by Natalie Keller Reinert

The U.S., Canada and Great Britain together now boast more than 300 special needs cheer teams, giving children and adults with intellectual disabilities the opportunity to shine on the mat. Hailed by parents and researchers alike as a transformative experience for kids who might feel socially cut-off from the rest of the world, cheerleading can bestow confidence, pride and friendship upon its participants.

Starting a special needs team at your gym, however, is not an overnight decision. There are many things that should be considered before you throw open your doors and announce your new team’s tryouts. Do you have the time to promote a special needs team? Do you know where to outreach to find athletes? How will you arrange fees and coaching? Is your insurance adequate?

CBN spoke with the vice chairman emeritus of the USASF special needs committee, Bill Presson, who was involved in the creation of the first special needs team, the Kentucky Elite Showcats and then went onto coach the Bows and Arrows at ACE Allstars of Alabama, to find out what questions gym owners should ask themselves before starting a special needs team.

How do I get started?

Special needs teams don’t just spring up overnight. In reality, it can take years for a team to catch on in the community. The amount of work that goes into fielding a full squad can come as a surprise to most gym owners.

“When people announce their special needs program, they’re typically enthusiastic and expect to be overrun, but that’s not the way it happens,” explains Presson. “You may get a turn-out of four or five people in the beginning.”

It takes active promotion and marketing to recruit potential athletes to your new program. Flyers, ads in community newspapers and press releases to your home state’s Special Olympics are effective ways to get the word out about your new team. But your greatest resource might be in your own gym. “If you have a large gym, odds are your athletes in your gym already have siblings with special needs, and typically they’re a part of support groups,” says Presson. Getting your athletes enthusiastic about a special needs team can spread the word more effectively than any other advertising.

Planning to be competitive? Special needs teams are becoming a regular part of the competition scene, and they’re always in demand for exhibition performances. Some state’s Special Olympic organizations also offer cheerleading as one of their events.

Who are special needs athletes?

Taking its cue from the Special Olympics guidelines, the USASF defines special needs as athletes with an intellectual disability, “characterized by an impairment of skills and overall intelligence…or a cognitive delay.” Participants in a special needs team often represent a wide spectrum of developmental disabilities.

“These teams are primarily intended for people that are physically capable,” Presson explains. “A gym should require a physical exam and a note from a doctor advising their limitations. You need to know what the participant can and cannot do. Someone may have a heart issue, or have had surgery that creates an issue around a certain part of the body.”

Occasionally, Presson says, parents or guardians may not wish to disclose medical information. However, this is a necessity for the safety and health of the participant, and should be a requirement of any program. It’s important for parents to be willing to work closely with a team’s coach, as ultimately they are the source of knowledge for how to handle the athlete’s special needs, whether mental (such as a child who shuts down when frustrated) or physical (such as a child who’s unable to sustain pressure or blows to a certain body part due to a past surgery). Parents who are reluctant to comply with medical requirements for the special needs program, while rare, may not be prepared for the commitment required for their child to be a member of the squad.

Presson recommends talking one-on-one with the parent or guardian of each potential athlete to determine their specific health concerns. “Some gyms have comprehensive checklists on behavior or physical needs to give to parents,” he notes. While this list isn’t necessary, it is an effective way of covering all possible risks. A sample parent questionnaire would run the gamut, from the spinal stability of a person with down syndrome to the preferred communication method of non-verbal participants.

How much should I charge?

Every program is different, and this includes their financial situations. While some programs can be offered for free, others may have a monthly charge or a regular season-long fee. It’s important to be honest about how much money running a team will actually cost the gym, and organize your fee schedule accordingly.

“Some gyms want to pay for everything,” Presson says. “Others, like ACE, do charge a monthly fee, to help cover the hard dollar costs of using the floor, etc.” ACE’s $25 a month fee helps with the administrative costs of providing space, scheduling and other incidentals to the team, and, Presson notes, it adds a sense of responsibility to get to practice. “People tend to appreciate something more if they’re paying for it. Sometimes when it’s free, people just don’t get to practice, and shrug it off,” he says.

Presson offers this reminder: Although many families with special needs members have higher than average medical costs, gym owners shouldn’t assume every participant needs charity. Financial aid can be assessed on a case-by-case basis, and arranging fundraisers to help out families who can’t afford the gym fees can be a great team-building event for the entire organization.

What sort of coaching staff will I need?

Typically, volunteers coach special needs teams. “The coach needs to know cheerleading,” Presson stresses. “And you need someone who knows special education as well, but they don’t necessarily have to be the same person.”

A volunteer, possibly a parent of one of the athletes, who has experience working in a special needs environment, should be on hand to assist the coaches. While they might not know anything about cheerleading, they’re there to assist in case any behavioral problems arise.

There’s no magic number for how many volunteers are necessary to run a practice. It all depends on the age and requirements of the team members. Presson recalls that when he and Mary Fehrenbach were coaching the Kentucky Elite Showcats, “There were times when someone couldn’t make it, and just one of us coached the team.” They managed with just one coach because most of the team members were adults, over the age of 21. “However, if all your athletes are nine or ten years old, you’re going to need more help,” says Presson.

Presson suggests recruiting older athletes from your other teams to assist, as well.

Students can be assigned as spotters to individual participants to make sure everyone’s safe and given proper attention.

What are the legal requirements?

When it comes to certifications, Presson feels that coaches should be USASF accredited when working with any team. While there is no USASF special needs certification yet, if teams choose to compete with their state Special Olympics (though only a few states offer cheerleading), coaches will need to attend Special Olympics orientations.

It’s important to check your insurance policy before you start any special needs programs. There are some policies that specifically exclude special needs athletes from gym coverage. Operating a special needs team under one of these policies could put your entire business at risk. But there are alternatives: The USASF insurance policy, amongst other private plans, does cover special needs programs.

Putting together a special needs program requires just as much analysis and planning as any other business venture, but the rewards for the entire program can more than make up for the hard work. “I can tell you from personal experience with teams at two very different gyms: The results are uniformly positive and all-star cheerleading makes a tremendous difference in the athletes’ lives,” Presson says. “It builds teamwork, confidence, commitment, pride, leadership, fitness and fun. It will also make a huge difference for the rest of the gym.”

By Brianne Carlon

The editorial staff of Cheer Biz News and American Cheerleader have the honor of selecting the winners of the Top U.S. Small Gym of the Year Award, presented annually at the United States All-Star Federation (USASF) Cheerleading Worlds VIP Reception.

The 2011 winner is Midwest Xplosion Cheer & Dance in Commerce, MI. We recently interviewed Wendy Greene, who co-owns the business with her husband, Dave, to find out what makes their program the best among small gyms.

CBN: You founded Midwest Xplosion in 2008. What inspired you to open a cheer gym, and what was that first season like?

Wendy Greene: We wanted to open a place where every athlete is treated the same, regardless of age or skill. Our first season was exciting, nerve-racking and rewarding all at the same time. Exciting because we had an enthusiastic group of athletes and parents who were ready to embark on our new adventure. Nerve-racking because as a new gym, everyone is watching you to see what type of program you are.  Rewarding because we got to see athletes gain new skills, accomplish goals and grow as individuals. Having a winning season and a first-place title at CHEERSPORT Nationals was great, too.

CBN: How has your program changed since that first season, and what’s remained constant?

WG: We’ve gone from being just athletes, coaches and parents to being a close-knit family. What remains true and consistent is that we provide a safe and fun atmosphere where each athlete is treated equally.

CBN: You put a big focus on success in cheerleading [ital: and] in life. How do you help your athletes do both?

WG: We provide highly trained, dedicated coaches, along with a 12,000-square-foot facility that has all the equipment athletes need to master the physical skills necessary [for cheer]. Our staff leads by example in teaching our athletes that hard work, dedication and integrity will help you succeed, both on the mat and off.

CBN: In what areas do you encourage athletes to participate in outside the gym?

WG: First and foremost, we promote school as the No. 1 priority. Period.

CBN: Are there advantages and disadvantages to being a smaller program?

WG: We’ve never really seen an advantage or disadvantage to being a small gym, because regardless of our size, we’ll always have the same morals, integrity, goals and foundation for our program.

CBN: Tell us about the growth of your gym and how you’ve helped it flourish.

WG: When we opened our gym three years ago, we started with 42 athletes. Since then, the combination of great coaching, a family-friendly environment and our success on the mat, plus word of mouth, has helped our program grow to well over 100 athletes.

CBN: How does Midwest Xplosion stand out in a part of the country where there are so many cheer gyms?

WG: In addition to consistently putting highly competitive teams on the mat, our entire program is well known for displaying great sportsmanship and exemplary behavior.

CBN: What’s been your proudest moment as a gym owner/coach so far?

