Business

PAUL SPADARO - PRESIDENT USAIGC-IAIGC paul.spadaro@usaigc.com

 VIRUS NEWS & INFORMATION: DIFFICULT TIMES FOR ALL BUSINESS OWNERS. 
COMMUNICATE WITH YOUR PARENTS, STAFF, COACHES, & GYMNASTS
BUSINESS CLOSURE =LOSS OF INCOME, EMPLOYEE LAYOFFS & CREATES UNEMPLOYMENT.
BUSINESSES UNDER DISTRESS. BILLS TO BE PAID. 
REOPEN: FOLLOWING ALL SAFETY GUIDELINES. SANITIZE, SANITIZE, SANITIZE & SANITIZE!
CORONAVIRUS (COVID-19): Small Business Guidance & LoanS    
PREVENTION, SYMPTOMS AND FAQ https://www.cdc.gov/coronavirus/2019-ncov/prevent-getting-sick/how-covidspreads.html?
Resources https://www.sba.gov/page/coronavirus-covid-19-small-business-guidance-loan-resources
Interim Guidance for Businesses and Employers to Plan and Respond to Coronavirus Disease 2019 (COVID-19) FACTS ABOUT COVID-19 https://www.cdc.gov/coronavirus/2019-ncov/index.html
-CDC_AA_refVal=https%3A%2F%2Fwww.cdc.gov%2Fcoronavirus%2F2019-ncov%2Fabout%2Findex.html
-VIDEO: https://www.youtube.com/watch?v=m4gborCUztk&list=PLvrp9iOILTQatwnqm61jqFrsfUB4RKh6J&index=7&t=0s
-Coronavirus (COVID-19): Small Business Guidance & Loan Resourceshttps://www.sba.gov/page/coronavirus-covid-19-small-business-guidance-loan-resources4
FACTS ABOUT COVID-19
https://www.cdc.gov/coronavirus/2019-ncov/daily-life-coping/share-facts.html?CDC_AA_refVal=https%3A%2F%2Fwww.cdc.gov%2Fcoronavirus%2F2019-ncov%2Fsymptoms-testing%2Fshare-facts.html
INTERMIN GUIDANCE: Interim Guidance for Businesses and Employers to Plan and Respond to Coronavirus Disease 2019 (COVID-19)

PREVENTING STIGMA RELATED TO COVID-19 
https://www.cdc.gov/coronavirus/2019-ncov/daily-life-coping/reducing-stigma.html?CDC_AA_refVal=https%3A%2F%2Fwww.cdc.gov%2Fcoronavirus%2F2019-ncov%2Fsymptoms-testing%2Freducing-stigma.html
SHARE FACTS ABOUT COVID-19
https://www.cdc.gov/coronavirus/2019-ncov/daily-life-coping/share-facts.html?CDC_AA_refVal=https%3A%2F%2Fwww.cdc.gov%2Fcoronavirus%2F2019-ncov%2Fsymptoms-testing%2Fshare-facts.html
CDC CORONAVIRUS DISEASE 2019 (COVID-19) WEBPAGE
https://www.cdc.gov/coronavirus/2019-ncov/index.html
INFORMATION ON CORONAVIRUS DISEASE 2019 (COVID---PREVENTION, SYMPTOMS AND FAQ https://www.cdc.gov/coronavirus/2019-ncov/prevent-getting-sick/how-covidspreads.html?CDC_AA_refVal=https%3A%2F%2Fwww.cdc.gov%2Fcoronavirus%2F2019-ncov%2Fabout%2Findex.html
VIDEO: https://www.youtube.com/watch?v=m4gborCUztk&list=PLvrp9iOILTQatwnqm61jqFrsfUB4RKh6J&index=7&t=0s 

