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- Aug 29, 2023
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Pakistan white-ball head coach, Mike Hesson, speaking during a PCB PODCAST:
Q: How did you become a professional coach, and what led to it?
A: I went to England as a player-coach while finishing university. I was determined to be an opening batsman and make my career that way, but a serious degenerative back injury at around 19-20 changed things. Luckily, at 21, I was appointed director of cricket at Otago, a first-class team, making me 20 years younger than the next person in that role. There are only six such positions in the country, and it happened somewhat by accident. I had always enjoyed coaching, especially during my time in England working with underage teams, but I never thought it would become my long-term career—I was still hoping to return to playing. However, I truly loved it, and from there, my journey progressed. I've had the privilege of working in different countries with some great players, and what excites me most is helping players achieve their goals. That’s what gives me a buzz.
Q: How difficult is it to coach at an elite level without playing international cricket?
A: The players determine if you're valuable. They assess whether you can help them achieve their goals, and ultimately, they decide if you add value to their careers. Some great players make excellent coaches, but others struggle to relate to those who are facing difficulties because they were naturally gifted. What I bring to coaching is empathy—I understand what players go through in their pursuit of excellence. Coaching is completely different from playing. It’s about helping athletes maximize their talent, not about telling them stories of my own performances.
Q: The media often questions your lack of international playing experience. How do you handle it?
A: I’ve heard that for years, even when I coached New Zealand without having played international cricket. As I said, players evaluate whether you contribute to their growth. They figure out very quickly if you can add value or not. I’ve been fortunate to work with some of the world’s best players and build strong relationships with them. In many cases, they share more with me than they might with a former competitor. This role is about coaching, not playing, and that’s the key difference.
Q: How have you viewed Pakistan’s cricket team from the outside?
A: Pakistan has always been strong when they are ahead in a match. When they gain an advantage, they know how to apply pressure effectively. With New Zealand, our strategy was to challenge Pakistan early and then observe their response. That was always our test—if we managed to do it successfully, we felt confident in our ability to take control of the game, and we did have good success with that approach. Now, working with Pakistan, I’m well aware of this aspect, and my focus is on refining and strengthening that mindset within the team.
Q: Did you watch Pakistan cricket growing up? Any players you admired?
A: The 1992 World Cup is unforgettable. That was my era, and it was a heartbreaking tournament for New Zealand. We played good cricket, but then faced setbacks—first in the final round-robin match, and then with Inzamam-ul-Haq and Moin Khan turning the game in Pakistan’s favor. Wasim Akram’s reverse swing in the final against England was remarkable. There were many moments from Pakistan’s journey that left an impression. I’ve always loved studying the game, and those highlights remain with me.
Q: How would you describe your coaching philosophy?
A: My focus is on maximizing talent, and that starts with building relationships. You can only coach a player effectively once you understand their journey. Players, especially in Pakistan, have worked under different coaches and tried various approaches, but they’ve reached this level for a reason. My philosophy is about understanding their experiences and adding value rather than dictating how they should play.
Q: Do you take a holistic approach, looking beyond just their performance?
A: Absolutely. Once you’ve built a relationship with a player and understand what drives them and where they aim to go, you can add value. It’s a holistic and individualized approach rather than enforcing one rigid method for everyone.
Q: You transformed New Zealand’s white-ball team from 2012 to 2015. What was the key to that success?
A: Team culture. We made expectations clear and shifted the focus from self-preservation to a team-first mentality. When I took over in 2012, personal milestones often outweighed team results. We built a senior leadership group to drive a culture where team success mattered most. Once everyone moved in the same direction, we achieved great things.
Q: Do you value personal milestones?
A: Yes, but only when they contribute to winning matches. If players focus on team success, milestones naturally follow, and the team will celebrate them.
Q: In T20, players sometimes slow down near milestones like 50 or 100. How do you prevent that?
A: If a batter prioritizes their milestone over the team’s needs, it becomes obvious. This happens across teams, not just one. The key is understanding what the team requires at that moment. If we need 14 runs per over, a single won’t help. If you attempt a big shot and miss, that’s fine, but deliberately playing for a milestone while the team struggles is unacceptable.
Q: Against Bangladesh, none of your batters faced 35 balls, yet you scored 200. Is that the strategy moving forward?
A: Batting depth is essential to maintain tempo even after early wickets. If a team lacks depth, they must consolidate after losing wickets. Selection plays a role in ensuring we can play an aggressive style while still aiming for match-winning scores from our top batters.