WG: That’s a hard question to answer because every day so many of these kids make us proud. But we’d have to say it was when we heard the letters that were sent in to [ital: American Cheerleader] to nominate us for Small Gym of the Year, followed up by winning!

CBN: What does this honor mean to you?

WG: The award means everything to us because it says that all our hard work and dedication has been appreciated. That makes it all worthwhile.

CBN: How has your staff played a part in your program’s success?

WG: They’re all good role models for the children and exemplify integrity and leadership. They have a true passion for all-star cheer and genuinely care about each athlete.

CBN: Do you think your program is recognized for anything in particular?

WG: Outstanding sportsmanship.

CBN: How do you help your all-star athletes prepare for college cheer?

WG: We provide training in partner stunts and tumbling, as well as assist in making college tryout videos.

CBN: What’s your facility like?

WG: Our gym is 12,000 square feet, complete with two 42′x54′ spring floors, a 42′x42′ non-spring floor, a 40′ tumble track, a 42′ rod floor, various mats, a parent viewing area, an athlete lounge, a pro shop and wireless internet throughout.

CBN: Have you created any program traditions?

WG: We have several traditions, like team lock-ins, pool parties and other events that encourage team bonding. As a gym, we participate in various charitable events like Cheer for the Cure, Toys for Tots and Tour de Cure, to name a few.

CBN: If you could tell the cheer community one thing about your gym, what would it be?

WG: We’re doing our part in all-star cheer to be competitive, as well as promote great sportsmanship and bring integrity and honor to the sport.

CBN: What legacy would you like to leave with the cheer world?

WG: Not only do we build champions, but we help build character in athletes who’ll go out and make a difference in the world.

By Natalie Keller Reinert

 Imagine running your dream all-star program. What does that fantasy include? How about amazing uniforms, talented athletes and, in all likelihood, the perfect facility. It’s probably centrally located, technologically advanced and boasts all the bells and whistles—a spring floor, a parents’ lounge, a snack bar, your gym’s name in lights out front…with all the work needed to keep it running. Maintaining that perfect gym (and paying for it) could really eat up your time and profits.

Now imagine an all-star program with zero maintenance. The day-to-day cares of maintaining a gym, whether it’s cleaning the bathrooms or worrying about a leak in the roof, are no longer your problem. No cleaning, no plumbing—no worries. The facility hums along, run by an outside staff, and you’re free to concentrate on coaching and creating world-class athletes.

Now meet Christina Reickel. She’s living that dream.

Reickel owns Wellington Cheer and Dance in Florida and has a unique situation: She runs her successful competitive program out of a town rec hall, rent-free. That’s right; no maintenance, no cleaning—no worries.

“I’ve never seen anything like it,” admits Reickel when describing her relationship with the Village of Wellington, whose Village Park recreation center houses the “Cheer Room” where the athletes and coaches practice. While other sports have been running their leagues out of publicly owned places for decades (think baseball or soccer), all-star cheer has mostly continued on in the realm of the private gym—until now.

“This is a unique situation because Wellington is a unique town,” Reickel continues. “We have the leisure of working in a state-of-the-art facility. Our program isn’t recreational by any means, but here we are in the rec center!”

Hometown Cheer

Reickel is a hometown girl and a lifelong cheerleader. She started out cheering for four years at Wellington HS, and then continued at nearby Florida Atlantic University in Boca Raton. She went on to work for the Village of Wellington and, as the community expanded its recreational offerings, she began to push for cheerleading to be added to the roster. In 1999, she succeeded, founding Wellington Cheer and Dance with a contract to provide the Village with cheerleading classes and teams. The program started small, with just 13 girls, but by 2004, Reickel had built up her all-star teams by using summer camps and beginner classes to develop a program. In 2011, the Wellington Cougars were poised to enter their seventh competitive season with more than 140 athletes.

Reickel works in tandem with her coaching partner, Patti Gailey, who’s no stranger to competitive cheer herself. Like Reickel, she cheered with FAU’s national champion team, and went on to coach a variety of teams from high school to all-star, before joining forces with Reickel to create the new program for Wellington Cheer and Dance.

Reickel and Gailey coach from their own cheer experience, and during practice sessions they’re just as likely to jump in and demonstrate stunts as to shout instructions from the sidelines. “We’re some of the only coaches left who coach from experience,” Reickel says. “And we still tumble and jump in when we have to.”

The Wellington Cougars had a banner season in 2011, with multiple top-three and championship finishes and, as they continue to expand, it looks like the hometown team and their experiment with a municipally sponsored all-star program has been a success.

The Perfect Setup

So, how does a cheer gym end up as part of a towns’s rec program, anyway? It might just be a question of being in the right place at the right time.

Listed at number 72 in Money magazine’s 2010 list of “Top 100 Places to Live,” Wellington, a small suburban village in Florida’s Palm Beach County, has the luxury of a very wealthy tax base. Wellington might be best known for its equestrian lifestyle—its town logo sports a horse head, and a full third of the village is set aside for horse properties, riding trails and show and polo grounds—but since its incorporation in 1995, the place has grown into a family-oriented community with all the accoutrements of a typical suburban town, including an exceptional Parks and Recreation Department.

With more than two dozen parks and public-use centers, the village boasts nearly 2,400 acres of recreational space. The Village’s website advertises activities from adult baseball to wrestling, and everything in between. Some are hosted offsite, such as the horseback-riding summer camp. And some are hosted by the Parks and Recreation Department, an agency that received rare national accreditation at the National Recreation and Park Association 2009 Congress, in some very state-of-the-art facilities that include the Village Park complex, where Wellington Cheer and Dance found its home.

“Our town offers different sports, and kids come from all over Palm Beach County participate in sports here,” says Reickel. Except for all-star cheerleading, her particular passion. So she went to work, and made it happen.

Building a Program

When Reickel went to bat for all-star cheer, she had to be specific—this isn’t recreational cheerleading; it’s a competitive sport that requires tryouts, placement and mandatory practice. Cheerleaders (and their parents) had to be prepared for a serious commitment. The potential all-star program would look very different from Wellington’s recreational program, which happens to meet on the fields at Village Park. The rec cheer flyer posted on Wellington’s Parks and Recreation website specifies that teams are filled on a first-come, first-serve basis. The flyer for all-star cheerleading, however, says just the opposite.

And while the Village’s all-star flyer states in bold letters “Team Tryouts Required,” there are occasional misunderstandings. “Sometimes people walk in thinking it’s recreational,” says Reickel. “And you have to explain that their 14-year-old has to start at the beginning.”

Fortunately, Wellington Cheer and Dance is prepared to take potential cheerleaders of all ages. In fact, creating teams from scratch has been Reickel and Gailey’s specialty. In the summertime, their cheer and hip-hop camps, offered for ages 4 to 15, serve as talent scouting for future squad members.

Offering summer camps through the village attracts a variety of kids who might not have felt at ease going to a large private cheer gym. And those who fall in love with tumbling, gymnastics and dancing are able to join beginning cheerleading or hip-hop sessions to prep them for the all-star squads.

“We hook them when they’re young,” laughs Reickel; and it pays off, with a cohesive team of girls who’ve been cheering together for years. “We’ve molded them into perfect little cheer specimens!” Naturally, every coach has her own preferences for how a cheerleader should perform, and Reickel’s method of building from scratch has the advantage in this corner. “Some kids on our senior team—I taught them hip-hop when they were 4.”

The Challenges

While most cheer gyms have the benefit of stand-alone commercial properties, complete with shiny signs and posters advertising their name and programs, Wellington Cheer and Dance has a unique challenge: It occupies not a gym building but a room (albeit a well-appointed room) in a municipal hall, which curtails advertising options.

“Most of our recruiting is word of mouth,” says Reickel. “And our rec programs feed into the all-star program.” Meanwhile, “all our advertising is done via the Village of Wellington.” But since the Village also offers rec cheer, Reickel and Gailey sometimes find themselves explaining to parents just how all-star cheerleading works, and why it’s not the kind of team that a person with no experience can just join for fun. “But it’s free marketing,” admits Reickel. “And that’s good, too.” But with the summer camps and beginner’s programs, they often manage to find a place for everyone.

The Benefits

Aside from free marketing from the village’s Parks and Recreation Department, Reickel has found many other perks to operating out of a public space. For one thing, the overhead is cut significantly, but they still have the equipment needed to produce competitive athletes. “We have our own cheerleading room, with a recently added spring floor,” says Reickel. “The building is state-of-the-art.”

Owning a gym may be a matter of personal preference in a town like Wellington. After all, Reickel says, there’s really no serious disadvantage to operating out of the rec center. “There’s no need to own our own gym,” she says. “The Village provides us with what we need. If we need equipment, we go to them.” Like the village baseball diamonds or soccer fields, the Parks and Recreation Department handles the necessary upgrades.

