Business

PAUL SPADARO - PRESIDENT USAIGC-IAIGC paul.spadaro@usaigc.com
ITS NOT  ABOUT COMPETITION! 
IGC BUSINESS INFORMCLUB OWNERS "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 As an Independent Club Owners Association: Our Club Owners must work together in developing strong healthyBusiness models. WE must build our 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.
 PRIMARY FUNCTION OF IGC: Support our Gymnastic Club Owners By Developing Strong Successful
Business Educational Programs and an International Program.USAIGC/IAIGC Was Created to Support Our Club Owners And To Develop The Necessary Tools WITH Business Educational Programs and an International Competitive Program.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 than "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 how to handle success and failure! How To Accomplishing a task.
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 than "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 how to handle success and failure! How To Accomplishing a task. As a USAIGC-IAIGC Family Member WE 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. The Class student is your key to financial success.
Let’s grow our Businesses and our Sport together  
A Good A Leader/OWNER  Will DO Any of These 5 Things
1.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 out perform 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.
2. 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 town hall meetings. This allows employees to keep productivity high and reassures them during an uncertain period. Connect  with employees & parents and detail 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. "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," Look into new technologies for training, like virtual reality, which was found to improve employees  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 Heartless 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," Heartless said. Redeploy your workforce to give customers more value
5. 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.
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." A Good A 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. 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. Up-skill your employees Successful up-skilling, or re-skilling, focuses on innovation and is seen as both a technology and human capital investment. "When it comes to innovation it can't come from just leadership, it comes from everybody." A few key areas to up-skill 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, Look into new technologies for training, like virtual reality, which was found to improve employees confidence in new skills by 340%.  
4. Lead with empath 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 Heartless 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, 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.  "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."
What Should Merit Raises Be Based On? Justification for a merit increase is important because of the financial investment the pay increase represents.  Merit increases can have a significant impact on an organization’s payroll cost over the span of perhaps decades that an employee works for an organization.
For example, let’s say you have two employees and each makes $10 per hour.  Employee A receives a merit increase of 2% and employee B receives a 5% pay increase.  The 2% increase is equivalent to $416 for the year and 5% equals $1040 for the year – more than double.  Multiply that times ten years and the employee who receives the higher increase will cost the organization much more over that ten year period of time. Now let’s say employee A gets 2% a year every year for ten years and the employee B gets 5% every year for ten years and this is what it looks like:
As you can see employee B, who received the 5% increases over the course of ten years, cost the organization $42,392 more than employee A.  Now do the math for the higher earners in your organization and the difference can be staggering.  This is why it is so important to have a structured performance management  process that helps to control costs and justifies merit increases for those employees who perform well.
Managing employee performance  can help to control biases associated with managing employees and provides the
framework for rewarding strong performers while identifying poor performers.
MERIT PAY INCREASE BASED ON: performance appraisal document is a key tool used in assessing performance.  When employees are scored on dimensions of performance, and those scores are tied to percentage increases, good performers get rewarded with a higher percentage of the pot.
Scoring the performance appraisal  form  and then tying the scores to raise distribution is an objective way to ensure your best performers are receiving a higher percentage of allocated raise dollars.
Ok, let’s look at the performance appraisal document again and see the dimension scores and look at this example:
Let’s say there are 7 dimensions that are being scored and for dimension one the employee received a score of 3, dimension two a score of 3, dimension three a score of 4, and so on.
Dimension one       Score = 3          Dimension two        Score = 3
Dimension three     Score = 4          Dimension four       Score = 3
Dimension five       Score = 5           Dimension six         Score = 3
Dimension Seven    Score = 4    Total score =   25
What you want to do is total the scores.  In this particular example if you add up the dimension scores you get a total score of 25 out of a possible 35 (7 dimensions X 5 points).
Now if you take that score of 25 and divide it by 7 (the number of dimensions) you get an average score of 3.5 – (25/7 = 3.5).   This is the score that will determine the employee’s percentage merit increase.  Next, you want to do this on all of your employees and come up with a list of average scores.
Ok we’ve got the scores but how do you tie those scores to raises? Let’s go through an example.  Let’s say (for the sake of easy math) that you have:
-11 employees each making $10/hour
-you budgeted 3.5%  for raises which generates a pool of merit increase dollars of $8,008 (.035X$228,800). The $228,800 comes from 11 employees X 2080 hours X $10/hour = a salary budget of $228,800.
Lets also say that you have determined that the average performance appraisal scores (3.0) will receive a 3.5% increase – and those scoring below average will receive less, those scoring above will receive more.
Now let’s look at what this might look like: As you can see from the example below, there are 11 employees listed, a,b,c,etc.  The next column shows their average scores as well as an overall average score for all employees.  Now in the next column, you can see the percent increase that was awarded to each employee based on the predetermined criteria. Some employees received as low as 2% increase and the higher performers received as high as 4.5% increase which translates into a raise of $416 for the poor performers but more than twice as much, $936 for the higher performing employees.  
Now if you total what all of these increases add up to, you’ll see that these pay increases will cost the organization $8,008 which ends up being exactly what was budgeted  -$8008.
This is an oversimplified example to demonstrate how this can be done.  Obviously when there are dozens or even hundreds of employees this scenario would look much different. It is common for larger organizations to allocate the raise percentages to the individual department and allow managers to award raises specifically to their own area. Another thing to remember is the importance of organizational culture and communicating organizational culture and    clearly with all employees about their raise increases. The higher performers should be aware that they received a higher percentage but the lower performers should also be told that they received less because of their performance scores.  This should serve as an encouragement for the good performers and possibly a wake-up call for the under performers .And lastly, it doesn’t matter how high the raise percentage is, most employees don’t think it’s enough and that is just something you need to be aware of and not get overly concerned with.  Statistics show most people don’t think they are paid for what they think they are worth and that organizations have unlimited resources for salaries – we know that’s not true
Advantages and Disadvantages of Performance Appraisals Employees, as well as managers, often question why organizations do employee performance appraisals. Anyone who has ever been on the receiving end of a performance appraisal could argue why they perceive it to be ineffective and a complete waste of time. Employees often feel unjustly assessed, and managers often go through a forced annual process to comply with job expectations. This doesn’t make it easy for either party.WHAT hat exactly is a performance appraisal?
A performance appraisal is an evaluation done on an employee’s job performance over a specific period of time. It is the equivalent of a report card on an employee and how their manager assessed their performance over the prior year. Anyone who has worked in more than one department or at more than one organization can attest to the fact that not all performance appraisal processes are the same. The varying systems and processes are all over the map. Unfortunately, some are done so poorly that they are not only designed to fail, but also to create a negative experience for both the manager as well as the employee.
So why do organizations do performance appraisals?
There are many varying opinions on the subject of performance appraisals and why they are done.
Some organizations do performance appraisals because they feel obligated to do them – because everyone else does. Other organizations do performance appraisals to make sure they have a piece of paper in the employee’s file – in case they ever need to do corrective action  
A Good A Leader/OWNER  Will DO Any of These 5 Thing 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.
-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 town hall meetings. This allows employees to keep productivity high and reassures them during an uncertain period. Connect  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. 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 up skill 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," Also recommended looking into new technologies for training, like virtual reality, which was found to improve employees 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 Mitll . "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," Heartless said. 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.
"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." A Good A Leader Will DO Any of These 5 Things: Engaged employees are 17% more productive and 21% more profitable. Engaged employees consistently  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 town hall 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. Up-skill your employees Successful up-skilling, or re-skilling, focuses on innovation and is seen as both a technology and human capital investment. 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 up-skill 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 also recommended looking into new technologies for training, like virtual reality, which was found to improve employees confidence in new skills by 340%  
4. Lead with empath 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,". 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. "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."