 -------------------------------------------------------------------------------------------------------------------------------
A CLUB OWNERS PRIMARY FUNCTION: : 
TEACHING GYMNASTIC SKILLS & OTHER COMPLIMENTARY ACTIVITIES.
A GOOD OWNER/LEADER WILL DO ANY OF THESE 5 THINGS
Engaged employees are 17% more productive and 21% more profitable. 
Engaged employees are your strongest asset. In times of disruption, this is even more true. 
Engaged employees consistently outperform their colleagues by solving new problems, innovating, and creating new customers. Engaged employees are 17% more productive and 21% more profitable. companies prioritize engaging employees to create sustained growth. Make sure you have a workforce that isn't distracted can be difficult to achieve, but it must be core to your business strategy to remain competitive.
Coronavirus age.
1. Maintain clear and consistent communication
During this time of upheaval, employees have more on their mind than day-to-day activities, which can cause them to lose focus. To keep them grounded at work, maintain a constant and open line of communication -- whether through regular updates over email or Slack, or semi-regular townhall meetings. This allows employees to keep productivity high and reassures them during an uncertain period.
2. Create connection with employees & parents Laurie Schultz, President & CEO of Galvanize, kept a CEO diary that she shared daily with employees for the first three months of the outbreak. In the diary, she detailed her perspective on the business landscape as well as anecdotes about how the outbreak was affecting her personally.For example, Schultz shared in one entry, "As terrible as this situation is, I do find myself feeling very bonded with the world as we unite together to do the right thing." Schultz said, "People want to feel safe and secure. Daily, authentic and human communication allows you to build trust -- reassuring people through regular check-ins -- rather than having them fill in the blanks."
3. Upskill your employees
Successful upskilling, or reskilling, focuses on innovation and is seen as both a technology and human capital investment. Mohamed Kande, PwC's U.S. and Global Advisory Leader, shared, "When it comes to innovation it can't come from just leadership, it comes from everybody."
A few key areas to upskill employees include relevant emerging technologies, investing platforms, and the cloud. "This enables companies to deliver a better digital experience to customers and ensure employees have the ability to use these newly-implemented platforms to drive true value," Kande said.
Kande also recommended looking into new technologies for training, like virtual reality, which was found to improve employee's confidence in new skills by 340%
4. Lead with empathy
Unhealthy stress can wreak havoc on everyone, inhibit productivity, and lead to detached employees. "When an employee is showing signs that they're struggling in some way, the best thing a manager can do is encourage them to discuss any fears or concerns, empathize with what they're experiencing and help them outline what needs to be done to address the challenges head-on," said Billie Hartless CHRO of Mitel. "This is what good humans do for each other and it strengthens the employee-manager relationship, which is essential to fostering long-term engagement and high performance," Hartless said. 
5. Redeploy your workforce to give customers more value
Redeploying your workforce is one way to engage employees. Yet you need to be strategic in how you do this. For instance, you should focus on redeploying employees to give more value to your customers.
Kande explained, "The first step is determining how value is defined for each customer." For instance, is value related to lower cost? Is it related to a more holistic set of services or better experience? When value is defined, decisions can be made to positively impact customers and deploy talent in areas that will drive change in specific areas and for the organization as a whole."
By following these tips to engage your workforce, you can improve the productivity and profitability of your organization. Though it can be tough with a distributed workforce, the key is to come back to providing consistent communication, improving manager engagement, and offering new opportunities to learn. And always remember to put your people before profit. As Schultz shared, "Our focus has been on employees first, customer retention second, and then financials on the belief that the first two will lead to success on the financial front."Here are a few ways to do it in the coronavirus age.  
NOT EASY RUNING A BUSINESSESPECIALLY A GYMNASTIC CLUB!DEFINITION: ENTERPOUR IQ. “A

