Wednesday, April 22, 2015

Power Assessments

Human Kinetics Publishers, Inc.

Is serious plyometric training a good option? Before getting too far in planning the specifics of a program, the prudent approach is to look honestly and carefully at factors that could affect safe participation in such intense training.


Prior to starting a progressive 12-week program, participants must have a proper foundation. This includes adequate strength, good fundamental exercise techniques, and an understanding of the risks of injury and how to recuperate from workouts.


Trainers must know participants’ ages; genetics factors; and levels of experience, health, fitness, and strength. Those planning their own programs should treat assessment at least as seriously because they are their own trainers! They should look for any limitations that might inhibit progressive development in explosive power training.

Chronological age is an important consideration. Bosco and Komi (1981) demonstrated that the maturity of both the nervous system and the skeletal system affect people’s tolerance of plyometric training. Youngsters who have not yet reached puberty, for example, should not participate in plyometrics, especially at intense levels. The continual growth of the skeletal system, cartilage at the epiphyseal plates, joint surfaces, and apophyseal insertions make the extreme forces of some plyometric exercises inappropriate.


The inability of young people to tolerate the high loads of the stretch - shortening cycle can cause confusion because they are exposed to forces during play and sports that may equal or exceed the forces experienced in plyometric training with a proper progressive system. The fact is that kids are vulnerable to excessively hard play, yet not as vulnerable as they are to consistent repetitions of excessive overloads.


We contend that 12- to 14-year-old participants can use plyometric training to prepare for future strength training. This has been corroborated by researchers including Valik (1966) and McFarlane (1982). However, we suggest using moderate jump training with youths. Early progressions of low impact and small dosages, as the guidelines and the continuum in later chapters suggest, are best. Adolescents do not appear to experience any significant response to explosive strength training until after the onset of puberty; therefore, training programs should be prescribed cautiously. Planned progressions are particularly appropriate so that young people receive the many other benefits (e.g., good mechanics, coordination, structural integrity) until maturity and mastery develop.


As age increases, nervous system capability, muscle and joint pliability, and energy production decrease, which makes plyometric training less attractive for older athletes. On the other hand, evidence suggests that decreased explosiveness is only partly due to the natural aging process. Increases in endurance training, a lack of such training, and lifestyle also influence how much explosive power a person maintains at older ages. Continued use of stretch - shortening cycle training in proper progressions and using moderate intensities can be effective for aging athletes, as evidenced by the growing numbers of masters athletes in explosive sporting events (e.g., track and field, weightlifting). As addressed in further chapters, anyone’s capabilities can be evaluated and their training adjusted based on maturity.

Having a good level of overall fitness is helpful in all areas of exercise, and training for explosive power is no different. A doctor’s physical exam is helpful. Before undertaking such training, people should have good body weight control and body composition, enough cardiorespiratory fitness to exercise continuously for several minutes or more, the strength to handle their own body weight in movements in all planes, and the mobility to handle movement positions in several ranges of motion.


Several physical areas should be assessed not only when planning training but also to determine limitations. Flexibility is one, especially in the ankle joints and calf muscles, to ensure proper foot mechanics and proper hip set and segmental cushioning. Evaluators should examine posture, noticing especially the use of torso mechanics; pelvic tilt; and the positioning of the cervical, thoracic, and lumbar spine. They should check out balance, torso tilt, and each appendage’s joint alignment, as well as the stability of the foot in contact with the ground, stance firmness, joint tension, and coordinated control.


Past injuries may limit a person’s ability to perform plyometric exercises. Joint stability and balance should be examined to note any past knee, ankle, or shoulder injuries. As mentioned in chapters 5 through 7, progressive exercises are useful in rehabilitation from injuries. Limitations on explosive training may arise from back or spine problems. Excessive trauma to these or any other areas that cause improper landing capabilities need to be addressed and planning adjusted.


Table 4.1 lists the capabilities and health conditions that indicate a readiness or lack of readiness to participate in plyometric training.

Athletes respond differently to training regimens. Coaches need to be sensitive to these individual differences, and athletes themselves must have some self-awareness. For example, differences between males and females show up both in training and performance. In addition, genetic makeup dictates, to a large extent, a person’s ability to improve. Factors such as limb length and muscle fiber type distribution have a direct effect on performance. Both athletes and coaches need to be aware of limitations that can arise in training and development. Although these limitations may affect the rate of an athlete’s progress, they should not influence the basic design of the training regimen.