It also handles that universal headache for all small business owners: building cleaning and maintenance. For Reickel, the maintenance of keeping up a gym is virtually nonexistent; because the recreation complex is run by the Village, it has its own crew for upkeep. “Wellington handles the cleaning, which saves us a lot of money,” says Reickel.

All in all, it’s an ideal situation for allowing a coach to concentrate on developing athletes and creating competitive teams, Reickel says. “Patti and I teach together and we have none of the little things to worry about, like the day-to-day problems of operating a gym.”

They’re also free from the daily worry over how to make the rent. “We don’t have to build revenue during the day,” Reickel says. “Gym owners have to worry about keeping the gym revenue-producing, and offer Mommy and Me classes and things like that while school’s in session. That’s not a problem for us. We can concentrate on our cheer programs.

“There aren’t any real limitations in not owning our own space. What’s the stereotypical gym? Four walls and some equipment. It’s one of the few businesses you can really start with next to nothing. And we have those things here already.”

As for the parents, Gailey notes, they love having the program at the rec center because it offers a convenience that few other gyms can boast: proximity to many other sports. A family with multiple children can have all their sports and team meetings in one place. Village Park also hosts playing fields, game rooms, playgrounds and more. “It’s a one-stop shop for families,” she says. “A mom can drop her child off at hockey, basketball, soccer, volleyball, lacrosse or even baseball and then drop off her other child at cheer at the same time.”

Competition and Community

The program has been gaining in size steadily over the years, and the Wellington Cougars travel to competitions around the southeast region, including JAMFest, U.S. Cheerleading Championships and NCA events. “Our team’s success has been in the making for the last six years,” says Reickel, adding that they learn every day from one another. “And we know it’s due to our dedication, keen eye for the sport and love for what we do. Although we cheered ourselves, it’s important to combine our personal knowledge with the ever-changing world of all-stars.”

At each event the program attends, they’re not just competing for their gym, they’re representing their hometown, Reickel says. “The kids are involved in the town, so there’s a great sense of community pride.”  And this hometown girl takes great pleasure in giving future generations that community pride. “Coaching the Cougars has been more of a hobby than a job,” says Reickel. “Going to work every day is enjoyable because I’m coaching next to my best friend, and every kid who’s walked into the gym has touched our lives in some way.”

By Colleen Wood-Smith

“I’m proof that you can come back and come back big.” —Noe Mendiola, Texas Bandits All Stars

Leaving a cheer gym can be one of the biggest and most life-changing decisions a coach or gym owner ever has to make—especially if your money, heart and relationships have been invested in the business for years.

Whether you became a parent, needed a change of pace or simply wore yourself out, you may have found the need to back off—or finally retire—from the cheer world. But that doesn’t always mean you’ll be able to give up cheer for good.

If you’ve left the gym scene but are itching for a return, we have dozens of ways to jump back in feet first. Check out these four scenarios and see where you, your staff or your fellow coaches may fit in.

 Case #1: You wanted to try something different for a few years.

Whether you headed back to school to pursue a business degree or traveled the world with friends, you knew that a much-needed change was in order for your physical and mental well-being.

But getting back into the swing of things when you return can be daunting, especially if you closed down your business or sold it in the process. “I thought that I’d never want to run a gym again because the free time was so great and traveling was so much fun and life-altering,” admits Noe Mendiola, who closed El Paso’s Texas Bandits All Stars in 2005 and then reopened in 2010. “But here I am as a testament to never say never. I now have five all-star teams and more than 15 high schools training at my gym. I also coach out-of-state and international teams throughout the year. [I’m proof that] you can come back and come back big.”

The number-one thing you can do to ensure an easy return is simply stay connected while you’re gone, especially if you plan to return within a few years; keeping up with rules, gym news and industry changes should be top on your to-do list. “I stayed active [after I closed my gym] by giving clinics, judging and doing choreography,” Mendiola adds.

Bottom line? The more you know about the industry and the more connections you have, the better. It will come in handy once you’re ready to lace up your coaching shoes again.

BF: Case #2: You took some time off to focus on your family.

There’s no question that having a child will change you forever. For some, work goes on as usual. But for others, like Sarah Malcom Gosnell, owner and coach at Legends Elite AllStar Cheerleading in Marietta, GA, taking a break was of the utmost importance. “It was important for me to take some time off during the birth of my child,” says the mother of three. “But I also felt it was extremely imperative to somehow remain involved in the sport that played such a huge role in my life before becoming a parent.”

For Gosnell, this meant lending a hand in a local rec squad that needed her help. After giving birth and taking some time to focus on her family, she couldn’t help but be pulled out of retirement earlier than she’d expected. Luckily, a rec program was just enough to keep her busy on both fronts.

Jenny Fenig, a life and career coach in Great Barrington, MA, says that in order for work and parenting to fit together, there needs to be balance—and the acceptance that you simply can’t do it all on your own. “When deciding what to take on, be realistic about how much time something is going to take and how much enjoyment you’ll get from it,” she says. “Make it a point to under-promise and over-deliver.”

And it helps to have understanding co-workers and students to back up your decisions. Though Gosnell admits there was a bit of adjustment required after return, she’s created a system that works for her [ITAL: and] the gym. “My family, cheerleaders and their parents all really supported me when I came back,” she says. “I think it’s because I take the time to show that my being a parent doesn’t effect my coaching. My kids are my world and my life but when I’m at practice, those kids out there cheering for me get my full attention.”

Fenig agrees, suggesting that coaches be present—wherever that may be. “When you’re at work, be at work, and when you’re with your kids, be with them,” she says. “Give yourself permission to [ital: not] feel guilty about your choices. The g-word is a waste of time and energy.”

BF: Case #3: Your business failed, and you’re at a loss.

More common than we’d like to admit, some gyms have a variety of problems that force their owners to close the doors indefinitely, creating a retirement plan they never wanted in the first place. Whether it’s financial troubles due to the economy, problems with business management or low enrollment, closing a gym can leave an owner feeling helpless and alone.

Allison Babb Phillips, a small business coach in Kennesaw, GA, remembers when her first business failed. “I had a pity party of feeling regretful,” she says. “But I quickly realized that the best thing to do was discover the key reasons [ITAL: why] I failed and then address them so I could move forward.”

Starting another gym isn’t impossible, nor should it be an unrealistic goal. Just make sure that the second time around, you create a stronger business model while learning from and correcting your previous mistakes. “I embraced that I was missing puzzle pieces that were crucial to success,” says Phillips of her former business. “My next move was to connect with someone who had those missing pieces—my first business coach and mentor. Since then, I’ve decided I’d always have a mentor to check in with, get advice from and fill the gaps that I may have in my own business experience and skills.”

BF: Case #4: You’ve been gone for a long, long time.

There are those coaches—like the legendary Hilda McDaniel—who dedicate their whole lives to coaching and launching cheer businesses. Or, there are those who’ll hit a point earlier on that indicates it’s quitting time.

Then there are the coaches who [ital: think] they’re ready to retire—until they actually do and realize just how much they miss it. “It bothered me that I didn’t have a place to call home,” admits Mendiola. “I’d use other facilities, high schools and parks for work, but not having the convenience of a [permanent location] was hard on me.”

Remember that even if you’ve retired, it’s never too late to make a comeback—especially if you miss the work. Be sure to attend coaches conferences, connect with old colleagues and find out exactly what’s changed since you’ve been gone.

In the end, one thing we’ve all come to learn is that in cheerleading, age is but a number (does Herkie ring a bell?). “We all have so much to give to the cheer industry, even at my age,” says Mendiola, 41. “Even though I have bum knees, I can still create dances or demos by using my mind more than my body—your mind never forgets the fundamentals and it never stops creating.”

Modern Family

Trying to find your place at the gym post-baby? With a little planning, things can go off without a hitch. Check out these terrific tips for parents who want to share their time between work and home.

• Use your gym’s day-care facility or form a play area. Not only will your little ones use the room when you’re coaching, but it could be a great resource for cheer parents (and a money-maker for your business!). “In our office, we have a television, coloring books, snacks and even a Pack ’n Play for staff members’ kids,” says Sarah Malcom Gosnell, owner of Legends Elite AllStar Cheerleading in Marietta, GA.
• When first returning, coach one team only (unless you’re completely up for more.) Better yet, focus your efforts on a group, such as a Mini team, that travels and practices less frequently
• If traveling with your children, create a plan well in advance. Bring a sitter or family member, and ask a trusted cheerleader on the senior team to occasionally check in on your child. If traveling solo, opt to video-chat during breaks to stay in touch.
• Hire a reliable and trustworthy sitter from your program. There are plenty of well-qualified and responsible cheerleaders and coaches at your gym to lean on. Don’t be afraid to ask for help!
• Roll with the punches. Every family’s different, and because practices are usually held in the evenings, find your own way of making things work. “It’s hard to have family dinners, so my [9-year-old] daughter and I practice on the same nights,” says Joelle Antico, co-owner of World Cup All-Stars in Freehold, NJ. “That way, we can at least eat dinner together two nights per [week].”

