.	Planning becomes more intentional but still limited in execution.
5 Operational Planning	Early systems adopted: spreadsheets, scheduling tools, basic workflows.	Coaches and admin staff start to follow protocols instead of improvising.	Departments for registration, scheduling, and communications take shape.
6 Revenue Portfolio	Participation fees still dominate but diversification beginsâ€”tournaments, sponsorships, and merchandise.	Clubs begin to experiment with new funding streams, though few are fully developed.	Financial forecasting and budgeting practices start emerging.
7 Administrative Structure	Admin functions are better organized but may still rely on outdated tools.	Club starts building repeatable procedures: registration cycles, event planning, coach onboarding.	Administrative team often multitasks across departments.
8 Facilities Access	Secured access improves, sometimes through long-term agreements.	Still reliant on shared facilities.	Clubs begin to advocate for better access or upgrades.
9 Program Oversight	Coaching Director or similar role introduced.	Informal evaluations begin; some quality controls are piloted.	Training and support for coaches remains minimal.
10 Community Connection	Clubâ€™s identity takes shape; branding starts to matter.	Family communication is more formalized through newsletters, websites, and social media.	Clubs begin shifting from personal relationships to professional reputation.

LIMITATIONS AND BARRIERS TO PROGRESSION TO PHASE 3

As clubs grow, unresolved issues from Phase 1 are magnified. The following barriers commonly prevent organizations from progressing:

Families arenâ€™t surveyed consistentlyâ€”issues linger unaddressed.

Centralized Decision-Making

One or two leaders make most decisions.

Middle managers or coordinators lack authority to act.

Lack of Delegation

Leaders struggle to let go of control.

Micromanagement discourages staff from taking initiative.

Staff Role Confusion

Responsibilities overlap or are unclear.

Job descriptions exist, but execution is inconsistent.

Overdependence on Volunteers

Critical tasks still rely on unpaid labor.

Volunteer burnout leads to inconsistent results.

Inconsistent Systems

Tools and workflows vary across departments.

Data is scatteredâ€”multiple spreadsheets, no centralized systems.

Resistance to Structure

Staff or board members fear bureaucracy.

Attempts to implement processes are seen as “overcomplicating.”

Stifled Creativity

Employees and volunteers at lower levels feel disempowered.

No clear pathway for staff to propose ideas or solve problems.

Limited Revenue Innovation

Few recurring revenue streams are sustainable.

Financial planning remains reactive.

Slow to Invest in Facilities

No vision for long-term facility needs.

Missed opportunities to partner with local governments or schools.

Weak Feedback Culture

Coaches rarely receive performance reviews.

Money becomes a constraint, not a tool for growth.

RECOMMENDATIONS FOR PROGRESSING TO PHASE 3

Progression to Phase 3 requires a shift in leadership mindset, delegation strategy, and operational maturity. Hereâ€™s how clubs can move forward:

Build Middle Management Capacity
- Appoint program directors or team leads.
- Delegate authority for daily decisions and program delivery.
Create Standard Operating Procedures
- Document workflows and standardize key processes.
- Establish clarity in how tasks are done across teams.
Clarify Staff Roles
- Write and communicate clear job descriptions.
- Define reporting lines and areas of accountability.
Invest in Tools and Platforms
- Adopt club management software to streamline admin functions.
- Centralize registration, communication, scheduling, and finance tools.
Encourage Collaborative Culture
- Empower teams to problem-solve without top-down approval.
- Foster open feedback loops through regular meetings and surveys.
Develop Multi-Stream Revenue Strategy
- Assign someone to oversee sponsorships and fundraising.
- Pilot new offerings such as camps, tournaments, or merchandise.
Initiate Professional Development
- Provide training to staff and volunteers.
- Promote peer learning and leadership development within the team.
Formalize Strategic Planning
- Extend the strategic horizon to 3 years.
- Tie strategic goals to operational plans with clear KPIs.
Strengthen Facility Partnerships
- Negotiate agreements that offer scheduling priority or access guarantees.
- Explore capital campaigns or grant opportunities for facility upgrades.
Elevate Program Quality Oversight
- Set benchmarks for coaching standards.
- Introduce a player development curriculum.
- Use data and feedback to drive continuous improvement.

SUMMARY

Phase 2 is a pivotal stage in the growth of a youth sports club. The excitement of expansion can be tempered by operational strain and leadership bottlenecks. Clubs that succeed in this phase are those willing to invest in people, systems, and structure. By prioritizing delegation, formal planning, and diversified revenue, organizations can shift from growth by chance to growth by design. With the right strategies in place, clubs can confidently progress into Phase 3, where deeper specialization and sustainability await.

BEST PRACTICE ANALYSIS

Benchmarking against the Institute for Youth Sports Leaders 60 best practices, provides a critical appreciation of the club’s performance. The data aligns with the Youth Club Lifecycle. Awareness is an essential first step, and aligning key stakeholders with these insights fosters a shared understanding of the clubâ€™s position and future goals. This clarity equips leadership with the data necessary to make informed decisions, helping to strategically plan for growth, overcome challenges, and progress to the next phase of development. Clubs receive a report that identifies performance strengths and weaknesses (gaps), correlated to 7 critical departments and 19 key roles.