The training age, or level of experience, a participant brings to working with stretch - shortening cycles can be more important than chronological age. Some athletes who have had several years of experience as competitors, for example, have never trained for competition. Some maturing athletes have been extremely skilled in their athletic endeavors and possess enormous talent, yet bring only an infantile level of training as a base. These athletes can be at high risk if they use poor technique and undertake exercise quantities that their body structures are not ready for. Coaches must determine athletes’ technical and developmental levels by using quality training assessments (posture, balance, flexibility, and stability) as described in chapters 1 through 3 regarding core strength, postural control, and pretension.

Because a strength base is advantageous in plyometric training, a general strength training program should complement, not retard, the development of explosive power. However, establishing a strength base before plyometric training does not have to be a huge endeavor. An often-prescribed recommendation is the once-used Russian suggestion of being able to perform a maximal squat of one and a half to two times one’s body weight before attempting depth jumps and similar shock training. This criterion is still useful as a safety protocol for the extreme end of the stress continuum. However, it is not necessary for the other stretch - shortening cycle exercises used in the beginning and intermediate portions of the continuum. In our more recent research (Radcliffe and Osternig 1995), we found that some correlation exists between squat performance and depth jump capabilities. However, the significance was so low that any predictions about how well the amount of weight squatted determined jump stress capabilities are negligible.


Subscribe to feed Subscribe to feed

Double Scissors Jump This exercise is a variation of the scissors jump for more advanced athletes. It is excellent for working the flexion and extension muscles in the hips, legs, and torso. Lower-Body Power Development Plyometric training was originally developed to achieve more efficient and powerful movement patterns over and off the ground. Athletes were looking to run faster, jump higher and farther, and change direction more effectively, or in other words, negotiate the ground better. Stride Jump A long, sturdy bench, rectangular box, or row of bleachers or stadium steps is required for the stride jump. This exercise is excellent for any sport or activity that requires good projection of the hips from a single-leg or alternating-leg movement. Upper-Body Power Development Plyometric training is the coordinated use of the entire body in the expression of power. Those powerful movements employ the upper body as they traverse the center of the torso, involving the motions of tossing, passing, and throwing, and their subcategories of swinging, pushing, punching, and stroking.

Get the latest news, special offers, and updates on authors and products. SIGN UP NOW!

Human Kinetics Rewards (function(i,s,o,g,r,a,m){i['GoogleAnalyticsObject']=r;i[r]=i[r]||function(){ (i[r].q=i[r].q||[]).push(arguments)},i[r].l=1*new Date();a=s.createElement(o), m=s.getElementsByTagName(o)[0];a.async=1;a.src=g;m.parentNode.insertBefore(a,m) })(window,document,'script','//www.google-analytics.com/analytics.js','gahk'); gahk('create', 'UA-3850237-47', 'auto');gahk('send', 'pageview');


View the original article here

Maximizing Muscle Strength

Human Kinetics Publishers, Inc.

Training to maximize strength tends to be a much simpler pursuit than training to maximize muscle mass. The basic workout samples provided with the training splits discussed in chapter 8 are from tried-and-true training programs that work exceptionally well when the resistance used and reps performed are cycled. However, as the saying goes, everything works, but nothing works forever. And so, when a standard program fails to deliver the strength gains you expect, it’s time to try something out of the ordinary.


This chapter covers strength training methods that are effective for maximizing muscle strength. As in chapter 6, the techniques are categorized by the type of acute variable of training that is being manipulated in each workout. Also as in chapter 6, each technique is rated on a scale of 1 to 5 for four critical areas:

Time - the amount of time that the specific workout typically takes to complete. This helps you immediately determine if this training technique will fit your training schedule. The higher the number, the longer the workouts for that specific technique will take to complete.Length - the amount of time required to follow the program consistently for appreciable results to be noticed. This helps you determine if you have the patience required for a certain program to demonstrate adequate results in strength. The higher the number, the longer this technique must be followed for results to be realized.Difficulty - the amount of weightlifting experience required to use the program effectively. This helps you decide if you have enough training experience to take on specific strength training techniques. The higher the number, the more training experience you should have before attempting that particular technique.Results - how effective the program seems to be for strength gains in most people. This helps you estimate how much strength you can expect to gain with each program. The higher the number, the greater the gains in strength you can expect from a particular program.