Stay Connected

Check out these five ways to stay involved in the cheer industry after retiring as a gym owner:

1. Work as a sales rep for a cheer company: You can often create your own schedule and make a commission at the same time.
2. Coach at a dance studio or rec program that travels less frequently or performs locally.
3. Attend coaches conferences, and if you’re well known as an industry expert, ask about teaching a few classes while you’re there.
4. Make it your mission to attend two competitions every season. You may even enjoy being a spectator, rather than suffering the stress of having your teams competing.
5. Consider choreographing or running workshops several times a year (if not more!).

by Lee Erica Elder

Workplace terminations are like breakups—handled with care, they pave the way for new beginnings and leave each party with fond memories, a shared understanding of what did and didn’t work and experience that can ultimately facilitate stronger future relationships. Handled badly, they can get ugly and downright nightmarish. Don’t let your terminations turn sour. Check out our list of termination do’s and don’ts to facilitate your next workplace breakup.

DO: Research Your Rights

As an employer, there are rules and regulations regarding your legal rights to terminate an employee. You should consult a lawyer or HR consultant with any questions when in doubt. “An employer seeking to end an employment relationship should ensure that they don’t have an independent obligation to continue it,” says Lori B. Rassas, author of Employment Law: A Guide to Hiring, Managing and Firing for Employers and Employees. “For example, an employer needs to confirm that there’s no employment contract in place that would prevent the termination—other than for any specific circumstances that are detailed in the agreement. Even if the employer retains broad termination rights, this doesn’t include the right to terminate an individual for an illegal reason (which in most cases would arise within the context of a claim for employment discrimination). Therefore, it’s critical for employers to ensure that they have a legitimate and non-discriminatory reason for the termination so they can present that as a defense in the event a terminated individual claims the decision was discriminatory.”

According to Rassas, objective and measurable reasons (e.g., the terminated employee routinely processes 50 invoices a day while most other employees process 250 invoices) are preferable, as opposed to subjective reasons (e.g., the terminated employee was a slow worker). It’s easier to defend an objective reason in court than a subjective reason based on the perception or opinion of the employer, which is more susceptible to a challenge.

Don’t even think about firing an employee after they make a claim to legal rights such as workers’ comp. “Employers aren’t permitted to engage in retaliation—which is the imposition of an adverse employment decision, such as a termination, in response to the individual’s assertion of a legal right,” says Rassas. “Employers should be very cautious about terminating an individual soon after a claim is filed because, at a minimum, it will appear to be improper conduct, the employer’s employment decision will be highly scrutinized and the employer will likely be required to defend its conduct.”

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 “Your ability to manage is all about respect and control. Display both when letting an employee go.” —Jason Orkowski, Gymfinity Children’s Activity Center, Fitchburg, WI

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Don’t: Jump the Gun

Exhaust all options before deciding on termination. Sarah Cullins, president of Finesse Staffing in Rancho Cucamonga, CA, who also blogs about workforce issues at finessejobs.wordpress.com, first recommends a verbal warning, followed by an offer to help improve performance. “If the employee’s been with the company for a long time, termination might not be the smartest decision,” she says. Conducting routine, documented employee evaluations keeps your staff aware of their progress and any areas that could be grounds for future dismissal. If an employee does something wrong, discuss it as soon as possible. “At SubZero, we follow due process,” says Michelle Ziegler, owner of SubZero Allstars in Buffalo, NY. “We meet with coaches throughout the season if there are concerns. We outline in writing what we expect and the behaviors that need to be changed in order to abide by these expectations.”

DO: Be Specific

Let employees know exactly what their infractions are. “Outline the problem in explicit, specific terms,” says Gail Merz, director of business consulting at Pacific Crest Group in Larkspur, CA. “Don’t use vague accusations like, ‘You’re creating a problem.’ Instead, use specific examples of inappropriate behavior, such as, ‘You called Wendy stupid in a staff meeting’ or ‘Your personal conversations are disrupting other employees.’ You want to be specific so you can ask for remediation and be able to assess any change in behavior,” says Merz.

DO: Offer Rehabilitation

Give employees the opportunity to make changes by outlining ways to enhance productivity and revisiting their job descriptions and expectations and then offering suggestions for improvement. “Prepare a written synopsis of the meeting and its outcome,” says Merz. “Be sure to include what the employee’s done wrong, how they need to behave differently, how performance will be measured and what the consequences will be if there isn’t a noticeable improvement.” Merz suggests holding follow-up meetings at regular intervals to review progress. “If you offered 30 days to show positive change and the employee did, acknowledge it,” she says.

Behavior modification is often a viable option if an employee hasn’t received adequate training or has somehow misunderstood their responsibilities. “It doesn’t work if the employee has animosity towards the company or has personal issues that are making their home life chaotic,” says Cullins. Allow the opportunity to discuss any issues that could be at the root of problematic behavior. “Has the employee been a hard worker, but recently experienced a dip in performance?” asks Cullins. “They may need counseling or additional training to help turn their performance around. If the employee’s performance fails to improve after these steps have been implemented, the company may need to look at termination.”

The decision to fire an employee is made easier once you’ve exhausted all options for improvement. “We take the approach of ‘manage to success or manage to termination,’ says Joe Johnson, owner and president of ALLSTAR in Johns Creek, GA. “The employee is given all the tools, direction and support necessary to succeed, so they’re in control of their fate.”

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“We take the approach of ‘manage to success or manage to termination.’ The employee is given all the tools, direction and support necessary to succeed, so they’re in control of their fate.” —Joe Johnson, owner and president of ALLSTAR, Johns Creek, GA

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DON’T: Treat All Cases Equally

An employee’s termination depends on the nature of the offense. “It’s really an operational decision and employers should consider the facts on a case-by-case basis to determine what’s appropriate,” says Rassas. “The precise process used to relay the information could vary depending upon the basis for the termination. Generally speaking, if an employee is an employee-at-will—meaning they can be fired for good cause, bad cause or no cause—an employer isn’t required to provide an employee any notice of a termination.”

Experts agree that aside from extenuating circumstances, employees shouldn’t be caught by surprise with a firing. “It wouldn’t be fair to avoid confronting situations that need correcting, then making a termination decision out of emotion with no warning or opportunity for correction,” says Johnson. Cullins agrees: “If it does, the manager has failed to adequately communicate with the employee or offer him or her the opportunity to improve.”

But there are times when you’ll need to terminate based on specific behavior. “If the behavior is bad enough, you can go ahead and terminate an employee,” says Cullins.  You won’t be able to predict every scenario, but some instances such as violence, harassment, abuse, theft, etc., will be grounds for immediate termination. Such cases may make it easier for you to show just cause in the event of an investigation.

DO: Remember that Timing Is Everything

Once you’ve decided that termination is your only option, do it as soon as possible. “You don’t want to terminate an employee for something they did three months ago,” says Cullins. “It’s not good for morale, because other workers will feel like they could be fired for something they did ages ago.” She recommends handling firing at the end of the day. “It’s kinder because people don’t have to go through the spectacle of carrying their box of belongings through the parking lot.” (On the other hand, according to Rassas, if someone is fired for a violent act, they would likely be escorted from the premises immediately and could be sent a termination letter with instructions about how to return property.)

You do have the option of providing terminated employees with more advance notice to allow them to look for new work in the interim, but Rassas says this isn’t particularly common because it could make the individual uncomfortable (and would likely affect the performance and morale of others).

As a cheer gym owner, there’s one more thing to keep in mind when timing a termination—competition season. “Terminations in our business can be very upsetting to the life of a gym, so timing is an important consideration,” says Johnson. “Firing a tumbling instructor can have a different impact than letting a cheer coach go during competition season. Help yourself by making sure your expectations are clearly communicated.”

DON’T: Act Purely Out of Emotion

Prepare for employees to be shocked, angry, frustrated or defensive when you address their weaknesses, and remember to stay neutral and focused. “It’s easy to get caught up in trying to defend your actions—don’t,” says Merz. Like a breakup, hedging over the decision to terminate and then deciding to do so quickly out of sudden emotion such as anger or frustration only complicates an already uncomfortable situation. “Just because the talk is difficult, don’t give in and allow a second chance, or worse, bail out mid-fire,” says Jason Orkowski, owner of Gymfinity Children’s Activity Center in Fitchburg, WI. “The relationship will never be the same because you gave them all the power.”

