Monthly Archives: May 2011
Yesterday, an ASCA Life Member, John Dussliere of Santa Barbara Swim Club, told us that we should have a “roadmap” for young coaches education. Great Idea! Thank you, John. So, while nothing is “mandatory” about doing it this way, and members are free to take what they want when they want, here is the ASCA Recommended Road Map to basic coaching education and competence.
First, take the ASCA/USA Swimming Level One Course. It is the general philosophy and coaching of our sport – hence the title “Foundations of Coaching.” Included are starter materials on teaching strokes, training athletes, working with parents, etc. Quite simply, it is Coaching 101. It makes you competent to step on deck and assist swimmers and other coaches. It’s minimal, but it’s the START. Test is taken on-line and reported to USA-Swimming for your coaching membership there, and to ASCA, to start your certification process. You do need to also complete a Certification Application with ASCA to activate this. You can find one on our Website…www.swimmingcoach.org
Second, take the ASCA Level 2 – The Stroke School. This course is designed to make you aware of world class strokes today, and more importantly, teach you to Construct Strokes in practice. That’s the primary thing that parents bring their children to you to learn…how to swim better. This is the BEGINNING of your education about strokes. ASCA provides Advanced Courses in each stroke, both live and in manuals.
Third, comes the ASCA Level 3 – Physiology School. This is all about the planning and execution of training for athletes of all ages from 8 and unders to the elite. Along the way, you are “reminded” of some basic science. Once you can teach strokes and understand the philosophy of our sport, it’s time to have a coherent training plan for your athletes of every age. Long term development of athletes is key to good coaching.
Fourth, the ASCA Level 4 – Administration School. We recommend that you take the Administration School, which teaches you ways to conduct and run your program, even if you don’t have the performance standards to meet Level 4 Certification Use this info as timeless wisdom….Don’t reinvent the wheel…..swim teams have been in operation for many years…Lots of good ways to do things have already been found and documented. Rather than trial and error, learn from past good ideas to operate your program…whether you are an assistant coach or a head coach, this is important information. Special sections on high school and college teams.
Fifth, Level 5, the Leadership School. We’re thinking of “flip-flopping” this course with our current Level 4 since every coach needs to be a leader. This teaches you how you become a leader and what to do with it once you have that remarkable ability. You lead your group, you may lead your team, you may lead your parents, you may contribute leadership to y our LSC or High School association. It’s swimming specific and a great way to focus on your daily tasks.
Next, once you’ve done the basic 5 Required Courses, ASCA has 23 “Enrichment Courses” that cover many facets of coaching in an advanced and specific manner. Take them in any order you wish, as your interests dictate…much like when you were in college. We add an average of 1.5 courses a year.
SOMEWHERE IN THERE…..along the way, GET A MENTOR. Nothing is a better coaching education. All it takes is the simple question “Can I ask you some questions?” to a coach you admire and respect.
That takes some courage. But take heart. I’ve never heard of anyone rejecting anyone in our profession. Suck it up…ask someone for help. And when they help you, ask the next question…”Can I stay in contact with you so I can learn some more?”
Do you have to take the courses in that order? No. Do we “encourage it?” Yes. They are specifically ordered to provide an orderly progression of basic information for the framework of your coaching career.
One FINAL NOTE……HOW you take the course, matters. LIVE CLINICS (typically one day for required courses, and ½ day for some Enrichment Courses) are FAR BETTER learning experiences. You benefit from asking questions, listening to questions and answers from others, and the general interaction of live education. Yes, it costs money to travel and takes time. Not everyone can do it. If you can, try to do it. It’s much better. You get the “two for one” of presenter and manual.
On-line Seminars – ASCA/USA Swimming Collaboration – more than 30 a year. See USA-Swimming website for schedule. One hour in length, mid-day. Saved for later, non-live presentation. Avail yourself of these…worth ten ASCA Certification units per seminar. Experienced coaches sharing their information. Free.
Home Study is convenient and easy. Manuals are “loose leaf” to encourage you to ADD materials over time, as you find more articles you want to save on the same topic. Young coaches often don’t get “respect” from parents….and they ask me how to sell “their” ideas. You can’t. You’re too young for a parent ten years older than you to listen to you…but you CAN sell “expert power”. Expert power is what an experienced coach who is not you, says. You can pull out an article from David Salo on Breaststroke, or Jon Urbanchek on middle distance training, or Ira Klein on age group progressions and they have “instant credibility” with your parents…if you educate your parents on who those coaches are. You use “expert power” rather than, “in my opinion”. Parents aren’t interested in the opinions of young coaches very much, are they? With Expert Power in your corner, you’re ready to meet those challenges. And very coach in history before you, who succeeded, used Expert Power before you. We all do. Help yourself.