Each strength training method provides a sample table to show how this particular technique can be used. Some of these tables provide full training programs complete with sample workouts to be followed over several weeks. Others provide only brief details on cycling weight throughout the program. For these you are encouraged to use a basic training program, as shown in chapter 8, but incorporate the weight, rep, set, or rest changes as outlined in the sample program table. Try the advanced strength training programs discussed in chapter 9 by cycling them into your training program along with the basic programs discussed in chapter 8. These advanced programs are great to turn to when your strength gains have reached a plateau. The unorthodox nature of many of these programs will offer a unique stimulus to the muscles, which will encourage strength gains. In the programs, weights are given in pounds; please see appendix for metric conversions.

When it comes to quantifying the strength training workout, the set is the unit that all lifters understand. It signifies how much work you are actually doing. Therefore, manipulating the work in a workout is a logical way to alter workouts in an effort to boost strength. This section covers three strength training techniques that alter the sets during a workout. The first method incorporates sets that are completed only when the muscle is too exhausted to complete another rep. The second method involves using a set system that is based on time. The third method decreases the number of sets it takes to complete a set number of reps.


Failure Training

As defined in chapter 1, muscle failure is the point during an exercise at which the muscles have fully fatigued and can no longer complete an additional rep of that exercise using strict form. While bodybuilders tend to complete all their sets to failure, powerlifters rarely, if ever, train to muscle failure. In fact, the programs in chapter 8 are not meant to be used with muscle failure. Each set is done for a certain number of reps with a certain amount of weight. When the number of reps prescribed for that set are completed, the set is over. In most cases, you will feel as though you could have completed at least one more rep. This is how most powerlifters train to increase muscle strength. Many believe that training to muscle failure can hinder strength gains. However, research from Australia suggests that training to muscle failure may enhance strength gains. The key appears to be the number of sets performed to failure - and that number appears to be one.


Australian researchers discovered that when trained lifters completed one set to failure of the four sets they trained with on the bench press for eight weeks, they had double the strength gains of lifters who did not complete any of the four sets to failure. And in a follow-up study, they discovered that doing more than one set to failure on the bench press for eight weeks offered no additional increase in strength gains. In fact, when comparing the two studies, the strength gains reported in the study using multiple sets to failure were less impressive than the strength gains reported in the study using just one set to failure. The reason may be that performing only one set to failure allows for enough stimulus to be delivered to the muscle fibers without fatiguing the muscle too much, which can limit muscle strength during the workout when training with too many sets to failure.


Taking advantage of this knowledge is rather simple. Choose any basic strength training program offered in chapter 8 and be sure to perform the last set, and only the last set, of every exercise (except the abdominals) to muscle failure. See table 9.1 for a sample training program that takes the last set of each exercise to failure. One caveat about training to failure is safety. For obvious reasons, it is not a method to be used by those who train alone, except when done with exercises that use machines or where it is easy to return the weight to a safe location - such as the deadlift, dumbbell bench press, Smith machine squat, or barbell curl. Under no circumstances should anyone training alone perform any barbell pressing exercises, barbell squat, leg press, or hack squat to failure or close to failure. These exercises all require the help of an adequate spotter to ensure that the last rep is done accurately and safely.




Subscribe to feed Subscribe to feed

Jim Stoppani's Encyclopedia of Muscle & Strength-2nd Edition Jim Stoppani offers a comprehensive guide based on science-based research to help you achieve your training goals. Whether you seek fat loss and lean muscle development or mass development and strength improvement, more than 380 exercises for 13 major muscle groups, specific full-body exercises, and 116 ready-to-use workouts using the most popular training equipment (free weights, TRX, BOSU, kettlebells, universal trainers, and body weight) will position you for success. Add to Cart This Item is currently out of stock Jim Stoppani's Encyclopedia of Muscle & Strength 2nd Edition eBook Jim Stoppani offers a comprehensive guide based on science-based research to help you achieve your training goals. Whether you seek fat loss and lean muscle development or mass development and strength improvement, more than 380 exercises for 13 major muscle groups, specific full-body exercises, and 116 ready-to-use workouts using the most popular training equipment (free weights, TRX, BOSU, kettlebells, universal trainers, and body weight) will position you for success. Add to Cart This Item is currently out of stock

Get the latest news, special offers, and updates on authors and products. SIGN UP NOW!

