[Archive] 2012 interview with Ken Hitchcock
My 2012 interview with St. Louis Blues’ head coach Ken Hitchcock posted on The Score’s Backhand Shelf blog on September 19, just prior to the NHL and NHLPA coming to terms with each other to stop hockey’s latest work stoppage. Since we spoke, the St. Louis Blues have twice finished 2nd in the Central Division, and in the Western Conference top 4 two times as well, but found themselves bounced from the playoffs in the first round on both attempts.
On a brighter note, “Hitch” was named assistant coach for Team Canada at the 2014 Sochi Olympics, where he and the team won gold. He also rose to 8th all-time in coaching wins (2nd amongst active coaches) shortly after he collected his 600th NHL win — one of only 11 NHL coaches to do so.
Posted by Dave Cunning under Biography, Interviews, Ken Hitchcock, St. Louis Blues on Sep 19, 2012
While the NHL lockout rolls on, fans may forget there is a group of personnel that is not aligned with either the NHLPA or team owners in CBA negotiations, yet is directly affected by the league’s labor stall – NHL coaches.
Nearly a year after taking over as head coach of the St. Louis Blues, guiding his team to a second round playoff appearance, and winning the Jack Adams Award for the NHL’s Coach of the Year, Ken Hitchcock is just as busy preparing for a season with an unknown start date as he would be if it were already underway.
I had a chance to interview Hitchcock and he gave me his thoughts on his coaching philosophy, on replacing Davis Payne in St. Louis during last season, and other topics.
Hitchcock on evaluating his team during training camp:
“When you start your training camp, you know within three or four players what your team’s going to be like. You’re not working from a base of 60 players, you’re working from a base of 30 players — you’re trying to educate all 60 that attend, but you know the 30 that are going to try out for the 22 or 23 spots. Every coach visualizes what his lines will look like, and what his team will look like; you already know them in your mind, so those are the players you observe. We watch them whether they are already in St. Louis, or in junior, the American Hockey League, Europe – they could be anywhere – those few are the guys we keep our eye on.”
On what role he plays in scouting for the Blues:
“I stay out of it. There are other people who have that duty, and we stay in our own area of expertise. Everyone else has a job to do – our scouts have their own responsibilities, and ours as coaches don’t include scouting. Other people do that and do it well. All we would do is get in the way.”
On the fact that he is still learning as a coach:
“I have a thirst to learn, and to be part of a team – whether it’s as the head coach, assistant, associate, consultant, or whatever – I love being part of a team. I find great joy in being a small part of something pretty big, and having to work together. My thirst for knowledge leads me to try and find out why teams in all kinds of activities – in sports, business, or whatever – are successful. I want to learn that stuff. Part of that is the technical package –the systems of play and everything, but a big part of it is the synergy or the chemistry that goes on with your hockey club. I want to learn why certain people are successful, why they continue to succeed, and what they’ve learned. I know I don’t have all the answers, and I know I don’t have all the experiences, so I seek them out instead. I enjoy the journey of seeking out information and other people’s opinions, and watching other people perform.”
“Talking with my peers and watching how my peers practice and play feeds the hunger for learning that I have. I talk with other coaches all the time. As long as you’re in that constant learning path, you stay fresh, you stay energized, and you stay current. The minute you get satisfied, or the minute you lose your flexibility and feel like you don’t have to learn, in our business, I think that’s when you become very stagnant. If you stand still, the game starts to go by you.”
On coming in and replacing the previous coach (Davis Payne):
“Over time, you learn what sells to your players and what doesn’t. One of the things that experience tells you is that when you’re in a critical situation, or one where there’s a lot of anxiousness and anxiety, you find out that less is more – that less information and keeping it simple becomes more effective over time. The other aspect is – and I don’t want to call it luck – but when there’s a change, your players need to see instant success for them to buy in. We simplified, and in the four games we played in the first eight days we had wins over Chicago, Detroit, and Pittsburgh, and an overtime loss. Because of that immediate success, the buy-in became a lot easier and more black and white for the players. Every new coach that comes in sells a new program, and if there’s no success early, the buy-in takes longer.”