Coming soon….ASCA Level 2 School will be available “on line” with lots of video.
All the Best, John Leonard
One of ASCA’s goals is to provide unusual “looks” at the concepts involved in teaching the ASCA Level 2 Stroke School. On Wednesday, Sept. 7, 2011 in San Diego, we’ll have such an unusual opportunity.
We’ll have co-instructors for the course. Coach Ira Klein will join Coach Terry Laughlin to teach the course. These lifelong friends have two completely diverse views of teaching swimming to different populations.
Terry is the founder of TOTAL IMMERSION SWIMMING, the leading methodology in the world to teach new swimmers, masters swimmers and triathletes to become better swimmers. Terry focuses on balance in the water, reducing resistance and creating great swimming shapes, to move easer in the water and turn “strugglers” into beautiful aquatic athletes. Before he started Total Immersion Swimming, Terry was an age group swimming coach of renown, and still continues to coach local swimmers near his home base in New York. Terry will provide a very unique perspective on both the teaching process and the sequence of teaching skills in the water.
Ira Klein has coached in every USA-Swimming Zone. He’s produced national level swimming in all of them, as well as serving several stints with National YMCA winning teams. Ira coaches all ages of young swimmers and in addition to a short stint at USA-Swimming offices, he’s coached at Auburn University as well as club teams such as Las Vegas Gold, Santa Barbara Swim Club, Joliet Y Jets, and Sarasota Y.
Currently, Ira owns his own team in Sarasota, Florida and is one of the leading club coaches in the USA, with daily coaching/teaching experience in his own SwimAmerica Learn to Swim Program.
The chemistry between these two friends is magical and their teaching of the ASCA Level 2 Stroke School should be a special experience for attending coaches.
Join us for the 2011 World Clinic in San Diego, CA
Click on the link below for more information
Many coaches and athletes perform static stretching because they believe it necessary. Many do not take the time to ask questions about how relevant it is to athletic performance. I believe that after this article you will be asking a lot of questions about how static flexibility should be used. – Grif Fig
Flexibility: The What, Why, and How
JC Santana, MEd, CSCS
One of the most controversial topics in fitness is flexibility. Many personal trainers consider flexibility and stretching to be synonymous, and thus include some for of stretching exercises in their workout programs because they have always heard it is the right thing to do. One of the most popular forms of stretching is static stretching. Whether it is performed pre or post workout, static stretching is the most common form of flexibility training. If one performs a Medline search for “flexibility” related research, the search will provide a plethora of conflicting studies on stretching and flexibility. Field observations may also be equally diverse in their findings. In spite of this diversity in theory, many educational organizations and trainers still espouse to static stretching when it comes to enhancing flexibility.
Flexibility is generally defined as “the range of motion about a joint” (1). There is no doubt that healthy movement and proper range of motion (ROM) are necessary for normal function and optimum performance. However, the question still remains, what is healthy and proper? If one references any anatomy or rehabilitation textbook, one will find anatomical ROMs assigned to all joints of the body. These ROMs are labeled “normal” and serve as references. Traditional fitness and rehabilitation programs have been guided by these ROMs in order to provide “optimum” function. However, applying this traditional approach allows a few very important concepts to be overlooked.
In order to provide some clarity to this discussion, we have to ask some important questions.
1) Why are we stretching?
2) Is flexibility related to injury prevention?
3) Is the passive ROM (developed through static stretching) related to active ROM? OR – just because a can get 140 degrees of static (passive) ROM out of a joint, will the body provide that same range at high speeds and loads (i.e. during a functional task)?
4) Is it healthy to statically develop a ROM that can’t be controlled at functional speeds and loads? Is there a difference between anatomical ROM and functional ROM?
5) Can we get flexibility through other methods of training outside of conventional stretching techniques?
6) Which flexibility do I really need the most of in functional daily activities (FDAs) and sports, static or dynamic, anatomical or functional?
All of these questions are valid and deserve some attention. However, getting to the absolute truth behind each question may be a different story. Since any position on flexibility can be supported by some research, we would like to keep the discussion based on our observations, coaching experience and common sense. I believe a simplified discussion will allow one to see flexibility from a more holistic perspective.