Human Kinetics Rewards (function(i,s,o,g,r,a,m){i['GoogleAnalyticsObject']=r;i[r]=i[r]||function(){ (i[r].q=i[r].q||[]).push(arguments)},i[r].l=1*new Date();a=s.createElement(o), m=s.getElementsByTagName(o)[0];a.async=1;a.src=g;m.parentNode.insertBefore(a,m) })(window,document,'script','//www.google-analytics.com/analytics.js','gahk'); gahk('create', 'UA-3850237-47', 'auto');gahk('send', 'pageview');


View the original article here

Tuesday, April 21, 2015

Lyons Falls and Pleasant Hill Trails

View 83 scenic day hikes in the Buckeye State in Hiking Ohio, perfect for every hiking enthusiast.

Hiking distance: 2.4 miles

Estimated hiking time: 1.5 hours

Hike through an impressive gorge to see two waterfalls and a large lake.

Caution: The trails can be steep and muddy, so you must be careful around waterfall precipices.

Trail directions: From State Route 97, just 3 miles west of its terminus at State Route 3, turn north on Park Road 8. Drive down 1.5 miles to the covered bridge across the Clear Fork of the Mohican River. This landmark bridge, built in 1969, is located at N 40° 36.784, W 82° 19.012 (1). Please note that there are no restrooms here. Park in the lot and enter the woods on the south shore of Clear Fork. The white blazed trail follows along the stream, and there are several spots where you can walk right down to this shallow branch that is ideal for canoeists.

After about 0.4 mile, a side trail appears on the left that leads to Lyons Falls; this trail is located at N 40° 37.073, W 82° 19.365 (2). Leave the river trail and take the left fork. Head uphill through woods filled with hemlock, beech, oak, maple, and hickory trees. Pass by a turnoff that goes directly to Little Lyons Falls and continue until you arrive at Lyons Falls at N 40° 36.990, W 82° 19.717 (3). Among the early visitors to this recessed-cave falls was pioneer folk hero Johnny Appleseed, who had orchards in the area. He carved his name in the sandstone cliffs here, but the signature has worn away.

After skirting the base of these larger falls, continue on, passing a junction with the former stagecoach trail. Keep an eye out for birds—15 kinds of warblers alone stay here during the summer. In about 0.5 mile, the trail crosses over the top of Little Lyons Falls at N 40° 37.165, W 82° 19.763 (4). This smaller overhang is at a steep spot in the trail, so watch your step. Follow along the ridge top and make a sharp left turn; the trail leaves the woods at the Pleasant Hill Dam at N 40° 36.372, W 82° 19.540 (5).

Pleasant Hill Reservoir is one of the lakes in the Muskingum Watershed Conservancy District that was built for flood control as well as recreation. The dam here drains a 199-square-mile area. There is no spillway over the top of the dam, which is 775 feet long and 113 feet high. At the parking lot, you will find informational kiosks and a good view of the lake. Take the steps down the front of the dam and follow the Clear Fork along the north shore where the trail reenters the woods at N 40° 36.291, W 82° 19.447 (6). This is the Pleasant Hill Trail, which follows the north shore back to the covered bridge at point 1.


View the original article here

Seven Tips to Sustain Motivation and Keep Learners Coming Back for More! by Cory McMillen

by Cory McMillen

October 27, 2014

“The strategies above are also about increasing the chance that they will have learned something. Video games that fail to support players in the right ways can produce anxiety, stress, and frustration, just as learning programs that fail to effectively support students can result in the same negative responses. Successful designs will support users on both fronts, creating an experience that they both learn from and want to repeat.”

What does the word “engagement” mean to your organization? When you talk about institutional competitiveness, or the need to nurture expertise, how does engagement factor into that discussion?

