continuing advancement for the premier coaches of today Volume I, Issue IX April 2010

People don’t care how much you know until they know how much you care.

LEADERSHIP 101 With clinic and conference season ahead of us, we must remember the importance of relationship building. Ultimate success is not built on knowledge, but rather on the ability to establish and maintain effective and positive relationships with those around us. If we meet someone who contributes value to our personal and professional lives, are we paying that contribution forward? When there is a give, there is always a take. However, an effective leader always matches a give with another give and continues to pay it forward to those who need it most. In order to increase our value as a person, we need to add value to other people. When it’s all said and done, it’s never going to be about how much we know or what we did, but rather what the people around us have done and continue to do. From athletes to co-workers, are we truly adding value to those we spend a majority of our life with?

1) You have frequently been featured in various coaching publications on what USF Strength and Conditioning is all about. What do you pride your program on in terms of complete athlete development? At South Florida we are committed to the athlete. On our athletes recruiting trips we tell them that we want them to know that we care about them more as a person than we do as a player. We feel our job is to make them better husbands/wives, fathers/mothers, and citizens. The great thing about athletics is that it teaches all the things you will need to know to be successful in life; how to handle adversity/success, how to set goals and achieve them, how to work as a team, etc. As strength coaches we get to touch every athlete every day. It is then our obligation to create learning opportunities. As we all know, we often learn best when things get tough. We push our athletes as mentally and physically hard as we possibly can. It is in those moments that growth occurs (when they can’t do another rep, but do). In that same spirit, we have an obligation to prepare them for the rigors of competition. Therefore, we put a tremendous amount of effort designing programs that develop all the components of athleticism, reduce the risk of overuse injuries, are sport/position/player specific, and develop mental toughness while providing a safe and intense atmosphere.

2) With one of the nation’s most premier training facilities, could you explain the variety of methods and tools you and your staff utilize when preparing your athletic teams for competition? Are there a few methods that you prefer when developing specific teams? When I first arrived at South Florida we had a 2,000 sq. ft. facility that had minimal equipment. Very easily I could have thrown my hands up and complained about all the things I did not have. However, it is those times when you develop best as a strength coach. You find ways to get it done. That is when you learn that you can get the work done with just about anything. We tell recruits that we can take an old water cooler bottle that we filled with sand and have them hating life hating life in a few minutes with just that one tool.

Ron McKeefery

Head Strength and Conditioning Coach

University of South Florida

continuing advancement for the premier coaches of today Volume I, Issue IX April 2010

People don’t care how much you know until they know how much you care.

BOOK OF THE MONTH

THE LEADERSHIP CHALLENGE

Kouzes and Posner Leaders have a desire to make something happen, to change the way things are and to create something that no one else has ever created before. In order to be effective, a leader cannot command commitment, but can certainly inspire it. I highly recommend Kouzes’ and Posner’s 4th edition of The Leadership Challenge for those looking for a basic “model” of how leadership should be approached. While there is no official rulebook on how situations should be handled or how teammates should be led, The Leadership Challenge presents a five part model based on years and years of research and experience in the field. In the end, you will learn that true leaders model the way, inspire a vision, challenge the process, enable others to act and encouraging the heart.

Our general principle based philosophy is to train all the muscles in a multiple and single joint manner. We use a variety of tools to do that. In our weight room, we have a wide selection of equipment: Power Lift Racks/Platforms, Hammer/Lifefitness Selectorized and Plate loaded equipment, bands, chains, sand bags, etc. I stress to my coaches and athletes that muscles don’t have eyeballs they don’t know what the resistance is. All it knows is if it can do another rep. We focus our energy on effort and accountability.

3) What are three “uncommon” resources you would recommend every sports performance specialist to check out and

why? When I was with the Tampa Bay Buccaneers I had the privilege of working for one of the best coaches ever, Coach Tony Dungy. His books Uncommon and Quiet Strength are two of the best leadership resources out there and a must read for any coach. John Maxwell’s 21 Irrefutable Laws of Leadership is another. Getting to Yes: Negotiating Agreement Without Giving In by Roger Fischer, William Ury and Bruce Patton gives some great ideas for getting your programs accepted by coaches, administrators, and athletes. I try to read one leadership book, one strength and conditioning book, and one parenting book a month.

4) University of South Florida has been known for their very comprehensive internship program and their ability to place coaches in the field. What separates USF from other Division-I programs and what do you emphasize when developing future coaches in this profession? I started our internship program for two reasons: I needed coaches, and I wanted to give back to a profession that had given so much to me. I was very fortunate to have great teachers. I worked for Tim Maxey with the Kansas City Royals and Mark Asanovich with the Tampa Bay Buccaneers. Both invested time and energy into me, and I have felt obligated to give that back to others. Our internship program had a very humble beginning starting with two interns from the exercise science program. From there we focused on providing a good training, experience, and helping them move on to their next opportunity. Now each semester we attract interns from all over the country, most with S&C experience and degrees that are looking for additional experience. The University of South Florida Strength and Conditioning Internship program is comprised of two parts. The first part is the practical experience, the second being the classroom experience. In the Practical Experience every intern will work with every

continuing advancement for the premier coaches of today Volume I, Issue IX April 2010

People don’t care how much you know until they know how much you care.