Q: In T20 cricket, is team structure key to success?
A: Yes, specialized batters alone are outdated. Players must be multi-skilled. Bowlers must offer multiple match-up options, and batting depth gives captains flexibility. To succeed, we must exceed par with the bat and stay below par with the ball.
Q: How many specialist bowlers should a team have?
A: Three specialist bowlers are fine, but they need cricket intelligence with the bat. They don’t have to be power hitters but must understand how to rotate strike in pressure situations. If your number nine walks in with one over left, they should at least help get the set batter on strike.
Q: Who communicates non-selection decisions to players?
A: As head coach, I handle squad selections and inform players. Before each match, I communicate decisions personally. At the National Cricket Academy, I also meet with players striving for national selection, ensuring clarity on expectations.
Q: If a player is dropped due to poor strike rate, do you tell them what needs improvement?
A: Yes. I don’t shut the door on anyone. If a player wants to return, they need to match or surpass those currently in the squad. I outline what Pakistan requires from their role, and they can use domestic and Shaheen matches to prove their improvements.
Q: How do you prioritize tactics, team culture, and technical improvement in white-ball cricket?
A: First, you need to understand the existing team culture and develop it over time. Players deserve clarity on expectations and guidance on improvement. My background is in technical coaching, but it’s also about observing a player before deciding when to intervene. Fielding is non-negotiable—there’s no room for weak fielders in modern white-ball cricket, and we can’t afford to hide players in the field. That will be a strong focus for me.
Q: When did you seriously consider becoming Pakistan's head coach? A: We had discussions a year earlier, but family commitments prevented me from taking it seriously. With my eldest daughter now in university, I had more flexibility. The timing also aligned with Pakistan's need to change their white-ball approach. They had made shifts in personnel and playing style, but some adjustments were too extreme. The balance between aggressive and calculated cricket was missing. I felt I could provide structure, identify players suited for white-ball cricket, and help those not yet maximizing their potential.
Q: You have a T20 World Cup ahead—do you have short-term and long-term plans?
A: Yes, I approach planning by working backward from major tournaments. We have about 34 matches before the T20 World Cup, and by the last 10 games, we need clarity on our best XI, likely squad of 15, and backups. High-intensity T20 cricket comes with player attrition, so we must establish depth in each position for seamless replacements. The same principle applies to ODI cricket—we must anticipate the conditions in South Africa and structure the squad accordingly, ensuring we peak at the right time.
Q: Some coaches emphasize aggressive batting, even if it means getting bowled out for 170. What’s your stance?
A: I agree to an extent. Batting depth allows early aggression while ensuring a competitive score if things go wrong. Going all-out early can yield a high total, but if wickets fall, you still need players who can stabilize and reach a respectable score. There’s no point finishing 30-50 runs short just to stretch the innings. I’d rather be bowled out for 180 than end at 170 with wickets in hand but little impact.
Q: Did you speak to past Pakistan coaches before accepting the role? What challenges did you anticipate?
A: Yes, I had discussions to align expectations. Instant results were unlikely, and we’d experience ups and downs. Key stakeholders—selectors, NCA officials, the chairman, and senior players—needed to understand our roadmap toward major events. Our process might differ in execution, but we all had to trust the vision. I saw this as a medium-term project, not a short stint. Major changes in fielding, batting, and bowling approaches take time and can’t be implemented in a few days before a series.
Q: Was it a difficult decision to leave your family for this job?
A: Absolutely, but my family has been supportive. They’re excited to visit Pakistan and join us on tours.
Q: Head coaches often bring their own support staff. Do you prefer working with familiar personnel or adapting to new teams?
A: I don’t carry a fixed support team because every coaching role is different. It’s more important to have people suited to the environment than to bring familiar faces. Comfort isn’t the priority—players must feel supported. Cultural and language differences require a diverse support team, and part of my early process involves assessing the needs and filling gaps accordingly.
Q: Comparing your two seasons with Islamabad United, how did they differ?
A: The first season started slow but gained momentum at the right time. Players hit form at the business end, which is crucial in tournaments. In the second season, we faced unprecedented challenges, including injuries and personal losses. Mid-season breaks led to squad changes, disrupting continuity. Ultimately, we didn’t find the batting or bowling form needed to finish strong. We gave ourselves a shot by making the top two, but the best-performing teams reached the final.
