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This article investigates the types of relationship that develop among athletes and coaches and how interactions between coaches and athletes influence how talent is performed. Inspired by new materialist theory, we challenge the common understanding of talent as something an athlete either is or has by examining talent as a relational phenomenon, residing in the dynamic relationship between athlete and coach. The article is based on interviews with 60 talented athletes aged 13–16 years from a Danish talent development programme. We found three key practices that shape the coach-athlete-relationship: practices that render the talent visible, practices that build or disrupt agency and practices that affect the athletes’ commitment. The analysis shows that coaches have a position that can either promote or inhibit access to and participation in talent development environments. A relational approach to talent opens for ethical discussions of power and responsibility in talent development.

The coach as gatekeeper, distributor of resources and partner for sports talents