Most trainers stretch to gain flexibility. There is no doubt that flexibility is important, we just don’t know how important it is. The research from the armed-forces illustrates that the most and least flexible recruits are the most injured during boot-camp.(5) Furthermore, all of the research reviews that have looked at stretching and injury prevention show no correlation between the two. According to this body of work, more flexibility and stretching before an event does NOT protect one from injury.
Another aspect of flexibility one has to look at is the difference between passive flexibility (i.e. stretching) and active flexibility (i.e. functional ROM). Working with many athletes, we have had the ability to see many different ways to develop and express flexibility. Not all are tied into static stretching. Based on our observations, static flexibility is not related to active ROM. That is – the body will give you more ROM when it does not need to control speed, tension and stabilization in the ROM. As an example, all of our fighers can exhibit more ROM through a controlled passive stretch than they can through a live kick, even when instructed to kick as high as possible. What does it mean to us? We interpret this as, “if you can’t stabilize and control ROM the body won’t allow you to use it.” Therefore, our clients warm-up dynamically and incorporate full ROM training into their strength programs. We feel our strength exercises move our clients through the ROMs they will encounter in their chosen activity. Some research even indicates that it is the total amount of time at a given ROM is the predominant factor in providing ROM, and not the time of each stretch. In practical terms, this could mean that 15 reps of a reaching lunge may provide the same hamstring ROM benefits as15 seconds of a sit and reach stretch. However, the reaching lunge would provide additional stability, balance, strength, caloric burn and coordination not derived from the sit a reach stretch. This approach to training develops all of the functional flexibility we need for health and elite performance. All of our warm-up and training protocols inherently develop active ROM and if extreme static ROM is needed (i.e. as with our wrestlers), we make it part of our warm-up; holding the extreme position for 5-10 seconds.
To illustrate exactly how we integrate flexibility into our strength training programs, we would like to share two of our favorite exercises: the reaching lunge (RL) and the T-Stabilization (T-Stab) push-up. Both exercises include a unique blend of strength and flexibility. Each can also be modified to match any application. The bottom position of the RL resembles a static hamstring stretch. It can be performed in all three planes of motion to address the multi-planar nature of functional ROM. The stance, speed and range of movement can be tailored to meet the specific capabilities and training goals of any individual. The RL can also emphasize any muscle group within the kinetic chain. For example, reducing knee and spinal flexion can increase the ROM demands of the hamstring. This concept of “isolated integration” was first coined by Gary Gray, the father of modern functional training.(2) Using dumbbells with the RL can provide an excellent combination of ROM and strength. The RL progression is a staple movement in our training model and, along with other exercise, is credited with our near-perfect record against hamstring injuries.
The T-Stab push-up is also one of our staple exercises that incorporate functional strength and flexibility training. It too looks like a chest stretch, accept with more versatility. Like the RL it can also be modified specific to the capabilities and goal of any individual. For example, the upper body support can be elevated (e.g. using a fixed barbell at about waist high) and the rotation reduced to attenuate the intensity of the movement. Conversely, a lower support position (i.e. floor), the use of a weighted vest and increased rotation can provide a more advance training stimulus.
It should be made clear we do not feel that static stretching is not effective or does not have a place in fitness and performance training. However, we have not been able to identify to what degree it is effective, if it is the most effective road to functional flexibility and performance, and where its exact place is in the training scheme. We certainly acknowledge it as a tool in the rehab setting. We can also accept it as a “feel good” modality and have no objections to it being used everyday for that purpose. We often roll on medicine balls and biofoam rollers for a few minutes prior to workouts for that reason; it loosens us up and makes us feel good. However, we do find it alarming when coaches and organization insist on static stretching as the “best” or “necessary” method of preparation, improving functional ROM and reducing injuries. We believe the best flexibility method is still an ideological figment.
In summary, our field observations clearly indicate that static muscle compliance and active muscle compliance are not related (i.e. muscle compliance is a big component of ROM). Our observations also indicate that active muscle compliance is more important to our fitness performance goals. Over the last decade we have combined dynamic flexibility into our strength movements and have basically removed all static flexibility from our day-to-day training. The results are without question; over 500 case studies show a better then 95% success rate against non-contact and overuse injuries in the absence of static stretching. This is not to be taken as the best way to train. It just illustrates that there may be many ways to do things right.
1) Baechle, T.R., Earle, R.W.(ed). Essentials of Strength and Conditioning. Champaign, IL: Human Kinetics, 2000.