DO: Keep a Paper Trail

Document everything. You’ll want to be prepared in the event of a wrongful termination lawsuit, which is very common. “Lawyers are going to want to see documentation,” says Cullins. “Was the employee really reprimanded? When did it happen, and what steps were taken afterwards? You don’t need to have the employees’ signature on the documents, you just need to note when the conversations happened. Not having a paper trail makes it more likely for a judge to rule in favor of the fired employee,” she says. Also, make sure that all meetings include a witness, preferably the employee’s direct supervisor.

DO: Have an Exit Strategy

Once the termination has been decided, there’s still the matter of facilitating a smooth exit. If possible, offer to help with the transition, and explain any severance or unemployment options when applicable. “Be honest: Tell them the real reason they’re leaving,” says Orkowski, who also serves as a business consultant specializing in HR issues. “Don’t try to sugarcoat it with a story about it being temporary or that you’re eliminating the position. Be aware of what you need to do, and do it.”

His tips for facilitating a seamless exit include making sure to conduct all meetings in person. “People will resent it if you do the deed over the phone or by text,” he says. “Don’t post a sign, Facebook it, tweet it or in any way demean the value of the person. Ask questions about the program, what they liked and didn’t and what they would improve. This data can help you figure out where you went wrong, how to never let it happen again and how to help other staff improve.”

Orkowski also warns gym owners to be mindful of all access to computers, alarm codes, building keys, etc., as well as be clear on any non-compete clauses, which are only good if they were arranged at the time of hiring. “Make sure you comply with your state’s non-compete rules,” he says. “There’s nothing worse than finding out at the time of dismissal that your agreement is null and void. It makes you look like a bully when you try to enforce it.” (Visit cheerbiznews.com to read “The Non-Compete Contract Conundrum” featured in our July issue.)

DON’T: Be Disrespectful

Though it might not be comfortable or easy, it’s possible to make a clean break. Maintain a straightforward and professional tone, even though you might feel anxious, nervous, angry, sad, hesitant and the like, depending on the nature of the termination. To avoid making an already awkward situation worse, check your personal feelings and mannerisms at the door. “The first time I had to fire someone, I was younger and had a nervous habit of giggling,” says Orkowski. “While I was letting this person go, I could barely contain my laughter. Years later, I was let go from a job and realized how painful I made it for that guy. I’m now very serious and matter-of-fact.”

Orkowski’s new termination strategy has led to positive results. “The last coach I let go actually arrived at the same conclusion as I explained the business’ position,” he says. “To an outsider it would’ve been questionable as to whether she was let go or quit. It was very friendly and the action arrived at was the best outcome for both sides.”

DO: Keep the Peace

Protecting your program’s image during the termination process is key. The relationships and bonds between terminated employees and athletes, families and staff should be handled sensitively. Customers and staff share their experiences with others, and word-of-mouth can make or break a gym’s reputation. “Be careful,” says Orkowski. “Last good-byes get emotional and you can’t be sure of what the person will say in the presence of the children and families.” To handle awkward good-byes, he suggests having the employee write a farewell note to families and athletes (to be approved at your discretion).

The cheer world often feels extremely small, and there’s no telling when you’ll need to work with someone you once fired, or whether or not you’ll face them at competition under another program. “Be nice,” says Orkowski. “Anything you can do to reduce the indignity of the action might make the transition smoother, eliminate lawsuit risk and even encourage them to recommend your program to others. People on the way out may be good people, just not people you want working for you. When treated with respect, they may refer others to your business as staff or as clients, but without respect they’ll do neither.”

By the same token, know that keeping staff members who clearly aren’t meeting goals or don’t respect your gym’s values reflects negatively on your program as well. Your choice could come down to either losing an employee or losing customers and the respect of your industry peers. “Oftentimes you’ll receive the support of other coaches and customers after you’ve completed the difficult task,” says Ziegler.

Termination is a necessary evil of running a business. “Your ability to manage is all about respect and control,” says Orkowski. “Display both when letting an employee go.” If an employee has violated your code of conduct or committed other infractions and the situation is beyond rehabilitation, it may be time to let them go. It’s usually for the best, and some employees need to experience termination in order to understand the severity of their actions. “It’s never easy to terminate an employee—especially if it’s someone you trusted at one time and welcomed into your ‘family,’ ” says Ziegler. “But business is business, and you have to look at what’s best for your program and customers.”

Sidebar: Great Expectations

“Employee handbooks are useful when handling termination issues,” says Sarah Cullins, president of Finesse Staffing in Rancho Cucamonga, CA. Be specific about what your employees can and can’t do. Know what your organization’s deal-breakers are and don’t wait for something to happen before deciding how you’ll take action. Spell out in no uncertain terms any non-negotiable requirements, such as remaining sober on the job, representation of the organization—in the gym, at events or online—punctuality, use of profanity, dress code, money handling, fraternization, etc. “If certain rules are stated in the handbook, employees can’t complain when they’re reprimanded for breaking them,” says Cullins. “Problems occur when managers terminate or discipline employees for rules that weren’t stated clearly.”

HR director Amanda Haddaway recommends using the handbook to clearly outline possible grounds for termination and the process that will take place. “Include information about benefits—when the last paycheck will be issued, how long benefits will continue (including COBRA information), what will happen with the 401(k) or profit-sharing accounts, etc.,” she says. “Don’t assume that the employee will be familiar with all the policies that are contained in the employee handbook. It’s best to review these items again with the employee.”

Other requirements may be more fluid—for example, Michelle Ziegler, owner of SubZero Allstars in Buffalo, NY, expects athletes to progress one level on the USASF grid during each season. “It’s the coaches’ responsibility to monitor this and respond accordingly with reasons if athletes don’t meet this goal,” says Ziegler. “This hasn’t changed since I started the business, but I do hold employees more accountable for the athletes’ progress, since parents are paying a lot of money in a struggling economy.” While more prone to change, this kind of expectation should still be clearly outlined and discussed both in your handbook and verbally.

By Heather Larson

Let’s face it, every team wants to receive a paid bid to The USASF Cheerleading Worlds. It’s not only a great confidence booster, but it also means your team doesn’t have to worry about the expenses that go along with performing at the largest competition of the year. For most divisions, a paid bid includes lodging, transportation and other costs (up to $25,000) for the maximum number of participants in that division, plus two coaches.

The success and popularity of Worlds has grown rapidly over the past few years—twice as many countries participated in 2009 than did in 2007—so the competition for a bid has gotten even more intense. Now more than ever, squads have to make sure they’re on top of their game season after season to earn this coveted honor. Check out how, despite the odds, California All Stars, Stingray Allstars, Rockstar Cheer and Spirit of Texas repeatedly earn paid bids to Worlds each year.

Team: California All Stars

California All Stars took gold in Senior Unlimited Coed Level 5 and won a silver medal in both Small Senior Limited Coed Level 5 and Small Senior All-Girl Level 5 at Worlds 2011.

Years competing at Worlds: 6

Their secret to getting a bid: The owner of the California All Stars, Tannaz Emamjomeh, says she makes sure her team is prepared when it comes time to compete for a bid, because without a paid bid, the team couldn’t afford to attend the competition. “This is the event we work for all season, where the best of the best compete,” she says. “We make sure the kids are mentally, emotionally and physically ready. Building up their confidence and making them feel like they’ve already succeeded is key for us.”

The coaches at California All Stars research and study the score sheets for competitions and then base practices accordingly. The kids also need to work really hard and make their team a priority, says Emamjomeh. California All Stars’ athletes have to fit a certain criteria to Level 5 standards, she says.

At the same time, the coaches like to maintain a positive atmosphere, especially during practice. “Our coaches focus on the strengths of our team, the team itself and the overall well being of the support system around them,” Emamjomeh says.

Team: Stingray Allstars

Stingray Allstars out of Marietta, GA, won a bronze in the Small Senior All-Girl Level 5 in 2011.

Years competing at Worlds: 7

Their secret to getting a bid: This team ups their chances of getting a paid bid by going to 10 different competitions throughout the year. “First, we start at tryouts by looking at an individual’s overall athletic ability to determine what role he or she might play in a Worlds’-level competition,” says Stingray president Casey Jones. “Looking for key position players when they first come to us is important.” When it comes to practice, Jones says his staff hammers home the fundamentals, and they also feel that a positive attitude is everything. “It’s so easy to shatter a young person’s self-esteem and you don’t want to do that,” Jones says.

The Stingrays also aim for perfect technique in everything they do, which they achieve by teaching the specific skill correctly, practicing it until it’s flawless and then moving on in the proper progression. “A team member must perfect one move before he or she is allowed to move on to the next skill,” says Jones. The Stingrays will even to redo sections of their competition routines to better suit the Worlds’ score sheet.

