What makes a Jiu Jitsu academy successful? Technique and competition results matter, but longtime instructor Jay Valco points to something less flashy: leadership, trust, and the ability to manage people without letting ego take over.
In our conversation about his 26 years in Jiu Jitsu, Jay reflected on building a Chicago academy, navigating the responsibilities of teaching, and creating a school where different instructors and students can thrive. His perspective offers useful lessons for practitioners, coaches, and anyone considering opening a gym.
Leadership Starts With Not Acting Like a Guru
Jay has seen different approaches to leadership in Jiu Jitsu: instructors who place themselves above everyone else, and schools that are so casual that authority becomes unclear. His own approach aims for a balance: treat people as equals, avoid talking down to them, and take responsibility for the standards of the school.
Students notice how instructors behave — in class and outside it. Jay acknowledges that students may see their coaches as role models, even when the coaches don't ask to be put on a pedestal. Rather than leaning into that image, he tries to keep the relationship grounded.
"I see everyone as an equal. A black belt is just someone who didn't quit Jiu Jitsu."
That idea doesn't mean a school has no hierarchy or expectations. It means authority can come with humility. Students need structure, but they also need to feel respected and comfortable.
Growth Changes the Relationships — but Not Their Importance
Over the years, thousands of people have started training at Jay's school. Some have left; a couple hundred continue to train. He recognizes that an instructor can have a meaningful influence on students, even though not everyone stays for the long term.
As a school grows, it also becomes harder for its owner to know every student personally. When a class has 30 people, an instructor may know everyone's name, family, and job. With several hundred students across two locations, that kind of familiarity becomes more difficult.
Jay admits he misses the days when he could get to know everyone well. At the same time, he has come to accept that growth changes the shape of the connection. Leaders can't always preserve the intimacy of a small group — but they can remain attentive, approachable, and honest about what has changed.
Jiu Jitsu is not a one-time transaction. Students may train with the same instructors and teammates for years. That makes communication and culture central to the experience — not just the techniques being taught.
Let Instructors Develop Their Own Styles
One of Jay's principles as a school owner is giving instructors room to teach in their own way, as long as they stay within appropriate boundaries.
That can be difficult for leaders who worry about losing control or credit. Jay sees it differently: a school benefits when its instructors bring distinct approaches and experience. Some of his coaches developed alongside him; others arrived with their own backgrounds and styles.
The variety gives students options. On a given day, they might want challenging rounds, technical work, or a lighter session. A mix of instructors and training partners helps make those different experiences possible.
The lesson reaches beyond Jiu Jitsu. Leaders who share responsibility and let others contribute can build organizations that are more adaptable. A school doesn't need every class to look identical to have a coherent culture.
Competition Can Build Confidence Without Defining You
Jay believes competition can be a valuable part of Jiu Jitsu because it gives practitioners a chance to test themselves under pressure. He also recognizes that most students are not training to become professional athletes or world champions.
For him, competition is less about medals than about learning to respond when the outcome is uncertain. A tournament is a controlled setting where a person can experience stress, make decisions, and see how they react.
That does not mean competition should become the measure of someone's worth. Jay notes that people can tie their identity to being "a Jiu Jitsu person" or holding a particular belt. Losing may then feel like a threat to that identity rather than one result in a much longer journey.
Age, injuries, and fear of embarrassment can make competing feel even more daunting. After a long break, Jay returned to competition himself, despite knowing he had injuries and might lose. His takeaway is simple: doing your best matters more than protecting an image of yourself.
A Healthy Academy Needs Boundaries
Running a school means dealing with more than teaching. It also means navigating disagreements, interpersonal conflict, and situations where an instructor has to set boundaries.
Jay aims to remain neutral when students have disputes, while still addressing behavior that causes problems. That can mean having difficult conversations or, when necessary, asking someone to leave. He describes those conversations as unpleasant — but part of the responsibility of leadership.
A school with a strong culture is not a school where conflict never happens. It is one where problems are handled directly and consistently, rather than allowed to undermine trust.
Build a School Around People, Not Just Technique
Jay says high-level Jiu Jitsu instruction is widely available today. Students can find techniques through videos and other learning materials. What sets a school apart is also the way training is delivered: the quality of the environment, the relationships, and whether people enjoy showing up.
That matters even more in a crowded market. A black belt alone may not be enough to attract and retain students. Convenience, reputation, service, and a good fit with the school's culture all play a role.
Jay describes his academy as low-drama, welcoming, and built around good training. The goal is not to claim ownership over Jiu Jitsu, but to create a place where students can learn and instructors can contribute.
A Career Can Grow From Opportunity and Consistency
Jay did not follow a perfectly planned path into running a school. He moved to Chicago to work in finance, then found an opportunity to teach Jiu Jitsu when his trading career stalled during the financial crisis. Teaching led to opening a school, and the work became his career.
Looking back, he credits both circumstance and preparation. He had developed his teaching skills and earned the trust of people around him. When an opportunity came along, he was ready to take it.
That combination — being prepared and willing to adapt — offers a useful lesson for anyone building a long-term career. A clear plan can help, but so can recognizing an opening and committing to do the work well.
The Takeaway: Humility Makes a School Stronger
Jay Valco's story is a reminder that a lasting Jiu Jitsu school depends on more than strong technique. It takes instructors who can lead without looking down on students, trust others to contribute, and handle difficult moments with care.
The result is a school where people can keep learning, find the kind of training they need, and build relationships that last beyond a single class. In the long run, that kind of culture may be one of the most important things an academy teaches.
Frequently Asked Questions
What makes a good Jiu Jitsu school owner?
Strong instruction matters, but so does the ability to manage people well. A good owner builds a respectful culture, maintains clear standards, and helps classes run smoothly.
Should a Jiu Jitsu instructor be strict or relaxed?
A balance often works best. Students need structure and expectations, but they should also feel comfortable asking questions and being part of the community.
Does everyone need to compete in Jiu Jitsu?
Not everyone needs to compete, but tournaments can help people experience pressure and test their skills. Competition is most useful when it supports growth rather than becoming a measure of self-worth.
How can an academy grow without losing its culture?
Be clear about the standards that matter, communicate openly, and give instructors room to contribute. As the school grows, relationships may change — but a respectful, consistent environment can endure.