TIP OF THE MONTH

Encourage Others

Delegation of duties and assignments sometimes can be one of the hardest things to work on when assuming a leadership role. Often times, we may feel as if we need to do the things we have always done, because we have gotten the results we needed. We feel comfortable when it’s on OUR shoulders and we know that we won’t let anyone down. After all, it’s our name and reputation on the line, why would we want someone else to handle both? However, without encouraging and developing other members of a staff, they will never learn the same tasks and responsibilities that were placed on our shoulders. Without challenging them to take on new roles and challenges, we limit their personal and professional development. They fail to grow and learn from their mistakes. When it doesn’t go right, don’t give up on them. Learn to embrace the process and take pride in encouraging others.

team and have the opportunity to work hands-on with athletes on a daily basis. While many internship programs have the intern coaches simply set up and break down training and stay out of the way, USF interns are responsible for the development of a small group of athletes on a day-to-day basis. This includes but is not limited to technique development, weight progression and completion of training. USF interns also receive extensive training with facility management and administration in addition to their roles as coaches. The focal point of the USF internship experience is Coaches School, which is held every week. Coaches School covers a wide spectrum of coaching topics in the strength and conditioning community, and enables intern coaches to leave with a basic but broad understanding of several different methodologies of training. Coaches School at USF is unique because it is not taught by the USF Strength staff but by the intern coaches themselves in a cohort format. Strength staff coaches moderate the discussions, but the primary emphasis is placed on all the intern coaches providing the information and having open discussion about the selected topics. The idea behind this approach is to get intern coaches comfortable speaking in front of a group of their peers and also provide an open forum for discussion on what tend to be difficult topics. Additionally, we sit them down and talk to them about the profession. They learn how to write a strength and conditioning resume, cover letter, and list of references. I know that sounds simple enough, but as an employer, it is appalling to see some of the resumes that come across my desk. We help them realize where their strengths and weaknesses are and ways to build on them. They learn effective networking techniques and start to use them. We try to coordinate opportunities for them to get additional S&C experience while they are here. Examples include helping the Yankees out during Spring Training, or the Jacksonville Jaguars and Tampa Bay Buccaneers with Mini/Training Camps. We also try and host as many certifications and events that will help them, such as the USAW certification and our Strength and Conditioning Clinic.

Our internship classes now have become very competitive. I tell them they are competing for earned recommendations. They are not just competing with the current class of interns but all the classes that have come through. Lastly, we sit them down and are brutally honest with them on where we think they will be most successful in this field. For some that means we tell them that this profession is not for them. For others we help make calls for positions that we agree they will be successful in. If you or someone you know is interested in becoming an intern please contact my internship coordinator, Frank Wintrich Associate Strength and Conditioning Coach at fwintrich@usf.edu or me at rmckeefery@usf.edu.

5) What is the Athletic U and how can coaches learn more?

The AthleticU provides education, skill development, training, and consulting. Focus is placed on athletes, parents, coaches, and the fitness enthusiast. Our website www.TheAthleticU.com should be launching soon. Until then you can find out more information by becoming a fan of our Facebook page at www.facebook.com/TheAthleticU.

continuing advancement for the premier coaches of today Volume I, Issue IX April 2010

People don’t care how much you know until they know how much you care.

COACH’S CORNER ● Make it a priority to have a post-phase

evaluation with all your coaches if they directly assist with your sports. They may have seen things you may not have noticed throughout the cycle and could provide insight on programming, set-up and coaching cues for future cycles.

● Organize end of the year exit interviews with your players before they leave for break. This will give you the opportunity to talk about past performances and set a standard for their return to training. Also, it can provided a much needed time to get to know them on a more individual and personal level, instead of a number on their jersey or assignment in the weight room.

● Take the time to show your staff how you

want projects done…the first time. Without proper direction and instruction, time will be wasted when tasks have to be redone to “your standards”.

Working in an industry where supply is much greater than demand, those who have a job as a strength coach are extremely fortunate.

Here are my observations on what it takes to succeed and keep a strength coaching job in this tough and competitive economic

environment.

Know Their Pain

Today's strength and conditioning coach needs to find ways to be an asset to his or her athletic programs by decreasing injury rates,

giving the head coach the strength and conditioning training they desire, and doing more than they expected--which can require

sacrifice. Injuries keep athletes from performing at their best and at the level they were recruited to compete at. As a strength coach, it is

imperative that we keep players healthy and reduce the amount of non-contact injuries.

Most non-contact injuries can be prevented through a balanced and purposeful strength and conditioning program. To make sure my

training programs address injury prevention specific to our athletes and their sports, I meet with the athletic training staff to determine the

top three injuries for each team. I also look at the NCAA Injury Surveillance System to identify injuries across the country so we can be

proactive and attend to other common injuries found in each sport.