What Should Merit Raises Be Based On? Justification for a merit increase is important because of the financial investment the pay increase represents.  Merit increases can have a significant impact on an organization’s payroll cost over the span of perhaps decades that an employee works for an organization. For example, let’s say you have two employees and each makes $10 per hour.  Employee A receives a merit increase of 2% and employee B receives a 5% pay increase.  The 2% increase is equivalent to $416 for the year and 5% equals $1040 for the year – more than double.  Multiply that times ten years and the employee who receives the higher increase will cost the organization much more over that ten year period of time. Now let’s say employee A gets 2% a year every year for ten years and the employee B gets 5% every year for ten years and this is what it looks like:
As you can see employee B, who received the 5% increases over the course of ten years, cost the organization $42,392 more than employee A.  Now do the math for the higher earners in your organization and the difference can be staggering.  This is why it is so important to have a structured performance management  process that helps to control costs and justifies merit increases for those employees who perform well.
Managing employee performance can help to control biases associated with managing employees and provides the
framework for rewarding strong performers while identifying poor performers.
MERIT RAISES BASED ON: A performance appraisal document is a key tool used in assessing performance.  When employees are scored on dimensions of performance, and those scores are tied to percentage increases, good performers get rewarded with a higher percentage of the pot. Scoring the performance appraisal FORM and then tying the scores to raise distribution is an objective way to ensure your best performers are receiving a higher percentage of allocated raise dollars. Ok, let’s look at the performance appraisal document again and see the dimension scores and look at this example:
Let’s say there are 7 dimensions that are being scored and for dimension one the employee received a score of 3, dimension two a score of 3, dimension three a score of 4, and so on.
Dimension one         Score = 3          Dimension two         Score = 3
Dimension three      Score = 4           Dimension four        Score = 3
Dimension five         Score = 5           Dimension six         Score = 3
Dimension Seven     Score =          Total score =   25
What you want to do is total the scores.  In this particular example if you add up the dimension scores you get a total score of 25 out of a possible 35 (7 dimensions X 5 points). Now if you take that score of 25 and divide it by 7 (the number of dimensions) you get an average score of 3.5 – (25/7 = 3.5).   This is the score that will determine the employee’s percentage merit increase.  Next, you want to do this on all of your employees and come up with a list of average scores.
Ok we’ve got the scores but how do you tie those scores to raises? Let’s go through an example.  Let’s say (for the sake of easy math) that you have:
-11 employees each making $10/hour
-you budgeted 3.5%  for raises which generates a pool of merit increase dollars of $8,008 (.035X$228,800). The $228,800 comes from 11 employees X 2080 hours X $10/hour = a salary budget of $228,800.
Now lets also say that you have determined that the average performance appraisal scores (3.0) will receive a 3.5% increase – and those scoring below average will receive less, those scoring above will receive more.
Now let’s look at what this might look like: As you can see from the example below, there are 11 employees listed, a, b, c, etc.  The next column shows their average scores as well as an overall average score for all employees.  Now in the next column, you can see the percent increase that was awarded to each employee based on the predetermined criteria. Some employees received as low as 2% increase and the higher performers received as high as 4.5% increase which translates into a raise of $416 for the poor performers but more than twice as much, $936 for the higher performing employees.  
Now if you total what all of these increases add up to, you’ll see that these pay increases will cost the organization $8,008 which ends up being exactly what was budgeted  -$8008.
This is an oversimplified example to demonstrate how this can be done.  Obviously when there are dozens or even hundreds of employees this scenario would look much different. It is common for larger organizations to allocate the raise percentages to the individual department and allow managers to award raises specifically to their own area. Another thing to remember is the importance of organizational culture and communicating clearly with all employees about their raise increases. The higher performers should be aware that they received a higher percentage but the lower performers should also be told that they received less because of their performance scores.  This should serve as an encouragement for the good performers and possibly a wake-up call for the under performers .And lastly, it doesn’t matter how high the raise percentage is, most employees don’t think it’s enough and that is just something you need to be aware of and not get overly concerned with.  Statistics show most people don’t think they are paid for what they think they are worth and that organizations have unlimited resources for salaries – we know that’s not true
Advantages and Disadvantages of Performance Appraisals
Employees, as well as managers, often question why organizations do employee performance appraisals  
Anyone who has ever been on the receiving end of a performance appraisal could argue why they perceive it to be ineffective and a complete waste of time. Employees often feel unjustly assessed, and managers often go through a forced annual process to comply with job expectations. This doesn’t make it easy for either party.
So what exactly is a performance appraisal?
A performance appraisal is an evaluation done on an employee’s job performance over a specific period of time. It is the equivalent of a report card on an employee and how their manager assessed their performance over the prior year. Anyone who has worked in more than one department or at more than one organization can attest to the fact that not all performance appraisal processes are the same. The varying systems and processes are all over the map. Unfortunately, some are done so poorly that they are not only designed to fail, but also to create a negative experience for both the manager as well as the employee.