2) Gray, G.W. Chain Reaction Festival Seminar. San Diego, Cal., Sept 1996.
7) Jones, S, B. H., and J. J. KNAPIK. Physical training and exercise-related injuries. Surveillance, research and injury prevention in military populations. Sports Med. 27:111-125, 1999.
8) Knudson, D. V., P. Magnusson, and M. Mchugh. Current issues in flexibility fitness. Pres. Council Phys. Fitness Sports 3:1-6, 2000.
9) Kokkonen, J., A. G. Nelson, and A. Cornwell. Acute muscle stretching inhibits maximal strength performance. Res Q. Exerc. Sport 69:411-415, 1998.
6) Pope, R. P., R. D. Herbert, J. D. Kirwan, and B. J. Graham. A randomized trial of preexercise stretching for prevention of lower-limb injury. Med. Sci. Sports Exerc., Vol. 32, No. 2, pp. 271-277, 2000.
3) Santana, J.C. Flexibility: More is not necessarily better. NSCA Journal: 26(1). 2004.
4) Schiilling, B., Stone, M. Stretching: Acute Efects on Strength and Power Performance. NSCA Journal: 21(1). 44-47. 2004.
10) Shrier, I. Stretching Before Exercise Does Not Reduce the Risk of Local Muscle Injury: A Critical Review of the Clinical and Basic Science Literature. Clinical Journal of Sport Medicine, 9:221-227. 1999.
5) Thacker, S. B., J. Gilchrist D. F. Stroup, and C. D. Kimsey, JR. The Impact of Stretching on Sports Injury Risk: A Systematic Review of the Literature. Med. Sci. Sports Exerc., Vol. 36, No. 3, pp. 371-378, 2004.
Here is one of our favorite exercises for developing functional strength and flexibility. This reaching lunge protocol was designed by Gary Gray. Click below to see the video.
Every practice, as children leave, and say goodbye, I say “Study hard, get smart, become an intellectual!”. Its done in a light-hearted way to remind them that after practice, that’s “what’s next” in their life, or should be.
Now we’re closing in on the end of school year, with upcoming tests and related “due dates”.
At the same time, we’re at the beginning of the long course season. The work we put in in the pool NOW, is paid off in July at various championships. Without consistency NOW, there is no payoff later on.
For the 60 years that Age Group Swimming has existed, it has been proven for literally millions of swimmers that they can uphold their commitment to training AND study well and get good grades. Its an exception in swimming when a child does NOT get good grades. Partially because there is real URGENCY to study when you can when a few hours each afternoon are taken up in training. When swimmers are NOT training, they get the attitude of “oh, i have all this free time now..i can goof around for awhile and get to studying later”. That never works out very well.
Everyday I ask children about their homework. Sometimes I hear, “I don’t have any.” My response is always the same “YES, YOU DO.” Get your books out and WORK AHEAD…even if you only comprehend 10-20% of what you are reading, that’s a 10-20% jump ahead rather than seeing/hearing it in class for the first time. When you’re in school, you ALWAYS have homework…open the book and “get ahead.” Study is like any other habit….do it 2 hours a night EVERY night, and you’ll avoid having to be up and working at 11 PM or later on some of those nights……steady, consistent work is the key, in school and in swimming.
Homework EVERY DAY for all ages. Study Everyday. Swimming practice consistently as well. Studying ahead removes anxiety and keeps the student on the leading edge of the class, not the trailing edge.
“Study Hard, Get Smart, Become an Intellectual!” DAILY. Lets be equally consistent with both practice attendance and daily study. It’s hard work…but it’s so much better than being unprepared, anxious and upset later.
Parents, please share this with your children.
All the Best, Coach John
Honoring a 35 year tradition, new National Team Director Frank Busch will lead off the ASCA Clinic on Wed. evening, 7-8:30 Pm (Sept. 7) along with Head Men’s Coach Gregg Troy and Head Women’s Coach Teri McKeever. (invited)
The three leaders of our 2012 Olympic Team are expected to discuss USA prospects and needs for 2012, as well as Coach Busch’s vision for the future of our USA National Team.
In every year prior to the Olympic Games dating back to 1975, the leader of the USA Olympic Team has provided the keynote for the ASCA World Clinic. We’re happy to see Coach Busch decide to continue that tradition.
The 2011 clinic, expected to draw roughly 1,500 coach attendees, will include more than 40 speakers, presentations and breakout sessions and over 120 exhibitors.