For businesses, learning institutions, and even graduating students, future success increasingly depends on the cycle of developing and enhancing valuable skill sets. Maintaining the motivation needed for that kind of sustained growth can be incredibly difficult. Fortunately, according to the Bureau of Labor Statistics, the video-gaming industry has a number that just might help us get there: three billion.

Every week, Americans willingly spend over three-billion hours of their leisure time playing video games. Numbers in other developed countries lag only slightly behind. And while we still tend to think of games as an aptitude of the young, those hours are increasingly spread out over a lifetime. Well into our retirement years, the average American continues to spend the equivalent of a full workday each month playing video games, with no signs of slowing (Figure 1).

Figure 1: It’s not just the young who spend a lot of time playing video games!

If organizations want to embrace a philosophy of ongoing personal and professional improvement, then any opportunity to tap into the sources of this kind of long-lived motivation warrants consideration.

A growing body of research on the subject has identified three distinct needs that engaging gaming events meet: cognitive, emotional, and social. By drawing a direct line from these influencers to our own designs, we can reap some of the intrinsic motivational benefits of game design without sacrificing rigor or content.

No one wants to sacrifice learning in the name of making their modules more “fun.” And fortunately, that’s not a consequence we have to risk. These seven simple practices can help promote learner engagement without reducing the learning potential of your learning modules.

Mirror real behaviors. (Motivated levels: social, cognitive) When we use words like “virtual” or “simulation” we often imagine them in terms of the visual experience. However, research supports behavioral realism as being more important to player immersion than graphical realism. (See the References at the end of this article.) Mirroring behaviors means designing the simulation so that users can make exactly the choices, and get exactly the responses, that they would in real life. In a real working situation, for example, a nurse will almost certainly be able to ask a patient questions about their history with an ongoing ailment, and may gain key insights by doing so. Conversely, failure to do so may risk dire consequences. The freedom to experiment, and to learn from failure, is a part of the learning process that can really shine in a game-based design. It’s also a part of what makes a game engaging: success is success, but failure is just a chance to try again (Figure 2).

Figure 2: Serious games are a perfect environment for testing a theory or plan of action

Grow as you go. (Motivated levels: emotional, social) The earliest stages of any game are typically made up of very short, very simple “wins.” On paper these brief successes can look unnecessary, or even silly, upon first examination. But they accomplish several important things: they allow players to become accustomed to the mechanics of the game before facing any real cognitive challenge—they introduce the content (or support background-knowledge recall) and help us understand how we will be engaging it in the future, and they allow us to see what it looks like to be successful within the game.

This policy is also a good place to focus your differentiation planning. Depending on your design, it may be possible to use a learner’s successes early in order to determine their initial understandings of the content, and to appropriately adjust the difficulty at which you will engage them later on.

Stick with content-centered actions, and content-centered results. (Motivated levels: cognitive) As our ability to develop experience-mirroring simulations grows, it will be increasingly important to remember that incorporating game design is a lot like incorporating multimedia: we must never lose focus of our outcomes and goals. It should not be possible for students to make decisions or create consequences within the simulation that are not directly connectable to the understandings or skills we are trying to nurture.

Gamification doesn’t need to sacrifice learning in the name of presentation. In fact, as our first rule above illustrated, the exact opposite can be true.

Set goals within goals. (Motivated levels: cognitive, emotional) Just as a program outcome might be fed by any number of smaller-step course or lesson objectives, or a process might be broken down into step-actions, games often utilize multiple small goals within larger ones in order to focus player attention, support progress awareness, zoom in on a single piece of content, or allow players to feel a modicum of control. In many (perhaps most) games, big objectives are consistent, broad, and controlled. The steps to completing those objectives, however, often exist as short success-failure events. Furthermore, the way that players progress towards completion may be influenced by player strategy, whether or not they were successful at certain small-task events, or other factors. In that way, games exhibit behaviors similar to a branching quiz or learning-object task menu: player behaviors, successes, and choices all influence the feedback they get and the experiences they have.Don’t over-reward. Working online makes it so easy to deliver personalized reward, it can be easy to forget that our best-case scenario is one in which we create learning objects that people want to engage in. When people are motivated out of interest, challenge, or curiosity, the result is different than if they are motivated by a point or rewards system. They demonstrate an increase in critical thinking and creativity, and are more likely to continue through increased challenges or return and reengage the object at a later date.