Coaches need to have a thorough understanding of the World’s score sheet, says Jones. Once they have settled on the routine they feel will score the best according to the score sheet, he says it becomes imperative that their team execute that routine as perfectly as possible.

“We also try to gain a competitive advantage by capitalizing on our strengths and focusing on what we do well,” says Jones.

Team: Rockstar Cheer

Rockstar Cheer took home a silver medal in the International Open All-Girl Level 5 and a bronze in Small Senior Limited Coed Level 5 in 2011.

Years competing at Worlds: 4

Their secret to getting a bid: “We just coach to the best of our ability to make it to Worlds,” says Scott Foster, owner of the Greenville, SC, team. “Making sure our routines peak and are as clean as possible works for us.”

Paying attention to the details of a performance is key. Small mistakes can add up, and their main goal is to prevenr those from happening. Foster says the coaches take the time to clean and perfect the skills in the routines and choreograph them so that they hit the score sheet.

Foster insists that Rockstar Cheer doesn’t do anything special to get noticed, but they put together teams and routines that are the best they can do for every competition all year long.

Team: Spirit of Texas

Spirit of Texas out of Arlington and Coppell, TX, took silver in Large Senior Limited Coed Level 5 and bronze in International Open Coed Level 5 at the 2011Worlds.

Years competing at Worlds: 7

Their secret to getting a bid: “Do a lot of research on the score sheets and talk to other gym owners who’ve gone before you,” says co-owner Brett Hansen. “Ask them any questions you may have.”

Hansen prepares teams for each competition according to the score sheet and what the judges will be looking for. At each national competition, the score sheets require different moves, jumps, stunts, pyramids, etc., than they do at Worlds. You may have to revamp your entire routine for Worlds. While rules may limit the number of rotations in tumbling, runs or stunts, you need to pay attention to formation and spacing to make it look synchronized.

Focus on clean execution and showmanship, says Hansen. Make sure you increase the difficulty of the routines and balance that with great basics that are very visual and just as entertaining.

Hansen also says he believes the Spirit of Texas routines are easy to watch and to judge. “Our athletes have that clean, all-American genuine look and offer beautiful smiles, which makes them captivating to watch, he says.

“We try to put fun, clean, creative and difficult routines on the floor so we’ll get that paid bid to Worlds,” says co-owner Brad Vaughn. And they’ve done just that every year for the past seven years.

In preparation for the coming season’s competitions, Spirit of Texas has recently completed tryouts and formed what they believe will be the strongest teams for the upcoming year. Hansen says they like to form teams with powerful athletes in every category, not just the best tumblers.

by Blake Boldt

Your team’s practiced all the right moves to prepare for the rigors of competition: They’ve put in countless hours at the gym, perfected their stunts and even conditioned to make sure they could make it through their two minute and thirty second routine. But after going out on the floor and performing, you find that they’ve received low scores in the overall impression or appearance sections of the score sheet. If this has happened to you, it may be time to rethink the way you present yourself as a program—and yes, this extends to uniform styles, hair and makeup and even physical fitness.

As much as we’d like to think cheerleading doesn’t have anything to do with physical appearances, they do matter to an extent and looking sloppy or inappropriate  at an event can undermine even the best performance.

In competitive cheerleading, an athlete’s appearance can distract judges from a winning routine, and having a polished look will tie all the elements of your routine together in one nice eye-pleasing bow. Here are some tips on how your team can appear more confident, professional and refined so the judges can focus on just how amazing they really are.

A Uniform Look

In order to maximize their potential, a few aspects of your team’s appearance must be examined before they go out on the floor. First thing’s first: the uniform. The size, shape and functionality are all important factors that’ll determine if your team members look sharp while performing. Proper apparel accentuates their strengths without appearing too cheap or tacky and ultimately taking focus away from the skills they’re performing.

“No matter your taste, it’s important to have a polished look and uniforms that fit your athletes,” says Allison Dunlap, a coach at Cheer Infinity Allstars in Wilmington, NC. “Uniforms that are too baggy, short or tight just don’t look good on—or off—the floor.”

We all know that no two competitors are alike, so individual adjustments must be made to ensure a uniform won’t seem unflattering on different body types.  “Bad uniforms are a big distraction to the judges,” says Kristen Sutherland, coach for GymTyme All-Stars in Louisville, KY. “They can affect the cheerleader’s performance, too. If they don’t fit and aren’t flattering, the arm motions won’t look clean and their elbows won’t appear straight. That happens a lot when the uniforms are loose and baggy. You have to find the right fit for your athletes.”

Beauty and the Beast

The purpose of everyday makeup is to play up the wearer’s natural beauty, but when it comes to competition, it’s often used to highlight the athlete’s features from afar, which often means applying more makeup than usual. however, subtlety is still key when it comes to a cheerleader’s overall look. Eyeliner and eye shadow should be applied in a way that complements their overall appearance instead of making them look as if they’re dressing up for Halloween. The same holds true for glitter and face paint: a sprinkle of sparkle here and there can make an athlete stand out, while an excessive amount might distract from the quality of the performance.

“At one competition, a mother was caking makeup on her daughter,” says Sutherland. “That doesn’t look good on the floor. You also don’t want the kids to look flushed out, so I make the parents use blush and bronzer—the look on their faces should be more ‘beauty pageant’ and less ‘drag queen.’ ”

A Hair-DO

A cheerleader’s hair, if done properly, can complete a streamlined package. Following basic hair care tips—showering before the performance and showing restraint with decorative elements—will enhance their chances at success. Greasy or unkempt hair is unattractive and could lead to small deductions, as can over-the-top styles.

Cosmetic differences among team members might also be noticed by the judges. “I personally like uniformity because it’s not distracting,” says Sutherland. “And when you have athletes with their hair half down, they tend to mess with it or flick it off their shoulders during the routine.” So, ponytails, braids, pigtails and variations of hair half-up pigtails are some ofthe most practical options for participants with longer hair. These styles can feature scrunchies, hair bows, streamers in team colors and even temporary hair dyes and extensions. The important thing to remember is that if you choose to go with a braid and a bow, then everyone needs to show up in a braid and bow. Enforce your style choices to guarantee uniformity.

An attractive hairstyle will add panache to your overall presentation, but athletes must remember that it will need to endure a series of intricate steps. Hair should be fixed to avoid the reach of teammates during the routine. And don’t forget to secure any hair add-ons tightly—there’s nothing more distracting to a judge than a flying hairpiece.

All About Attitude

Just as important as an athlete’s appearance is the attitude exhibited towards fans, fellow team members, other participants and their supporters. Negative words or actions by athletes can put a damper on the event and possibly even lead to point deductions from the judging panel.

Dunlap has been shocked by some athletes’ actions at competitions and believes it has no place in the all-star community. “I once saw two members of the same team get into a pushing fight in the middle of an awards ceremony,” she says. “As I was standing on the side of the floor waiting for our team placement to be called, I saw them get into an argument that escalated into cursing and then turned physical. That type of behavior shouldn’t be tolerated, especially when there are younger kids on the floor ready to follow the example of the older ones.”

Though the incident started with the athletes, Dunlap believes the blame also lies with the adults in charge. “Their coaches were nearby and did almost nothing to stop it,” she says.

The potential damage can be even greater when athletes target individuals from opposing teams. Coaches and participants should behave in a civil manner for more than just altruistic reasons. Any unsportsmanlike conduct can result in a deduction taken from the team’s score or an overall disqualification, as well as earning the impression of being difficult, snobby—or something worse.

Sutherland preaches civility to her team to keep the peace, and as a way to make a good impression on the judges. “In competition you’re representing the gym and your family, but also cheerleading as a whole,” she says, expressing shock at the nasty nature of some competitors she’s encountered. “You never want to create a bad reputation for yourself. I do think the opinion of the judges can be changed if something happens backstage or they see a disagreement off the mat.”

Following basic standards of etiquette is an important part of healthy competition, but keep in mind that many venues have specific guidelines that must be met to ensure the safety of everyone involved. It’s the responsibility of coaches and team managers to be aware of these rules.

“Coaches who don’t attend the mandatory coaches meetings miss out on information that’s supposed to help the competition run smoothly,” says Dunlap. “Competition owners spend so much time making events successful, so ignoring these rules totally disrespectful to the competition company and the families who pay to go to events.”

Above all, cheerleaders should always behave in a manner that makes their community proud. They learn these valuable, lifelong lessons from the adults who are leading their charge. “Children learn by our example and character and some people forget that,” says Dunlap. “As a gym owner or coach, you’re is a role model, whether you want to be or not. The difference is whether you’re a good one or a bad one.”

WARNING!

Encourage your athletes to follow these dos and don’ts at all times:

DON’T smoke, drink alcohol or use illegal substances at any event, inside the facility, within the boundaries of the facility or in dressing rooms. If an official sees you engaging in these activities, your team could be automatically disqualified from the competition.

