Every good relationship has to be built on trust, which is exactly how Brad Player describes dealing with players as a SACA Personal Development Manager (PDM).
If there’s anyone who has seen how cricket has changed – particularly in the demands on players – it’s the appropriately named Brad Player. For the past three years Player has been the SACA PDM for the Cape Cobras, Western Province and more recently their Academy players, but his involvement in the professional side of the game dates back to 1984. His playing career spanned an impressive three decades, with Player featuring as an all-rounder for Free State, Western Province and Boland before retiring in 2001.
Ruan Schlebusch, SACA’s National Personal Development Manager, jokes that Player has actually retired lots of times (during his subsequent club career) before giving insight into how the 49-year-old became a PDM.
“We were looking for a solid person who would be trusted by players, and Brad’s name kept coming up. While there’s no set formula for recruiting a PDM we look for someone with experience in personal development and proven facilitation skills. There isn’t a high turnover in the position, and word of mouth is useful when shortlisting for a vacancy. We need people who do it for the right reasons, and share the same philosophy as us,” Schlebusch explains.
Player made a seamless transition into the PDM role.
“When I stopped playing professionally I remained in sports,” says Player. “I’ve worked with sports agencies servicing the sports retail market with wholesale equipment, and I also coach at Claremont CC. Those two jobs allow me to have a ‘mobile’ office, so adding the PDM role to my schedule was possible – a role which I enjoy very much.”
Unsurprisingly, he often thinks back to what life was like when he first came into the game compared to the service he and his colleagues now provide.
“I often joke with Ruan about how the programme could have changed my life,” he says. “Of course circumstances are different for each individual – in my case I didn’t really have family support and people to go to for advice and direction in life. When I first started playing I was 17. It was our so-called entry into the professional era, but at that stage I don’t think we quite knew how to do it – it wasn’t as professional as today. For instance, the thought process back then was to resign if you had been working and got a cricket contract. I initially did my national service after school and straight after that got a job at a corporate company, but it boiled down to making a decision about whether I would focus on my cricket.”
Nowadays such decisions aren’t as black and white any more, which is why Player and his fellow PDMs are trained to help them deal with the ‘grey’ areas. Considering the overall PDM group also has a variety of skills – some are psychologists and others are in education – they keep open dialogue among each other to deal with the changing landscape.
“Our PDMs get standardised training through our partnership with the Sports Science Institute, but we also do individualised fine-tuning work with PDMs on certain spheres,” Schlebusch explains. “For example, with Brad we did modules on facilitation but he has an advantage in other areas because he’s a former player. Thanks to the calibre of PDMs we have, communication is very open. Support and training is provided where needed so that everyone can be confident and competent in their jobs. They constantly phone each other, we have a WhatsApp group and we all meet at least once a year.”
While their discussions often focus on the changing landscape for cricketers, the PDMs stick to fundamentals when they deal with the players.
“We cover three areas,” says Player. “We have to understand the players’ needs, provide dual career support by matching it to the individual person, and we also do life skills facilitation.”
With three teams under their watch, which could amount to 30 players, regular contact could be tricky but Player is in a fortunate position at his old stomping ground.
“I used to play with the coaches who are currently involved there [Paul Adams and Faiek Davids] and they allow me to interact with the players at training. This helps me build a good relationship with the players because I see them often. We are required to interact twice a month with each of the players but I generally see them more often.”
Player expands on the realities the players are faced with: “Initially the drive is to succeed in cricket, but our role in working with the individual as a whole means we have to help them look a little further than cricket. Only a small percentage of players make enough money to be able to invest, for instance… and that’s where the PDMs come in. We have to guide the players in the journey they’ll take through cricket, knowing careers can be quite short-lived, so we have to prepare them for that next step. The nice thing about the programme is that it’s a dual highway – you can do both at the same time.”
Ultimately, it’s mutual understanding that determines the success of a PDM-player relationship.
“You have to build a relationship of trust with the players, it’s not just about ticking a box,” says Player. “With some players it takes a long time before they open up to you, and it’s when they do or they get their driver’s licence or finish their degree that you get the satisfaction. The reward for us lies in their success.”