Keep in mind that reward is different from feedback, although the two can sometimes feel equivalent to the end user. A successful learning game allows students to experience feedback in a variety of ways, some of which will be celebratory.

Find a balance between competition and completion. Men and women are drawn to very different task types in games and simulations. Finding a healthy balance between the two extremes is essential to creating learning that engages all learners.

Statistically, men are more likely to be drawn into a game that establishes a sense of competition. This competition may come in the form of another player, a fictional opponent, an outside force, or even one’s own previous successes. Women, however, tend to prefer games that convey the experience of success. Often, this success can occur within a game that has no specific end goal (for example, The Sims), but where their actions can result in a sense of betterment or accomplishment.

Maintain perspective. Regardless of how you approach topics like reward, goal-setting, feedback, or correction, make sure that the learning object always communicates progress in a simple, visual way. This doesn’t have to mean a progress bar, or other basic tool. Instead, consider using the game’s inherent physical appearance to communicate progress. For example, a “start your own business” game on a tablet computer might start off with a barren, simple room, which then slowly fills up with other employees and equipment as the student experiences success or personalizes the business’s behaviors and mission statement. (See Game Dev Tycoon for an example.)

The strategies above are about more than just getting students to come back for more. They are also about increasing the chance that they will have learned something. Video games that fail to support players in the right ways can produce anxiety, stress, and frustration, just as learning programs that fail to effectively support students can result in the same negative responses. Successful designs will support users on both fronts, creating an experience that they both learn from and want to repeat.

Ryan, R. M., C. S. Rigby, and A. K. Przybylski. “The Motivational Pull of Video Games: A Self-Determination Theory Approach.” Springer Science+Business Media, LLC. 2006. http://www.selfdeterminationtheory.org/SDT/documents/2006_RyanRigbyPrzybylski_MandE.pdf

Ryan, R. M. and E. L. Deci. “Intrinsic and Extrinsic Motivations: Classic Definitions and New Directions.” Contemporary Educational Psychology. Vol. 25. 2000. http://www.selfdeterminationtheory.org/SDT/documents/2000_RyanDeci_IntExtDefs.pdf

Lucas, K. and J. L. Sherry. “Sex Differences in Video Game Play: A Communication-Based Explanation.” Communication Research. Vol. 31 No. 5. 2004. http://icagames.comm.msu.edu/cr.pdf

Funk, J. B., M. Chan, J. Brouwer and, K. Curtiss. “A Biopsychosocial Analysis of the Video Game-playing Experience of Children and Adults in the United States.” Studies in Media Literacy and Information Education. Vol. 6 No. 3. 2006. http://utpjournals.metapress.com/content/h2g0732025831q89/fulltext.pdf Topics Covered

Design Strategies, Emerging Topics, Games & Learning, Getting Started, Training Strategies


View the original article here

My Eyes Burned

By Robin Sharma

#1 bestselling author of The Leader Who Had No Title

Achieve your goals in 2015

My eyes burn as I watch you overcome your trials, stand in the fire and still walk forward to touch your dreams.

I am awed to see how you leverage adversity and turn it into bravery.

You make me feel stronger as I see you battling your fears, transcending your doubts and releasing your excuses so you visit the places that frighten you.

I grow inspired as I witness your relentless devotion to improving every aspect of your self, your life and our world.

You clearly get that there are no extra people alive today. We are all built to do epic things. And walk with the giants.

You get that there is a call on your life, a mission you’ve been delivered and a dream that must be done. Anything less is surrender.

Heroes aren’t just the warriors, the firefighters and the teachers.

Heroes are the women and men, who each day, pursue a silent personal victory. A victory over average. A win against mediocrity. And a success above defeat.

I know reaching for what’s highest can be hard. I’ve faced my own times in the valley. But please trust that every season has its end. The darkness always becomes overwhelmed by the light. And icy winters inevitably make way for the fullest blossoms of breathtaking spring.

So on this day, I want you to know, that you are a gift. You have power beyond what you currently know. Strength beyond today’s evidence. And gifts that each one of us alive today long to see.

I believe this. And I know it to be true.

Today, go own your best. We’ll always love you for it.