Registration information can be found here: https://www.swimmingcoach.org/worldclinic/asca2011/default.asp
If you are one of those executive types unhappy at your present post and embarking on a New Year’s resolution to find a new one, here’s a helping hand. The job interview is considered to be the most critical aspect of every expedition that brings you face-to- face with the future boss. One must prepare for it with the same tenacity and quickness as one does for a fencing tournament or a chess match.
This article has been excerpted from “PARTING COMPANY: How to Survive the Loss of a Job and Find Another Successfully” by William J. Morin and James C. Cabrera. Copyright by Drake Beam Morin, inc. Publised by Harcourt Brace Jovanovich. As Reprinted from FOCUS Magazine — January 5, 1983
1. Tell me about yourself.
Since this is often the opening question in an interview, be extracareful that you don’t run off at the mouth. Keep your answer to a minute or two at most. Cover four topics: early years, education, work history, and recent career experience. Emphasize this last subject. Remember that this is likely to be a warm-up question. Don’t waste your best points on it.
2. What do you know about our organization?
You should be able to discuss products or services, revenues, reputation, image, goals, problems, management style, people, history and philosophy. But don’t act as if you know everything about the place. Let your answer show that you have taken the time to do some research, but don’t overwhelm the interviewer, and make it clear that you wish to learn more.
You might start your answer in this manner: “In my job search, I’ve investigated a number of companies.
Yours is one of the few that interests me, for these reasons…”
Give your answer a positive tone. Don’t say, “Well, everyone tells me that you’re in all sorts of trouble, and that’s why I’m here”, even if that is why you’re there.
3. Why do you want to work for us?
The deadliest answer you can give is “Because I like people.” What else would you like-animals?
Here, and throughout the interview, a good answer comes from having done your homework so that you can speak in terms of the company’s needs. You might say that your research has shown that the company is doing things you would like to be involved with, and that it’s doing them in ways that greatly interest you. For example, if the organization is known for strong management, your answer should mention that fact and show that you would like to be a part of that team. If the company places a great deal of emphasis on research and development, emphasize the fact that you want to create new things and that you know this is a place in which such activity is encouraged. If the organization stresses financial controls, your answer should mention a reverence for numbers.
If you feel that you have to concoct an answer to this question – if, for example, the company stresses research, and you feel that you should mention it even though it really doesn’t interest you- then you probably should not be taking that interview, because you probably shouldn’t be considering a job with that organization.
Your homework should include learning enough about the company to avoid approaching places where you wouldn’t be able -or wouldn’t want- to function. Since most of us are poor liars, it’s difficult to con anyone in an interview. But even if you should succeed at it, your prize is a job you don’t really want.
4. What can you do for us that someone else can’t?
Here you have every right, and perhaps an obligation, to toot your own horn and be a bit egotistical. Talk about your record of getting things done, and mention specifics from your resume or list of career accomplishments. Say that your skills and interests, combined with this history of getting results, make you valuable. Mention your ability to set priorities, identify problems, and use your experience and energy to solve them.
5. What do you find most attractive about this position? What seems least attractive about it?
List three or four attractive factors of the job, and mention a single, minor, unattractive item.
6. Why should we hire you?
Create your answer by thinking in terms of your ability, your experience, and your energy. (See question 4.)
7. What do you look for in a job?
Keep your answer oriented to opportunities at this organization. Talk about your desire to perform and be recognized for your contributions. Make your answer oriented toward opportunity rather than personal security.
8. Please give me your defintion of [the position for which you are being interviewed].
Keep your answer brief and taskoriented. Think in in terms of responsibilities and accountability. Make sure that you really do understand what the position involves before you attempt an answer. If you are not certain. ask the interviewer; he or she may answer the question for you.
9. How long would it take you to make a meaningful contribution to our firm?
Be realistic. Say that, while you would expect to meet pressing demands and pull your own weight from the first day, it might take six months to a year before you could expect to know the organization and its needs well enough to make a major contribution.
10. How long would you stay with us?
Say that you are interested in a career with the organization, but admit that you would have to continue to feel challenged to remain with any organization. Think in terms of, “As long as we both feel achievement-oriented.”
11. Your resume suggests that you may be over-qualified or too experienced for this position. What’s Your opinion?
Emphasize your interest in establishing a long-term association with the organization, and say that you assume that if you perform well in his job, new opportunities will open up for you. Mention that a strong company needs a strong staff. Observe that experienced executives are always at a premium. Suggest that since you are so wellqualified, the employer will get a fast return on his investment. Say that a growing, energetic company can never have too much talent.