“When you look at the history of coaching, usually what happened when a coach had success is his players bought in, starting with the leaders. When the leaders buy in, the rest of the players have no choice but to come along. When you have great leadership, and you have cooperative leadership with the staff, you usually have a very successful team. What happens to a lot of coaches is their leadership changes – through trades, retirement, or whatever – that’s when you reach a crisis stage. Your team’s chemistry starts to change, the way of doing business changes, and a transition phase begins. Coaches get fired in that transition phase. Trying to create new synergy and new energy while going through a leadership change and missing a bunch of guys because of it is hard to do. You win in the National Hockey League because a team’s leaders follow their coach, and the players follow the leaders. When there’s a vacuum effect taking place, that’s when it gets chaotic.”
On what happened with Bruce Boudreau in Washington:
“He’s a good coach. Sometimes there are certain horses for certain riders. Sometimes good coaches don’t fit with the personnel that’s on the team, and sometimes they fit perfect. Once you’re a good coach, you don’t all of a sudden become a bad coach. Sometimes change is good for both parties – the players and the coach. It doesn’t mean it’s a matter of bad people, it just means a fresh approach might work better. You can find other ways to do it than changing the coach, and usually if a guy’s a good coach, that option is a last resort.”
What he thinks of the level of play in hockey today:
“This is an unbelievable time to be a hockey fan – this is the highest skill level I’ve ever seen and worked with. Everybody’s a good skater, the knowledge on the players that come from junior and college is at a high level, so they’re able to adapt much quicker. The whole game is at an incredible level. I don’t care how many goals get scored, it’s all about the intensity level and the execution – this is as high as I’ve ever seen it in my life.”
His opinion on the Kings who defeated the Blues in the second round of the Western conference playoffs:
“Nothing they did surprised anybody. The division they played in was incredible — really high end teams. Just getting points out of their own division was a struggle. When they made their personnel changes with about 25 games left in the season, they became big and fast. Anybody who played them in the last 20 games knew exactly how good they were. We played them twice, and we left both games going ‘Oh my god, are they ever a good team’. Nothing they did in the playoffs was surprising.”
On the stress of coaching and how it affects you:
“Coaching requires a lot of focus, a lot of energy, and a lot of work. There’s a tremendous amount of stress on coaches, especially in our sport because there’s so many teams that can win the Stanley Cup. Quite frankly, sometimes coaches lose their energy, get frustrated, or they get critical or cynical because of the stress, the demand, and the combination of everything. Sometimes, the energy level that was there at the start isn’t there at the end. Teams decide to make changes to create a higher energy level. We all think that we should coach forever, and we all think that we should never get fired, but we don’t see the things that other people see. We don’t see the read that players have of our body language, or the little things that ownership or management see.”
On his energy level when he coached in Dallas and Columbus:
“When I got the job in Dallas, I thought that would be my first and last job. I thought I was going to coach there forever. I never thought I’d be let go in a million years. But I did. And as disappointed as I was getting let go in Columbus, the year and a half I had off gave me energy for the next five or six years. It gave me a freshness, an energy, and an enthusiasm that is necessary to coach in the NHL. As a coach, you’ve got to look in the mirror – it’s a hard look, but you have to if you want to stay current.”
On the transient nature of coaching in the NHL:
“In this business, you learn not to hang pictures. We love St. Louis and I hope I stay here forever, but you come to understand that you’re in a transient situation, and that’s just the way it is. That’s the nature of our business, and we’ve gone about living that life. I’ve got great energy right now, but the moment my energy drops, I’ll be the first guy to knock on the General Manager’s door. But the way I feel now, I feel like I could coach a long time. The players have given me faith and hope, and that’s really rejuvenated me. The players have really created an enthusiasm for me, and I can hardly wait for the season to get going. I’m going to get every ounce out of this team and myself.”