Q: You’ve worked with players like Salman Ali Agha and Shadab Khan. Does your prior relationship with them help in your current role?
A: Absolutely. Knowing a player’s work ethic, training habits, and mindset helps build trust faster. I understand how Salman and Shadab think and prepare, but familiarity can also mean working harder to meet Pakistan’s unique needs, which are different from Islamabad United. Both players are passionate about Pakistan cricket, so that foundation is helpful.
Q: Salman Ali Agha is now captain. How does the coach-captain dynamic work on match day?
A: Most of our work happens before the match—meetings, discussions, and planning. Once we arrive at the ground, it’s Salman’s time. I’m there to support, not dictate. I trust him and the leadership group to solve problems on the field. I may send an occasional message, but it’s always an option, never a directive. If they decide to go a different way, I respect that.
Q: How much do you rely on data and matchups in strategy?
A: Data is useful but not the sole factor. Matchups matter, but in-game intuition is crucial. For instance, Hassan Nawaz took on Rashid Khan despite the statistical odds, and it paid off because he was feeling confident. Similarly, Salman bowled against two left-handers based on his read of the situation. Every game is different, and conditions change, so players must make real-time decisions.
Q: What does an ideal T20 match look like for your team?
A: With the bat, if a top-order player gets set, they must play a match-winning innings rather than just anchoring. Others can play supporting roles around them to push the score above par. Bowling-wise, each player has a defined role—some attack in the powerplay, others control the middle overs. Smart decision-making is key—spinners may need to take wickets one day and control the game another. Fielding must be exceptional because the small details matter.
Q: Looking back on your career, is there a player or moment you’re especially proud of?
A: One standout moment was Martin Guptill before the 2015 World Cup. He wasn’t in great form, so we worked on clearing mental baggage and focusing on his game. During a crucial indoor session before the quarterfinal, something clicked. The next day, he scored 237 in a knockout match—a performance no one saw coming. That was incredibly rewarding.
Q: How do you view Pakistan’s cricket facilities and infrastructure?
A: The main stadiums are good, but training facilities need further development. The NCA has great potential, and Aaqib Javed has promising plans to enhance it. Improving training infrastructure will raise expectations and help players prepare better.
Q: Will you be involved in scouting domestic talent for Pakistan?
A: Yes, though Pakistan is vast, and I can’t cover everything. I’ll focus on identified player groups and ensure there’s a clear pathway for aspiring cricketers. The goal is to create a funnel of high-quality athletes who are physically prepared, well-trained, and exceptional in their roles. Ideally, they’ll be multi-skilled or excel in one area while being top-tier fielders. That’s the key to strong white-ball teams worldwide.
Q: Pakistan's fans and cricketing fraternity want consistency, but the team often fluctuates between brilliance and underperformance. Is your process aimed at achieving consistency?
A: Yes, if there’s no consistency in approach, then success depends on luck. Some days things don’t go your way—like being two for five early—but without a structured plan, you end up under par and struggle to recover. We can’t rely on just one or two winning strategies; we need multiple pathways to victory with both bat and ball. The process involves trusting players who prioritize team success. If they do, we support them with patience. If they act in self-interest, we have less tolerance. This ensures a unified approach, leading to long-term consistency in performance.
Q: For a young white-ball player developing their skills, what advice would you give?
A: Know your strengths. If you fully understand your game, you can make it work in any scenario. Players who constantly search for new methods without knowing their core strengths end up in a cycle of reinvention. I value players who solve problems on the field, adapt to situations, and find ways to steer their team to victory.
Q: Your training methods seem highly match-specific, setting targets for batters and bowlers. Is every session designed to simulate match conditions?
A: Yes, we create realistic scenarios. Players work on skills and techniques, but competition nets focus on match situations. If a batter plays in the middle overs, we ensure they face bowlers and deliveries similar to what they’ll encounter. This helps them apply their game plan effectively. We also push bowlers under pressure, especially since they haven’t always responded well in matches. If we can’t simulate pressure in games, we must do it in training.
Q: When you eventually leave Pakistan cricket, what would you want your legacy to be?
A: I want Pakistan to be seen as a team that gives everything on the field, earning respect from fans and opponents alike. Even if they don’t win, they should make every match incredibly tough for the opposition. True success isn’t about short-term achievements—it’s about ensuring sustainability. If the team collapses after I leave, then I haven’t done my job. Building a strong succession plan is key, so the next generation can continue improving under a solid framework.