12. What is your management style?
You should know enough about the company’s style to know that your management style will complement it. Possible styles include: task oriented (I’ll enjoy problem-solving identifying what’s wrong, choosing a solution and implementing it”), results-oriented (“Every management decision I make is determined by how it will affect the bottom line”), or even paternalistic (“I’m committed to taking care of my subordinates and pointing them in the right direction”).
A participative style is currently quite popular: an open-door method of managing in which you get things done by motivating people and delegating responsibility.
As you consider this question, think about whether your style will let you work hatppily and effectively within the organization.
13. Are you a good manager? Can you give me some examples? Do you feel that you have top managerial potential?
Keep your answer achievementand ask-oriented. Rely on examples from your career to buttress your argument. Stress your experience and your energy.
14. What do you look for when You hire people?
Think in terms of skills. initiative, and the adaptability to be able to work comfortably and effectively with others. Mention that you like to hire people who appear capable of moving up in the organization.
15. Have you ever had to fire people? What were the reasons, and how did you handle the situation?
Admit that the situation was not easy, but say that it worked out well, both for the company and, you think, for the individual. Show that, like anyone else, you don’t enjoy unpleasant tasks but that you can resolve them efficiently and -in the case of firing someone- humanely.
16. What do you think is the most difficult thing about being a manager or executive?
Mention planning, execution, and cost-control. The most difficult task is to motivate and manage employess to get something planned and completed on time and within the budget.
17. What important trends do you see in our industry?
Be prepared with two or three trends that illustrate how well you understand your industry. You might consider technological challenges or opportunities, economic conditions, or even regulatory demands as you collect your thoughts about the direction in which your business is heading.
18. Why are you leaving (did you leave) your present (last) job?
Be brief, to the point, and as honest as you can without hurting yourself. Refer back to the planning phase of your job search. where you considered this topic as you set your reference statements. If you were laid off in an across-the-board cutback, say so; otherwise, indicate that the move was your decision, the result of your action. Do not mention personality conflicts.
The interviewer may spend some time probing you on this issue, particularly if it is clear that you were terminated. The “We agreed to disagree” approach may be useful. Remember hat your references are likely to be checked, so don’t concoct a story for an interview.
19. How do you feel about leaving all your benefits to find a new job?
Mention that you are concerned, naturally, but not panicked. You are willing to accept some risk to find the right job for yourself. Don’t suggest that security might interest you more than getting the job done successfully.
20. In your current (last) position, what features do (did) you like the most? The least?
Be careful and be positive. Describe more features that you liked than disliked. Don’t cite personality problems. If you make your last job sound terrible, an interviewer may wonder why you remained there until now.
21. What do you think of your boss?
Be as positive as you can. A potential boss is likely to wonder if you might talk about him in similar terms at some point in the future.
22. Why aren’t you earning more at your age?
Say that this is one reason that you are conducting this job search. Don’t be defensive.
23. What do you feel this position should pay?
Salary is a delicate topic. We suggest that you defer tying yourself to a precise figure for as long as you can do so politely. You might say, “I understand that the range for this job is between $______ and $______. That seems appropriate for the job as I understand it.” You might answer the question with a question: “Perhaps you can help me on this one. Can you tell me if there is a range for similar jobs in the organization?”
If you are asked the question during an initial screening interview, you might say that you feel you need to know more about the position’s responsibilities before you could give a meaningful answer to that question. Here, too, either by asking the interviewer or search executive (if one is involved), or in research done as part of your homework, you can try to find out whether there is a salary grade attached to the job. If there is, and if you can live with it, say that the range seems right to you.
If the interviewer continues to probe, you might say, “You know that I’m making $______ now. Like everyone else, I’d like to improve on that figure, but my major interest is with the job itself.” Remember that the act of taking a new job does not, in and of itself, make you worth more money.
If a search firm is involved, your contact there may be able to help with the salary question. He or she may even be able to run interference for you. If, for instance, he tells you what the position pays, and you tell him that you are earning that amount now and would Like to do a bit better, he might go back to the employer and propose that you be offered an additional 10%.
If no price range is attached to the job, and the interviewer continues to press the subject, then you will have to restpond with a number. You cannot leave the impression that it does not really matter, that you’ll accept whatever is offered. If you’ve been making $80,000 a year, you can’t say that a $35,000 figure would be fine without sounding as if you’ve given up on yourself. (If you are making a radical career change, however, this kind of disparity may be more reasonable and understandable.)