PERSON WILLINGTO TAKE A RISK WITH MONEY TO MAKE
 MONEY”!
DO YOU HAVE WHAT IT TAKES?  
ANSWER THESE QUESTIONS: YES= 5 points, NEED HELP = 3 points, FOLLOW SOMEONE ELSE=  1 Point 
1. ARE YOU A SELF-STARTER?  2. DO YOU NEED HELP?  WOULD YOU RATHER FOLLOW THE LEAD?
2. ARE YOU A LEADER: YES. WITH HELP. NO.
3. CAN YOU & YOUR FAMILY LIVEE WITHOUT A REGULAR PAYMENT?  YES, RATHER NOTNO
4. COULD YOU FIRE SOMEONE WHO REALLY NEEDED THE JOB YOUR BUSINESS PROVIDED?
5.ARE YOU WILLING TO WORK 60 HOURS A WEEK? 7. ARE YOU SELF CONFIDENT?
6. CAN YOU LIVE WITH UNCERTAINLY? 9. CAN YOU STICK WITH IT? 
7. ARE YOU CREATIVE?   ARE YOU COMPETITIVE?
8. DO YOU HAVE THE WILL POWER & SELF-DISCIPLINE  NEEDED? 
9. ARE YOU INDIVIDUALISTIC OR GO ALONG WITH THE CROWD? 
10. CAN YOU LIVE WITHOUT STRUCTURE?  15. DO YOU AVE MANY BUSINESS SKILLS?
11. ARE YOU FLEXIBLE AND WILLING TO CHANGE COURSE WHEN THIGS ARE NOT GOING YOUR WAY? 
12. DO YOU HAVE EXPERIENCE IN THE BUSINESS YOU ARE THINKING OF STARTING? 
13. COULD YOUCOMPLETELY PERFORM MULTIPLE BUSINESS TASKS (accounting, sales, marketing, …..)
14. CAN YOU JUDGE MULTIPLE TASKS? 
15. ARE YOU WILLING TO HUSTLE FOR CLIENTS & CUSTOMERS? 
16.HOW DO YOU HANDLE PRESSURE? 
SCORING: 80-100  SCORING: YOU HAVE IT 60-79 NOT A NATURAL BUSINESS OWNER: 
BELOW 60: TRY WORKING FOR SOMEONE
INCOME STREAMS: 
GYMNASTIC LESSONS, PRE-SCHOOL GYMNASTICS CLASSES, EARLY CHILDHOOD MOVEMENT EDUCATION, 
WATTIOR/FITNESS PROGRAMS, CHEERLEADINF, COMPETITIVE GYMNASTICS AND TEAMS.  
THE SUCCESS OF ANY BUSINESS REVOLVES AROUND THREE Around COMPONENTS
-INCOME: money received for providing services and goods.
-EXPENSES: the costs incurred in providing those services and goods.
-PROFITS: the financial gain that is the difference between the amount earned and the amount spent in buying, operating, producing or providing something. 
BUSINESS OWNERS must create a Value Driven BusinessValue is what drives every successful business.
You must define the value of your business, as well as your Business Goals and Objectives.
Being a Club Owner is not a part time Job.  Your major responsibilities is the operation and organization of your business, managing your employees and dealing with your clients! Ownership is about priorities and sound business practices. For a Business to succeed it MUST have an Intelligent Business Plan that will create a profit yielding business! A Business cannot run on love alone. Your passion is important but it's all about income and expenses. 
It's ALL Business! The primary function of the USAIGC & IAIGC is to support our Gymnastic Owners by developing strong, successful Businesses Practices, Income Streams, Educational Programs and an International Competitive Program. The USAIGC/IAIGC was created to support our Club Owners develop the necessary tools to succeed.
Club Owners must establish: Sound Business Practices, Educational Planning, Staff Education, Lesson Plans, Professional Development, Workshops, understanding Child Development, Motor Skills and the Skills associated with teaching. Pre-School children that have educational value.  
As an Independent Club Owners Association, Our Club Owners must work together in developing strong healthy business models. WE must build our Gymnastic base together. The mentality of trying to put another club out of business is senseless. Good businesses survive. Bad businesses fail. Collectively we ALL can increase our businesses by providing “strong educationally sound programs” that have value for our students and provide a meaningful educational experience. This is what will "grow" your business.
Student Retention Rate is the success of any Gymnastic Club/School. As an Owner, YOU and YOUR Staff must conduct worthwhile educational programs that will impact the overall physical and mental development of your students. This is the value of service you provideYou teach more that "just gymnastic skills". As a Club Owner I felt that my Staff's teaching was not just about skills! It was about life's most important lesson; Learning howv to handle success and failure! How To Accomplishing a task.
The USAIGC-IAIGC has a group of very Successful Professional Club Owners who are doing great things inside their Gymnastic Schools.  WE, as a USAIGC-IAIGC Family must come together and learn from one another and help grow your businesses collectively. Strong businesses that are built on Strong Business Practices and driven by Value succeed! The Class student is your key to financial success. Let’s grow our Businesses and our Sport together together.  Have a very successful year! Paul.