Based on that information, I design programs that strengthen specific injury sites most common in each sport. If the athletes can practice

more often as a result of being healthy, they become better at their sport, and the head coach is happy to see a complete team

consistently playing together. A plague of non-contact injuries may or may not result in the replacement of a strength coach, but I would

prefer to avoid that conversation by doing everything in my control to prevent them.

Connect With Coaches

Communication with those in the athletic department, specifically the sport coaches, is vital to the success of the strength and

Rich Jacobs Assistant Strength and Conditioning Coach

Xavier University

Arizona State University

continuing advancement for the premier coaches of today Volume I, Issue IX April 2010

People don’t care how much you know until they know how much you care.

COACH’S CORNER (continued)

● Become familiar with the hiring process at

your university. You may have to hire someone sooner than you think. Establish a standard for your job description and a resume grading scale to objectively narrow down all the candidates, saving you and your interview committee time and money.

● Create a “coaching school” meeting where each coach present his/her next training program with his/her teams and allows for staff discussion and learning. Sometimes cycles and exercise selections are enhanced after other people provide valuable feedback.

● Find ways throughout the week to let your

staff know you appreciate their efforts. Whether it is lunch, an early morning coffee, or a thank-you, recognizing their efforts will go a long way for a positive working environment.

conditioning program. The best way to deliver a good product is to understand what the consumer wants. In this case, the consumer is

the sport coach.

It is important to listen to the coach, acknowledge that you understand what he or she wants, and repeat what they want in your own

words to confirm that everyone is on the same page. Sometimes, the strength coach knows more than the coach about what is best for

the team when it comes to training. Unfortunately, we have to follow the philosophy of doing right, not being right.

Strength coaches are usually very well educated and have spent years learning about strength and conditioning from our mentors,

researching, and picking the brains of coaches who have built this profession. However, little of this matters to most sport coaches, who

typically don't care who researched what and where you were in the past if the results are not what they desire. No one likes receiving a

product they did not order.

A more effective way to communicate is to use the knowledge in a productive manner and share that information in a way that both

parties are happy with the final product. Sport coaches are usually advocates of strength and conditioning and enjoy it themselves so I

use those interests as an opportunity to build a trusting relationship.

For example, many sport coaches may attend conferences where they learn about the newest and greatest styles of training and

gimmicks around the country; sometimes the same conferences a strength coach attends! This shows they want the latest and greatest

for their team.

The newest trends may be purposeful or may not be worth implementing. However, if the championship team in their conference is doing

it, that must be the reason they are winning. Of course, we know better, but perception is very powerful.

Recently, after a conditioning session with our baseball team, the head coach approached me about adding vision training to the

program. He had heard about it from other coaches whose teams used it and he wanted to stay ahead of the curve.

To assist and show due diligence, I sat down with the coach and explained pros and cons of vision training and followed up by providing

him with a book about the subject. This way he knows I support him and stand behind his decisions. I used this as an opportunity to grow

and remind myself that training possibilities are endless and coaches will try anything to get to the next level.

continuing advancement for the premier coaches of today Volume I, Issue IX April 2010

People don’t care how much you know until they know how much you care.

ANNOUNCEMENTS

● All previous newsletter can be

downloaded at our YSCCa google group here: http://groups.google.com/group/yscca

● Many thanks to Boyd Epley and the

NSCA for posting our newsletters on the NSCA website. You can find them in the college section!

● We are looking forward to the CSCCa

next week! Please say hello and introduce yourself if we haven’t met. This is a great time to catch up and share ideas.

SPN

Extra Effort

The job description of a strength coach is broad and varies at universities across the country. A weekly schedule may consist of travel,

attending practices, meetings, and working with multiple teams, which results in long hours. Most strength coaches understand the

sacrifices required in the profession before choosing it as a career.

After working with some of the best strength coaches in the business, I have learned that doing the minimum may not get you fired, and

it also won't enhance your career. Showing up, training athletes, and preventing injuries is our basic job description. To go from good to

great, additional sacrifices need to be made.

Coming in early on the weekend to train a kid before practice, splitting teams up to train them in smaller groups, assisting at practice,

and being assertive by asking the sport coach if there is anything else that can be done are examples of doing more than what is

expected. A dear friend of mine, Tim Wakeham, once said, "Be willing to do what others won't, and you will receive what others

don't." I think about this quote every day.

With budget cuts and downsizing, including within the athletics department, I believe it is important to find what sets you apart from the

other strength coaches across the country. What makes you an outstanding coach that every team wants to work with? What makes you

invaluable to a program?

Identify these answers and build your repertoire around them. I have been fortunate to work with some excellent coaches who have

helped me define these traits and put myself in a position for success. I encourage other strength coaches to do the same in order to

preserve your longevity in this field. At the very least, you will learn priceless information that may help you wherever you end up

working.

Adam Feit Head Sports Performance Coach

Eastern Michigan University Afeit1@emich.edu