DO follow the rules of the facility regarding food and drink in the arena, entering and exiting during performances and other competition standards. Most facilities have specific precautions in place to ensure cleanliness and order both on and off the floor.

DON’T walk around the competition venue with your uniform unzipped or wearing only your sports bra or spankies. Not being fully dressed makes you look lazy and unprepared for your performance and can give others a negative impression of your program as a whole.

DO set a good example. As an athlete and cheerleader, you serve as a role model for many others. If you act with grace and humility, your teammates and supporters will follow suit.

The Coaches School of Etiquette

•Act respectfully toward the judges and express your gratitude for their participation in the event. Never complain about your placement in the competition or the scores your team received in public. If you need to question a score, make sure to pull a judge or the competition owner aside and speak in a respectful manner.

•If you hear someone on your squad being rude to a rival team or its supporters, tell the athlete to stop immediately. Even a quiet, private conversation can be overheard by a fellow coach or competitor, causing bad feelings and negativity for everyone involved.

•Treat opposing teams with respect. You may receive point penalties for acting poorly towards others involved in the competition. In all likelihood, you’ll be performing in the future with many of your competitors, so friendly relations will make the events more satisfying and fun.

•Wait to celebrate until the completion of the awards ceremony. Allow the other teams time to enjoy their successes, no matter how excited you are at your squad’s placement. This isn’t only the polite thing to do, but it shows respect to the other teams involved.

by Greg Michaels

Are you involved in your state’s cheerleading association? If not, it may be because you don’t grasp the full extent of how it can help to enrich your all-star program. But the truth is that many of these organizations can give your gym legs to stand on. Your state association can offer your program a voice in pertinent cheer issues at the state level while playing an important role in it’s connections, promotion and legitimacy. In speaking with members of state associations across the country, it’s clear that these groups are tireless in their commitment to the sport.

Increase Cheer’s Legitimacy

State associations are essential to the growth of all-star cheer as a legitimate sport nationwide. The Washington State Cheer Coaches Association (WSCCA) president, Stephania Lemeshko, believes that state associations can be used to strengthen the support for all-stars on every level. “[All-star gyms] want to unify, especially here in the northwest where they’re less represented on the national level,” she says. “They want to gather strength in numbers, and we can be supportive and make our presence felt.”

To achieve this, Lemeshko is embarking on her own “town hall” tour. “This summer I’m going to every all-star gym in the state to talk to them about what their needs are and how they can improve.” By uniting programs across the state, the WSCCA is working to standardize cheerleading in Washington, and thus further legitimize the sport.

In addition to promoting the sport within their state’s own network and offering support to their own athletes, Lemeshko explains that a state association can also help market across the country.  “We’ve won the Spirit Industry Trade Association (SITA) award for our promotion of cheer on both the state and national levels,” she says. “We have many award-winning coaches and a lot of people are being recognized nationally because of our involvement.”

The Long Island Cheerleading Coaches Association (LICCA) also plays an important role in promoting cheer as a serious sport. “We’ve spent a lot of energy the last couple of years helping [cheer] to become recognized as a sport in New York,” says President Gail Verne. By getting involved and remaining active within your state association, you can create a support system to look out for your best interests.

Give All-Star a Voice

In addition to bolstering cheer’s legitimacy, state associations give the all-star world a platform on which to discuss issues important to their side of the sport. This is especially helpful considering that many state associations have only recently included all-star cheer. The WSCCA is making great strides to increase representation by providing substantial ways for all-star coaches and gym owners to have a voice. “It’s one of our focuses this year, so we had a summit last weekend that was put on by All Things Cheer, and I attended as WSCCA president,” says Lemeshko. “We met with all-stars from the community and talked about their issues and desires.” The WSCCA also has an all-star representative who acts as their liaison when others can’t be present.

Network with Other Coaches

According to Lemeshko, a state association can give all-star gyms an even greater advantage by allowing them to network with more experienced cheerleaders, coaches and industry leaders. “I think we have some great coaches in our state and in our industry who’ve been involved for quite some time,” she says. “These more experienced coaches have a wealth of knowledge. We always share their contacts, ask them questions and have them mentor and help each other even though they’re technically competing businesses.”

Your state association is a place where all-star programs can unite around a common cause. Verne agrees, pointing out that “[The LICCA] has a handbook, and coaches are all members of different committees.  Within this network, we’re able to operate on a larger, national scale, which is important for gathering respect for the sport.”

Standardize Safety

While all-star programs utilize their state associations for state-wide competitions, scholarships and networking opportunities, Verne believes state associations are as vital as ever to standardizing gym safety. “We want to make sure coaches receive the proper courses and safety certifications,” she says.  “We have four coaches meetings per year that allow us to make changes to our competitions and safety clinics, which are free and run by our more experienced coaches. We also send these coaches to each gym in Long Island.”

Standardizing safety is also an important goal of the WSCCA, who’s mission statement includes “to set standards of cheerleading activities that are in accordance with educational and safety objectives.”

Reward Athletes Through Scholarships

The WSCCA is directly involved with their area’s all-star programs through offering scholarships to deserving athletes. Lemeshko detailed the services and benefits her organization provides for various gyms in the state of Washington.  “We give out about $20,000 a year in scholarships, and anyone can apply—not just high school or rec teams, but all-stars as well,” she says. Her organization takes it a step farther by offering an all-star assistance program where programs can apply for funds for gym families who are struggling financially.

The Oklahoma Cheer Coaches Association (OCCA) makes offering financial assistants to its participants one of its missions, as well. “We host a local competition and a fundraiser to fund our scholarships,” says Jeff LeForce, past president of the OCCA and owner of Oklahoma Twisters in Norman, OK.  “We give about eight to ten thousand dollars in scholarships to seniors who are graduating. Our all-star gyms are close with our schools, so it makes it possible to offer a lot of these opportunities.”

The state organization is an essential addition to any network of all-star gyms, and one that should not be taken for granted if yours represents all-star. The unwavering support of state organizations is a resource through which any all-star agenda can do well.

State Associations:

Arizona

Arizona Cheer Coaches Assoc.
PO Box 3577
Scottsdale, AZ 85271
602-762-4337
www.azcheerevents.com

Connecticut

New England Cheerleaders Assoc., Inc.
PO Box 124
Uncasville, CT 06382
860-848-0040
www.cheerneca.com

Delaware

Delaware Cheerleading Coaches Assoc.
PO Box 627
Milford, DE 19963
www.decheercoaches.com

FLorida

Florida Cheer & Dance Assoc., Inc
PO Box 151253
Cape Coral, FL 33915
888-GOT-FCDA
www.floridacheer.com
New jersey

New Jersey Cheerleading & Dance Coaches Assoc.
732-969-2035
www.njcheerleading.com

New York

Long Island Cheerleading coaches assoc.
5 Audubon Pl
Huntington, NY 11743
631-692-6206
www.eteamz.active.com/licca

Oklahoma

Oklahoma Cheerleading Coaches Assoc.
1905 Fox Ave
Moore, OK 73160
405-659-8405
www.oklahomacheercoaches.com

Pennsylvania

Pennsylvania Association of Cheer Coaches and Advisors
PO Box 183
Bumham, PA 17009
814-837-6073
www.pennacca.org

South Dakota

South Dakota Cheer Coaches Assoc.
PO Box 308
Faulkton, SD 57438
www.sdcca.k12.sd.us

Washington

Washington State Cheer Coaches Assoc.
437 Hazelwood Dr
Oak Harbor, WA 98277
360-675-6541
www.wscca.com

Washington State Cheer
Judges Assoc.
PO Box 1336
Brush Prairie, WA 98606
www.wscca.com

Wisconsin

Wisconsin Assoc. of Cheer/Pom
Coaches (WACPC)
1601 Oriole Street St
New London, WI 54961
920-982-6244
www.wacpc.com

National

Organization of Spirit Industry Providers (OSIP)
6745 Lenox Center Ct, Ste 300
Memphis, TN 38115
800-238-0286
www.osiponline.org

Spirit Industry Trade Assoc. (SITA)
6992 Dublin Rd
Dublin, OH 43017
www.spiritindustrytrade.com

United States All Star Federation
(USASF)/Cheerleading Worlds
6745 Lenox Center Ct, Ste 300
Memphis, TN 38115
800-829-6237
www.usasf.net

Jim Chadwick

When the president of the United States All-Star Federation (USASF), Jim Chadwick, found out that his colleagues had slipped one past him and inducted him into the USASF Hall of Fame, Jim Chadwick was surprised and flattered.

“I was pleasantly shocked,” Chadwick chuckles. “I kept getting nominated and kept declining it! I try to stay behind the scenes. This time, they went and gave me the award without telling me so that I couldn’t turn it down.”