So why do organizations do performance appraisals?
There are many varying opinions on the subject of performance appraisals and why they are done.
Some organizations do performance appraisals because they feel obligated to do them – because everyone else does. Other organizations do performance appraisals to make sure they have a piece of paper in the employee’s file – in case they ever need to do corrective action  
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 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. 
TAXES: Get a handle on Taxes. We all hate to do them but you should know what it’s all about. Even using an Accountant. TAX BASICS: the amount that you or your business  will pay in annual taxes depends on several factors: The legal form of your business, how much money it made during the year, what your expenses were, how sharp your accountant is and how much money you personally know ab0ut t the tax system.   
DEDUCTIONS:  You can deduct "ordinary and necessary" business expenses to reduce your taxable income:
travel, inventory, labor costs ARE THEIR LOOPHOLES:ENTERTAINMENT EXPENSES: 50%- any activity that relates to your Business. Keep Good Records  and Receipts and be able to provide that the expenses was actually related to the Business. Also Write Whom You Were With On The  Receipt Before Filing It Away. TRAVEL, AUTOMOBILE, BUSINESS LOSES,  The Necessary Tools For Club Owners To Succeed Is BY Developing Strong, Successful Business Practices, Income Streams, Educational Programs & OUR International Competitive Gymnastic Program which should help gymnasts select an IGC Club. A Club Owners Association that provides an opportunity to compete around the World with one set of competitive rules & policies. Educational Planning: Staff ,Lesson Plans, Professional Development, Workshops. A staff that Understands Child Development, Motor Skills, Any skills associated with Pre-School Children that Have Educational Value
IMPROVE YOUR CASH FLOW Cash Flow is nothing more than the net result of the money that comes into your organization less the money that goes out. The less money that goes out, the better your cash flow.Each Of These Suggestions Below Will Help You Better Manage Your Money.
-Manage Your Accounts Receivable
If you are not keeping a close eye on your accounts receivable, you’re missing a terrific opportunity to improve your cash flow and the health of your business. No matter how much you love your customers – and businesses do love their customers, some of them invariably don’t understand how important it is that you they pay their bills on time. A day or two late usually isn’t a big deal. A month or two always is a big deal. As soon as customers get in the habit of paying latte, getting them to pay on time can be almost impossible. You must identify your late payers as soon as you can and then take steps to get them to pay promptly.
Spell Out All Payment Policies so Parents Fully Understand them and Include your
Refund Policies: Late Payments , Makeups, ……………………………
Give Payment Discounts For Payment in Full For: ½ OR Term Full Semester. Something that the parent feels is a GOOD DEAL! NO REFUNDS on Semester Programs. Remember Follow Up On Late Payments.
By Note. By E-Mail or Snail Mail Or Phone. Do Not Let A Parent Go Longer Than 30 Days – IF That Long. 
Keep Track Of Expenses: Reduce The Amount Of Money That Flows Out Of Your Organization By Managing Your Expenses. Spend Money When You Absolutely Have To. Sometimes New Purchases Can Be Held Off.
Do You Project Cash Inflows and match them with your cash Outflows. 
Project Cash Inflow With Cash Outflow.
Spend Money You Absolutely Have To. Protect Cash Inflows To Match With Outflows.
Spend Money Only When You Have To And Match That Up With Your Cash Outflows.=
Amount Of Your Income Stream Determines Payments.
MANAGING YOUR ACCOUNTS RECEIVABLE  
If you are not keeping a close eye on your accounts receivable, you’re missing a terrific opportunity to improve your cash flow and the health of your business. No matter how much you love your customers – and businesses do love their customers, some of them invariably don’t understand how important it is that they pay their bills on time. A day or two late usually isn’t a big deal. A month or two always is a big deal. As soon as customers get in the habit of paying late, getting them to pay on time can be almost impossible. You must identify your late payers as soon as you can and then take steps to get them to pay promptly.
Spell Out All Payment Policies So Parents Fully Understand them. 
Include REFUND POLICIES, LATE PAYMENTS, MAKEUPS
Give Payment Discounts For in Full  or Half Term Semester Payments. Give Something that the parent feel is a GOOD DEAL! 
NO REFUNDS on Semester Programs. 
Follow Up On Late Payments With Note, E-Mail, Snail Mail or Phone. 
Do Not Let A Parent Go Longer Than 30 Days – IF That Long. 
KEEP TRACK OF EXPENSES
Reduce The Amount Of Money That Flows Out Of Your Organization By Managing Your Expenses. Spend Money When You Absolutely Have To. Sometimes New Purchases Can Be Held Off. 
Do You Project Cash Inflows And Match Them With Your Cash Outflows? Project Cash Inflow With Cash Outflow? 
You MUST Protect Cash Inflows To Match With Outflows. 
Spend Money Only When You Have To Match That Up With Your Cash Outflows. 
The Amount Of Your Income Stream Determines Payments

 

 



Our Partners

  • Masterson Insurance Agency, Inc
  • A-1 AWARDS
  • Corporate Intelligence Consultants
  • AAI - USAIGC's OFFICIAL EQUIPMENT SUPPLIER
  • ALLGYMNASTICS.COM
Verify Athlete

Contact

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

Get the latest updates on your favorite social networks.

100% Safe Clubs!

100% Safe Club Directory