Don’t sell yourself short, but continue to stress the fact that the job itself is the most important thing in your mind. The interviewer may be trying to determine just how much you want the job. Don’t leave the impression that money is the only thing that is important to you. Link questions of salary to the work itself.
But whenever possible, say as little as you can about salary until you reach the “final” stage of the interview process. At that point, you know that the company is genuinely interested in you and that it is likely to be flexible in salary negotiations.
24. What are your long-range goals?
Refer back to the planning phase of your job search. Don’t answer, “I want the job you’ve advertised.” Relate your goals to the company you are interviewing: ‘in a firm like yours, I would like to…”
25. How successful do you you’ve been so far?
Say that, all-in-all, you’re happy with the way your career has progressed so far. Given the normal ups and downs of life, you feel that you’ve done quite well and have no complaints.
Present a positive and confident picture of yourself, but don’t overstate your case. An answer like, “Everything’s wonderful! I can’t think of a time when things were going better! I’m overjoyed!” is likely to make an interviewer wonder whether you’re trying to fool him . . . or yourself. The most convincing confidence is usually quiet confidence.
In most situations coaches/boards/programs get bogged down with the organization of the project. I.e., “How will we do this? Who will take care of that? What’s our timeline on this?”
While these are all necessary considerations, in general, people need to spend significantly less time with the organization of a project.
Instead, they need to think more about the purpose, galvanize more the vision of how cool the outcome might really people, create and collect more potentially useful ideas and perspectives, and decide and distribute accountabilities for specific next actions more consistently.
Do we know why we are doing this? Have we fully opened our brains to consider what the end result should look like? Have we thought outside the box, stretching appropriately into a wild vision of success? As we move to thinking about how we are going to do things, have we surfaced all the potentially relevant details and perspectives?
Only after factoring in these considerations can we effectively organize into structures, major components, sequences and priorities. Purpose, vision, brainstorm, next actions – If those additional four levels of thinking are sufficient, you’ll have the right organization when you get to it and the appropriate moving parts actually in motion as well.
Remember, don’t mistake activity for productivity.
Knoxville, TN – May 9, 2011 – Avidasports, LLC unveils its revolutionary sports athletic telemetry “sensor” system for swimmers at the University of Tennessee where it will be used by the women’s swim program, it was announced today.
“This technology is a quantum leap for the world of swimming and we are very pleased to work with Head Coach Matt Kredich and his athletes – Tennessee is the first program in the SEC Conference to join this revolution in sports technology,” said President Bruce J. Burton of Avidasports. “The University of Tennessee coaches and swimmers have been absolutely fantastic to work with and we are excited to bring this technology to a swimming program of such integrity, pedigree and legacy of success.”
Highly competitive swim teams and coaches across the country are embracing the company’s patented, high-technology system called AvidaMetrics. The product wirelessly captures eight performance metrics on every swimmer and relays it to a poolside computer. This helps to provide real-time feedback immediately to the swimmer and coach and allows for the coach to communicate with the swimmer while they are training.
“The Avidasports system will challenge the avenue and direction of coaching communication,” said Kredich. “This is the future of sports technology and it provides immediate information directly to the coach and athlete and allows the athlete to make changes in action.”
With AvidaMetrics, swimmers are equipped with personal electronics and coaches are armed with wireless computers. Information such as speed, stroke count, stroke tempo, distance per stroke, length time, breakout time, kick count, kick tempo and more can be measured and synchronized with audio. Multiple athletes can be simultaneously tracked and communicated with during practice. Improvement is ultimately achieved by using the full depth of the product during real time and post-workout analysis.
For more information on Avidasports and AvidaMetrics please visit http://www.avidasports.com. Media inquiries on Avidasports should be directed to Jennifer Dunn, marketing manager at email@example.com or 313-447-5670.
This is a ten day cycle. On the 2nd ten day go-round, on the odd numbered days, add a heavier med ball to the routine. On the 2nd go round add WEIGHT to each exercise. Same on the 3rd go-round. Same on the 4th go-round. After 40 days of training like this, we should adjust the routine to incorporate some changes and new material. You’ll start out needing 30 minutes a day on the first couple of days, (outside of running, which can be done in the same session or at a different time of day. But it will rapidly increase to about 45 minutes/1 hour per day towards the end of each cycle because of the increase in numbers.
Probably good to take a 2-3 day Break from dryland at the end of each 10 day cycle.
