Sep 12 2024 37 mins 5
What does it take to become an award-winning Director of Strength and Conditioning in the National Football League (NFL)? Justin Lovett reveals the “we over me” mentality that guides his role with the Los Angeles Rams. Lovett reflects on receiving the 2024 NSCA Professional Strength and Conditioning Coach of the Year Award after being an NSCA Member for over 20 years. He draws parallels between working with high school and NFL athletes — where the desired training responses are the same and ability levels vary — making versatility key. Lovett also stresses the importance of finding clean and effective training methods to accommodate wear and tear in football athletes. He compares the Rams’ hiring philosophy to gathering “infinity stones,” emphasizing character attributes, culture alignment, and staff chemistry. Lovett and NSCA Coaching and Sport Science Program Manager Eric McMahon discuss progressing into leadership and the rise of performance director roles, as well as how to seek out career and networking opportunities.
Connect with Justin on Instagram: @strcoachlovett, Twitter/X: @justin_lovett, or LinkedIn: Justin Lovett | Find Eric on Instagram: @ericmcmahoncscs or LinkedIn: @ericmcmahoncscs
Show Notes“Your ability to individualize is critical, and make it position or sport or athlete-specific in many cases... It's never quite a repeat one-size-fits-all cookie-cutter approach.” 7:25
“You need some juice. You need some authentic and genuine passion.” 13:45
“I think, first and foremost, the thing that resonates with me is that it's never about you. It's never about you. These players shouldn't be able to recognize who the head strength coach is when we're working the floor. Everybody — it's almost a flat hierarchy where we're here to help players, so it doesn't matter who gets the credit.” 18:45
“Your players have to be available. They have to feel like they are in a position where they're improving. And you have to be able to audit your programs and show them metrically that, yes, you are in a prime state or a ready state to compete at the highest level. So, it's never about you, ever about you. And the minute it becomes about you, you should leave. And I strongly believe that.” 19:45
“You have to provide strategies for them to grow horizontally within your organization, within your department, and vertically.” 20:30
“I think that's an empowering message for anyone listening is that no matter what you're going through, the challenge you're facing, how you're feeling about your current role or where you want to be, there's someone that's had that experience or can help you maybe relate to that experience better, going back to it's not about us. It's about our athletes, our teams, the programs that we are tasked with empowering and growing, and the people that we influence in this business.” 33:50
