101 Gymnastics
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GYMNASTICS ARTICLES Skills List for Two Year Olds Skills List for Four Year Olds Skills List for Five Year Olds Vault Complex Bars Complex Balance Beam Complex Floor Exercise Complex Boys Skills List Twisting Drills Giants Drills Guidelines for Infants and Toddlers Risk Management Audits Safety Concerns for Gymnastics Teachers Employer Risk Management Ergonomics for Gymnastics Coaches Advantages of Professional Membership and Networking Benefits of Gymnastics Branding your Gym Conflict Resolution Steps Dealing with the Media Dealing with the Media in a Crisis The Coaches Role in Developing Assets in Youth Effective Leadership Checklist Giving Feedback Checklist Guide to Facilitating Focus Group Meetings Improving Operations Checklist Mentorship in Gymnastics Organizations Organizational Leadership Parental Involvement Policies and Procedures that WORK Positive Coaching a Competitive Athlete Rewarding your Staff SportParent Handout Tantrums The Role of Gymnastics Parents What We Really Do Gymnastic Discussions Gymnastics Discussion 1 Gymnastics Discussion 2 Gymnastics Discussion 3 Gymnastics Discussion 4 TIPS FOR GYMNASTIC PARENTS Tips For Gymnastics Parents 1 Tips For Gymnastics Parents 2 Tips For Gymnastics Parents 3 Tips For Gymnastics Parents 4 Bonus Tip For Gymnastics Parents 101 Gymnastics Home
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Giving Feedback Checklist o Focus on the BEHAVIOR rather than the person o Focus on ACTUAL EXPERIENCES rather than judgment o Focus on SHARING INFORMATION rather than giving advice o Focus on TIME AND PLACE specifics o Focus on the AMOUNT OF INFORMATION the employee can receive o Focus on ALTERNATIVES rather than single answers o Focus the feedback on the VALUE TO THE RECEIVER rather than on the relief it provides for the sender o Set up a TWO-WAY COMMUNICATION process o GET COMMITMENT to a resolution T.E.L.L. Model of Giving Feedback · TELL them, specifically, about the exact behavior you want repeated or is problematic (and therefore, to be corrected). Be objective and beware of taking a position about your observations. · EXPLAIN what results or implications are created by their actions either negative or positive. Do not blame of attack (use "I" statements) · LISTEN to their ideas for correcting the problem. Solicit their "buy-in" and be prepared to negotiate to an agreeable solution. · LET them know what positive or negative consequences will occur if the problem is corrected or not. Indicate payoffs, penalties, rewards, or punishments for accepting or rejecting the solutions for change. Avoid threatening or making commitments you cannot fulfill. Written by Michael Taylor - www.gym.net |
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