#1 – Run 30 minutes steady, easy
Med ball – standing – 25 chest passes, 25 overheads
Med ball – standing – 50 figure eights – change direction half way.
Med ball – “hikes” – 10 each partner.
Med ball situps – 4 x 25 sprint speed with ball.
Pushups – normal position – 3(10-9-8-7-6) 40 per set, 120 total.
Med ball wall throws – Overhead – 25, from side 25 left, 25 right, heavy ball.
#2 – Planks – 4 positions – 2 sets – 1 warmup 15 seconds, 1 full at 30 seconds.
Pushups with feet on med-ball – 10
Situps with feet on exercise ball – 30
Pullups – 5 x 5
Pulldowns with light weight on machine – 3×30
Dumbbell alternate arm flings – 30 each arm.
Bam-bams with med ball – 3 x 50
Swim Bench – 75 recovery strokes – Turned around backwards.
#3 – Run 30 minutes – 20 steady, 10 sprints.
Med ball – standing – 30 chest passes, overheads
Med ball – standing – 60 figure eights – change direction half way.
Med ball – “hikes” – 15 each partner.
Med ball situps – 5 x 25 sprint speed with ball.
Pushups – normal position – 4(10-9-8-7-6) 40 per set, 160 total.
Med ball wall throws – Overhead – 30, from side 30 left, 30 right, heavy ball.
#4. – Planks – 4 positions – 2 sets – 1 warmup 15 seconds, 1 full at 40 seconds.
Pushups with feet on med-ball – 15
Situps with feet on exercise ball – 40
Pullups – 5 x 6
Pulldowns with light weight on machine – 4×35
Dumbbell alternate arm flings – 40 each arm.
Bam-bams with med ball – 4 x 50
Swim Bench – 100 recovery strokes – Turned around backwards.
#5 – Run 30 minutes – 15 steady, 15 sprints
Med ball – standing – 40 chest passes, 40 overheads
Med ball – standing – 70 figure eights – change direction half way.
Med ball – “hikes” – 20 each partner.
Med ball situps – 6 x 25 sprint speed with ball. (125)
Pushups – normal position – 5(10-9-8-7-6) 40 per set, 200 total.
Med ball wall throws – Overhead – 350, from side 35 left, 35 right, heavy ball.
#6. Planks – 4 positions – 2 sets – 1 warmup 15 seconds, 1 full at 45 seconds.
Pushups with feet on med-ball – 20
Situps with feet on exercise ball – 50
Pullups – 5 x 7
Pulldowns with light weight on machine – 4×45
Dumbbell alternate arm flings – 50 each arm.
Bam-bams with med ball – 4 x 70
Swim Bench – 125 recovery strokes – Turned around backwards.
#7 – Run 40 minutes – Steady
Med ball – standing – 50 chest passes, 50 overheads
Med ball – standing – 70 figure eights – change direction half way.
Med ball – “hikes” – 25 each partner.
Med ball situps – 7 x 25 sprint speed with ball. (175)
Pushups – normal position – 6(10-9-8-7-6) 40 per set, 240 total.
Med ball wall throws – Overhead – 40, from side 40 left, 40 right, heavy ball.
#8. Planks – 4 positions – 2 sets – 1 warmup 15 seconds, 1 full at 50 seconds.
Pushups with feet on med-ball – 25
Situps with feet on exercise ball – 60
Pullups – 5 x 8
Pulldowns with light weight on machine – 4×50
Dumbbell alternate arm flings – 60 each arm.
Bam-bams with med ball – 4 x 80
Swim Bench – 2 x 75 recovery strokes – Turned around backwards.
#9 – Run 40 minutes – 20 steady, 15 sprint, 5 steady.
Med ball – standing – 60 chest passes, 60 overheads
Med ball – standing – 80 figure eights – change direction half way.
Med ball – “hikes” – 30 each partner.
Med ball situps – 8 x 25 sprint speed with ball. (200 )
Pushups – normal position – 7(10-9-8-7-6) 40 per set, 280 total.
Med ball wall throws – Overhead – 45, from side 45left, 45 right, heavy ball.
#10. Planks – 4 positions – 2 sets – 1 warmup 15 seconds, 1 full at 55 seconds.
Pushups with feet on med-ball – 30
Situps with feet on exercise ball – 70
Pullups – 5 x 9
Pulldowns with light weight on machine – 4×60
Dumbbell alternate arm flings – 70 each arm.
Bam-bams with med ball – 4 x 100
Swim Bench – 2 x 100 recovery strokes – Turned around backwards.