A GOOD OWNER/LEADERWILL DO ANY OF THESE 5 THINGS
Engaged employees are 17% more productive and 21% more profitable. 
Engaged employees are your strongest asset. In times of disruption, this is even more true. Engaged employees consistently outperform their colleagues by solving new problems, innovating, and creating new customers. Engaged employees are 17% more productive and 21% more profitable. companies prioritize engaging employees to create sustained growth. Make sure you have a workforce that isn't distracted can be difficult to achieve, but it must be core to your business strategy to remain competitive.
Here are a few ways to do it in the coronavirus age.
1. Maintain clear and consistent communication
During this time of upheaval, employees have more on their mind than day-to-day activities, which can cause them to lose focus. To keep them grounded at work, maintain a constant and open line of communication -- whether through regular updates over email or Slack, or semi-regular townhall meetings. This allows employees to keep productivity high and reassures them during an uncertain period.
2. Create connection with employees & parents Laurie Schultz, President & CEO of Galvanize, kept a CEO diary that she shared daily with employees for the first three months of the outbreak. In the diary, she detailed her perspective on the business landscape as well as anecdotes about how the outbreak was affecting her personally.For example, Schultz shared in one entry, "As terrible as this situation is, I do find myself feeling very bonded with the world as we unite together to do the right thing." Schultz said, "People want to feel safe and secure. Daily, authentic and human communication allows you to build trust -- reassuring people through regular check-ins -- rather than having them fill in the blanks."
3. Upskill your employees
Successful upskilling, or reskilling, focuses on innovation and is seen as both a technology and human capital investment. Mohamed Kande, PwC's U.S. and Global Advisory Leader, shared, "When it comes to innovation it can't come from just leadership, it comes from everybody."
A few key areas to upskill employees include relevant emerging technologies, investing platforms, and the cloud. "This enables companies to deliver a better digital experience to customers and ensure employees have the ability to use these newly-implemented platforms to drive true value," Kande said.
Kande also recommended looking into new technologies for training, like virtual reality, which was found to improve employee's confidence in new skills by 340%
4. Lead with empathy
Unhealthy stress can wreak havoc on everyone, inhibit productivity, and lead to detached employees. "When an employee is showing signs that they're struggling in some way, the best thing a manager can do is encourage them to discuss any fears or concerns, empathize with what they're experiencing and help them outline what needs to be done to address the challenges head-on," said Billie Hartless CHRO of Mitel. "This is what good humans do for each other and it strengthens the employee-manager relationship, which is essential to fostering long-term engagement and high performance," Hartless said. 
5. Redeploy your workforce to give customers more value
Redeploying your workforce is one way to engage employees. Yet you need to be strategic in how you do this. For instance, you should focus on redeploying employees to give more value to your customers.
Kande explained, "The first step is determining how value is defined for each customer." For instance, is value related to lower cost? Is it related to a more holistic set of services or better experience? When value is defined, decisions can be made to positively impact customers and deploy talent in areas that will drive change in specific areas and for the organization as a whole."
By following these tips to engage your workforce, you can improve the productivity and profitability of your organization. Though it can be tough with a distributed workforce, the key is to come back to providing consistent communication, improving manager engagement, and offering new opportunities to learn. And always remember to put your people before profit. As Schultz shared, "Our focus has been on employees first, customer retention second, and then financials on the belief that the first two will lead to success on the financial front."Here are a few ways to do it in the coronavirus age.