With heartfelt gratitude and an appreciation deeper than you’ll ever know,

P.S. If you’re finally ready to turn your dreams into results, make no excuses and watch my FREE 4-video training series on making this year the single best year of your life.

It’ll be one of the best things you’ll do for yourself and your potential in all of 2015…

Go ahead and get all 4 videos here before it expires

Almost a million people have used these 4 videos to achieve goals and make improvements they could never seem to get done before. So definitely get the video training here before you miss this whole thing. No cost. Just trying to help.

comments

This entry is filed under Ideas and Inspiration, Leadership. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.


View the original article here

Shooting and Finishing

Bobby Clark

What is the difference between shooting and finishing? Let’s look at it this way - a player can shoot the ball well but may not necessarily be a good finisher. I was fortunate during my playing career to have played with some great finishers. I also played with some players who were hard shooters but not necessarily good finishers.

The first great finisher who springs to mind is Joey Harper. I first came across Joe when he was a 15-year-old playing for the Scottish U18 team in the UEFA youth championships in the Netherlands. Joe was the youngest on our squad, but because of his uncanny ability to put the ball in the net, he found his way onto the team.

Later, I was lucky enough to team up with Joe when we were with Aberdeen, and in his time there, the 5-foot, 6-inch (168 cm) striker managed to score in excess of 200 goals. He scored goals at every level and in every club from his beginnings with Morton to his work for Aberdeen, Hibernian, and Everton. He had a wonderful ability to score goals.

The other player from my playing days now manages Liverpool and possibly is better known on the world stage. Yes, most soccer people are aware of Kenny Dalglish. I had the misfortune of playing against him during his Celtic days and the good fortune of playing and practicing with him in his Scotland days. Like Joe Harper, Kenny was not the fastest player, but he was very quick, and most of all, he was quick thinking. He always knew where the goal was, and in the penalty box when everything was busy and frantic, he had the calmest of temperaments. It almost looked as if the game came to a stop as he calmly slotted the ball into the back of the net.

I used the word slot. Sometimes Joe or Kenny would slot the ball into the net, but they could also hammer the ball home. Other times it was a pass, a curling shot, or a dipping volley. They both had a great repertoire of shots and seemed to have the ability to use the right weapon at the right time. This is the difference between shooting and finishing, and it is crucial that players learn finishing rather than just learning to shoot the ball hard. Don’t get me wrong, there is a time for learning the proper techniques to shoot, bend, and dip the ball, but the most important thing is for players to experience gamelike situations where they learn the art of finishing.

I also have been fortunate enough to coach some terrific finishers here in the United States. Vladi Stanojevic still holds the Dartmouth career points record for the program, and Joseph Lapira scored 21 goals in his junior year at Notre Dame on his way to winning the 2006 Hermann Trophy. In fact, Notre Dame’s strikers have led the Big East Conference players in scoring in 2006 (Joe Lapira), 2008 (Bright Dike), 2009 (Bright Dike), 2010 (Steven Perry), and 2012 (Ryan Finley). That’s 5 out of 7 years.

We do few line drills, and most of the finishing drills we do are in gamelike situations. I do, however, strongly encourage players to spend time after practice hitting a bag of balls. I always have a bag of balls handy so the players can take 10 minutes after practice or come down when they have some spare time and hit a bag of balls.

During this time they can work on their technique and build confidence, but to score goals they also need to play the game and understand how to make space for their shot. Although good finishers are usually a little greedy, they do need to know how to combine with their teammates. They need to know how to find space, time runs, and get into good spots to get their shot off.

Having been a goalkeeper, I was always around finishing practices, trying to find out what makes strikers tick. I was studying their art while trying to thwart them. I had to understand their thinking, and this was possibly the best lesson I could have learned when I became a coach.

Every coaching session needs a beginning; an introduction. It is important for the coach to set the scene. You may discuss the aim of a session in the locker room, but the technical part of the warm-up is crucial. The session described in this chapter is one of my favorites and I use it a lot, especially in the winter and spring semesters, when I am teaching. I was first given the basic seeds of this session when I was coaching at Stanford. Tommy Wilson, who was one of the Scottish full-time staff coaches, brought the practice with him when he came to work at our summer camp. Tommy is now the reserve team coach with the Glasgow Rangers and was also the Scottish U20 coach when they participated in the U20 World Cup in Canada.