-------------------------------------------------------------------------------------------------------------------------  
ITS NOT EASY RUNING A BUSINESS, ESPECIALLY A GYMNASTIC CLUB!
DEFINITION: ENTERPOUR IQ. “A PERSON WILLINGTO TAKE A RISK WITH MONEY TO MAKE MONEY”!
DO YOU HAVE WHAT IT TAKES?  
ANSWER THESE QUESTIONS: YES= 5 points, NEED HELP = 3 points, FOLLOW SOMEONE ELSE=  1 Point 
1. ARE YOU A SELF-STARTER?  2. DO YOU NEED HELP?  WOULD YOU RATHER FOLLOW THE LEAD?
2. ARE YOU A LEADER: YES. WITH HELP. NO.
3. CAN YOU & YOUR FAMILY LIVEE WITHOUT A REGULAR PAYMENT?  YES, RATHER NOTNO
4. COULD YOU FIRE SOMEONE WHO REALLY NEEDED THE JOB YOUR BUSINESS PROVIDED?
5.ARE YOU WILLING TO WORK 60 HOURS A WEEK? 7. ARE YOU SELF CONFIDENT?
6. CAN YOU LIVE WITH UNCERTAINLY? 9. CAN YOU STICK WITH IT? 
7. ARE YOU CREATIVE?   11. ARE YOU COMPETITIVE?
8. DO YOU HAVE THE WILL POWER & SELF-DISCIPLINE  NEEDED? 
9. ARE YOU INDIVIDUALISTIC OR GO ALONG WITH THE CROWD? 
10. CAN YOU LIVE WITHOUT STRUCTURE?  15. DO YOU AVE MANY BUSINESS SKILLS?
11. ARE YOU FLEXIBLE AND WILLING TO CHANGE COURSE WHEN THIGS ARE NOT GOING YOUR WAY? 
12. DO YOU HAVE EXPERIENCE IN THE BUSINESS YOU ARE THINKING OF STARTING? 
13. COULD YOUCOMPLETELY PERFORM MULTIPLE BUSINESS TASKS (accounting, sales, marketing, …..)
14. CAN YOU JUDGE MULTIPLE TASKS? 
15. ARE YOU WILLING TO HUSTLE FOR CLIENTS & CUSTOMERS? 
16.HOW DO YOU HANDLE PRESSURE? 
SCORING: 80-100  SCORING: YOU HAVE IT 60-79 NOT A NATURAL BUSINESS OWNER: 
BELOW 60: TRY WORKING FOR SOMEONE
-------------------------------------------------------------------------------------------------------------------------
What Are Your Income steams? Gymnastic Lessons, Pre-School Gymnastic Classes, Early Childhood Movement Education, Warrior/Fitness Programs, Cheerleading, Competitive Gymnastics and Gymnastic Teams.
The Success of Any Business Revolves Around Three Components: 
-INCOME: money received for providing services and goods.
-EXPENSES: the costs incurred in providing those services and goods.
-PROFITS: the financial gain that is the difference between the amount earned and the amount spent in buying, operating, producing or providing something. 
BUSINESS OWNERS must create a Value Driven Business. Value is what drives every successful business.
You must define the value of your business, as well as your Business Goals and Objectives.
Being a Club Owner is not a part time Job.  Your major responsibilities is the operation and organization of your business, managing your employees and dealing with your clients! Ownership is about priorities and sound business practices. For a Business to succeed it MUST have an Intelligent Business Plan that will create a profit yielding business! A Business cannot run on love alone. Your passion is important but it's all about income and expenses. 
It's ALL Business! The primary function of the USAIGC & IAIGC is to support our Gymnastic Owners by developing strong, successful Businesses Practices, Income Streams, Educational Programs and an International Competitive Program. The USAIGC/IAIGC was created to support our Club Owners develop the necessary tools to succeed.
Club Owners must establish: Sound Business Practices, Educational Planning, Staff Education, Lesson Plans, Professional Development, Workshops, understanding Child Development, Motor Skills and the Skills associated with teaching. Pre-School children that have educational value.  
As an Independent Club Owners Association, Our Club Owners must work together in developing strong healthy business models. WE must build our Gymnastic base together. The mentality of trying to put another club out of business is senseless. Good businesses survive. Bad businesses fail. Collectively we ALL can increase our businesses by providing “strong educationally sound programs” that have value for our students and provide a meaningful educational experience. This is what will "grow" your business.
Student Retention Rate is the success of any Gymnastic Club/School. As an Owner, YOU and YOUR Staff must conduct worthwhile educational programs that will impact the overall physical and mental development of your students. This is the value of service you provide. You teach more that "just gymnastic skills". As a Club Owner I felt that my Staff's teaching was not just about skills! It was about life's most important lesson; Learning howv to handle success and failure! How To Accomplishing a task.
The USAIGC-IAIGC has a group of very Successful Professional Club Owners who are doing great things inside their Gymnastic Schools.  WE, as a USAIGC-IAIGC Family must come together and learn from one another and help grow your businesses collectively. Strong businesses that are built on Strong Business Practices and driven by Value succeed! The Class student is your key to financial success. Let’s grow our Businesses and our Sport together together.  Have a very successful year! Paul



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Contact

Paul Spadaro - USAIGC President
450 North End Avenue - Suite 20F
New York, NY 10282
fax: 212.227.9793
email: paul.spadaro@usaigc.com

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