The session is split into the technical warm-up, the finishing phase, and the game phase, which puts the players in a game situation. Following the first three phases are various developments. Do not progress to the development phases until the players have a good feeling for the initial stage. Festina lente - "Hurry slowly" - is a good guide phrase!

Combination play is the quick exchange of passes to gain a tactical advantage. Near the goal the defensive team limits space and time to play. Defenders are drawn to the ball. Passing the ball quickly creates space and gaps in the opponent’s defense.

Preparing players technically and tactically

Set up a 44- × 40-yard (40 × 37 m.) area (a double penalty area). There are four groups of three players, with one ball per group. The coach is positioned outside the grid with a supply of extra balls.

The groups of three move freely around the space, making passes and using the entire space. The coach determines the combination pattern to be trained, as follows.

Players should practice checking in to receive the ball (player A to player B).After player B has received the ball, he picks his head up and connects with player C.Player C then connects with player A so that all the groups of three are moving freely around the area, playing passes.

View the original article here

Strategic HR - Talent & Leadership Specialist

Strategic HR - Talent & Leadership Specialist London

Shape the MPS of tomorrow

To protect London and fight crime, the MPS must be the best it can be. That means our leaders must be trained to provide support, direction and vision for a truly exceptional team. That’s where you come in. As a Strategic HR Talent & Leadership Specialist, you’ll be the driving force behind our talent programmes, making sure senior figures are fully equipped to excel.

This is an exciting opportunity to design and develop MPS Talent & Leadership programmes. You’ll make sure senior leaders have the experience and skills to fulfil MPS goals, through expert support, interventions and training. You’ll also design assessments that help us evaluate leadership potential. It’s your chance not only to influence the Met at the highest level, but to join Strategic HR, which delivers our overall People Strategy. You’ll bring your expertise to this 45-strong team, working both within and outside your specialism.

An experienced HR professional with CIPD membership (or equivalent accreditation) or equivalent experience, you’ll have worked on Talent and Leadership programmes before. You’ve shaped strategies and designed processes, drawing on your knowledge of current talent management practice. This should cover leadership and development, and selection and engagement. You’re also a skilled project manager, with a proven ability to deliver change. Now you’re ready to use this expertise plus your collaborative approach to create an outstanding leadership team. One that can make a real difference to the Met and, ultimately, the people of London.   

To apply, please visit our website to download a role specific information pack and application form.

Completed applications must be returned by Friday 27th February 2015.

We view diversity as fundamental to our success. To tackle today’s complex policing challenges, we need a workforce made up from all ofLondon’s communities. Applications from across the community are therefore essential.

LocationLondonSalaryc£43,000Reference392357Contact NameRecruitment

Shape the MPS of tomorrow

To protect London and fight crime, the MPS must be the best it can be. That means our leaders must be trained to provide support, direction and vision for a truly exceptional team. That’s where you come in. As a Strategic HR Talent & Leadership Specialist, you’ll be the driving force behind our talent programmes, making sure senior figures are fully equipped to excel.

This is an exciting opportunity to design and develop MPS Talent & Leadership programmes. You’ll make sure senior leaders have the experience and skills to fulfil MPS goals, through expert support, interventions and training. You’ll also design assessments that help us evaluate leadership potential. It’s your chance not only to influence the Met at the highest level, but to join Strategic HR, which delivers our overall People Strategy. You’ll bring your expertise to this 45-strong team, working both within and outside your specialism.

An experienced HR professional with CIPD membership (or equivalent accreditation) or equivalent experience, you’ll have worked on Talent and Leadership programmes before. You’ve shaped strategies and designed processes, drawing on your knowledge of current talent management practice. This should cover leadership and development, and selection and engagement. You’re also a skilled project manager, with a proven ability to deliver change. Now you’re ready to use this expertise plus your collaborative approach to create an outstanding leadership team. One that can make a real difference to the Met and, ultimately, the people of London.   

To apply, please visit our website to download a role specific information pack and application form.

Completed applications must be returned by Friday 27th February 2015.

We view diversity as fundamental to our success. To tackle today’s complex policing challenges, we need a workforce made up from all ofLondon’s communities. Applications from across the community are therefore essential.

Apply now


View the original article here