Chadwick’s been turning the honor down for years because he doesn’t believe it applies to him. “I really want the focus of the USASF to be on our members,” he says. “The staff is just there to help our members accomplish whatever they want to.” The members, he says, are the USASF’s heroes and its first priority. “Lots of organizations end up failing because the people who are running them forget that it’s about the members. An organization that stays true to its mission has no ego.”

And Chadwick is very clear on the federation’s purpose: “The mission of the USASF is to enrich lives,” he says. “All-star cheerleading is an incredible sport.”

Chadwick has been at the helm of the USASF since its inception in 2003, having left a long career in marketing to search for something more meaningful. “Marketing is about getting people who already buy a product to buy more of it,” he explains. “I realized that I should be getting people involved in something that would change their lives. I thought, ‘My soul is going to starve if I don’t do more for people.’ ”

Looking back, Chadwick saw that cheering as a kid and at the University of Utah had been a life-changing experience for him. “You can see when something changes people for the better,” he says. Once he went to work for Varsity, he found his calling. “I visited 40-plus gyms and saw the need for a governing body. Jeff Webb agreed and the USASF was born. Without Varsity and Webb’s strong support, the USASF never would’ve made it past the idea stage.”

During this time, the National All-Star Cheerleading Coaches Congress (NACCC) was being formed, and the two became rival groups—but not for long. “I met with Elaine Pascale, the NACCC’s leader, on neutral ground to chat at dinner in Philadelphia,” says Chadwick. “It turned out to be a much longer dinner than either of us had planned when we realized that we shared the same vision.”

After nine months, the merged organizations were functioning as one. “It was a labor of love among more than 300 like-minded individuals who sacrificed their time for everyone’s dream,” says Chadwick. Helping make that dream come true were Colleen Little and Jody Melton, Chadwick’s co-inductees into this year’s USASF Hall of Fame.

Colleen Little

“Colleen is a true visionary,” says Chadwick. “When people thought that the USASF was just another event company, Colleen supported us. Her company actually resigned from Final Destination to support [The Cheerleading] Worlds. She’s shown us strong, strong support. She’s the kind of person who says, ‘If this is right for the all-star community, it’s right for us.’ That’s an example of the sacrifices people make for the [industry].”

Little has spent the last 15 years as a voice for the “little guys” of cheerleading, but when the all-star community came together to induct her into the USASF Hall of Fame, she was silenced for the first time. “To say it was unexpected would be an understatement. I was speechless!” says Little.

Little’s impressive resumé—which includes creating a competition company, Cheer America, taking its championships to the USASF and founding a collective of independent cheerleading organizations—has led her to a spot on the USASF National Advisory Board.

In fact, Little recognized that smaller cheer programs, and the coaches who were developing young athletes, weren’t on equal footing with larger programs. “So often the independents support initiatives that the majority of coaches are in favor of but aren’t necessarily supported by the large conglomerates,” she explains.

Seeing that smaller gyms and independent competitions were poised to have a significant impact on the business but lacked organization, Little stepped in to fill the gap time and time again. “I’ve been an advocate for equal representation of all sectors of the industry,” she says of her many roles, “whether it be small gyms or independent event producers.”

In doing so, she gave that silent majority a voice, first with Cheer America, a competitive cheer company whose mission is to provide outstanding competitions for gyms of every size. The point was “to fill a void in the market with competitions that were more professional, more exciting and a better overall experience for the athletes, coaches and fans,” says Little.

Little then went on to help found the Independent Event Producers (IEP) in 2009. Partnering Cheer America with fellow independent cheer companies, the IEP has gone on to include more than 20 companies and even hosts a national conference to discuss strategies to strengthen the industry.

“Collectively, we have a voice,” Little explains of IEP’s mission. “There have been so many strong independents that have paved the way in this industry and have made such a positive difference, and they continue to do so.  It wasn’t until we came together as an organization that we’ve been able to garner the recognition and acknowledgment that’s deserved.”

With a position on the USASF’s National Advisory Board, that voice is now even stronger. “It’s especially wonderful to be recognized with such an award when my ideas and positions have often put me on the opposite side of the status quo,” she says. “I appreciate that the USASF is open to change and accessible and supportive of differing viewpoints.”

Jody Melton

“Jody Melton was at the very first USASF meeting, before we even had the name,” recalls Chadwick. “Including Jody, there were [only] six people there, and he stood up to the NACCC boycott of Worlds. If there was going to be a Worlds, Jody was going. He’s a strong supporter of the USASF and the all-star community [as a whole].”

At the inaugural event, it was obvious who was taking home the gold—until Jody’s team took the mat. “Cheer Athletics went on, and there was a moment of silence after their routine,” remembers Chadwick. “It was quantums better than anything that had been done before. That’s Jody Melton. That’s how he does things.”

Melton has always given everything he’s got to cheerleading. With a successful career that spans cheering for Baylor University to co-founding the incredibly successful Cheer Athletics, he also spends his precious downtime supporting the industry’s safety and future success as a whole, having spent three years as a member of the USASF board of directors and six years on the USASF Rules Committee.

“It was a great honor to be inducted into the Hall of Fame,” says Melton. “While I think Cheer Athletics co-owners Brad Habermel and Angela Rogers should have gotten in before me, it was rewarding to be recognized for my time in the cheer industry.”

Melton’s years with Cheer Athletics might be one of his more famous accomplishments, but not his only. Cheer Athletics, which he co-founded in 1994 with Angela Rogers, started out with two kids in a park in Plano, TX. Within a year, they’d won their first competition, which just happened to be the NCA Open Division National Championship. Cheer Athletics went on to become a Texas powerhouse, currently holding more NCA titles and Worlds medals than any other program.

“My main responsibility lies with Cheer Athletics,” explains Melton. “Actually, working directly with athletes and teams is by far the most enjoyable and rewarding part of what I do. However, there are many logistical things that must be taken care of for a business to survive.”

Melton spends time on the USASF board of directors in order to help [ital: everyone’s] businesses survive. It’s time consuming, he admits, but  “it’s important that work is done to promote and improve the all-star industry. Regardless of how successful any [one] gym is, we need the overall industry to be healthy for [all] gyms to survive long-term.”

The board of directors is a cross-section of the industry, Melton says. “Being on the board has been a very interesting experience, as you get to see many issues from several different vantage points. By design, it’s comprised of people with different backgrounds and different points of view.”

In Melton, they have a unique member who’s worn many hats as a small event producer, a coach, a parent of athletes and an athlete himself. “I feel like I have as diverse a background as nearly anyone in the industry,” he says. “Hopefully, those experiences can help when we’re searching for the best ways to improve our sport.”

It can’t all be about the business and the numbers, though. Melton stays fresh and passionate about cheer by getting out there and coaching the athletes. “I’ve recently been able to do more hands-on coaching than I have in the last 10 years,” he says. “It’s been incredibly refreshing and reminds me of why so many of us love this business so much. All the accounting, marketing and administrative stuff is important, but none of that compares to seeing a young athlete’s excitement when they learn a new skill.”

By Brian Payne

Noah, 9 years old, is the only boy on the squad and a gifted tumbler, which is good since he has trouble standing still. The coaches have placed him in numerous tumbling passes, but because he’s not interested in paying attention during the dance sequence, he’s placed in the very back of the routine. Noah keeps turning his head and looking behind him at the loose foam pit that borders the practice floor. He loses track of the counts as he continues to back up a few steps at a time. All of a sudden, Noah somehow loses his balance and falls into the foam pit. The coach has to stop the routine to ask Noah what happened, which takes time away from the other 19 young athletes.

Suzie, 6 years old, is on a Mini Level 1 squad. She’s frequently looking at other members of her team during practice just to check and make sure that she’s doing the right motions with the correct timing. When the coach has to stop practice to address another athlete, Suzie, along with the others, is asked to stand still, be patient and wait. Suzie stands still for a few seconds, and then she starts swinging her arms, just a little bit. Pretty soon, the arm swinging takes over her entire upper body until Suzie is spinning around in circles. The cheerleader next to her thinks that looks like more fun than standing still and joins in. It takes about 10 more seconds for the coach to turn around and ask why two girls are laying on the floor, crying and holding their heads after crashing into each other.

Can you relate to either of these incidents with your own similar tales of woe? These may be the challenges for a cheer coach who has an attention deficit hyperactivity disorder (ADHD) cheerleader on her squad:

• The ADHD athlete who constantly has to be redirected and disciplined consumes the coach’s time.

• Time spent redirecting the ADHD athlete is time taken away from members of the squad who want to get work done.

• Unproductive actions of the ADHD cheerleader can influence borderline attention deficit squad members who are in proximity.

• Should ADHD cheerleaders be trusted with stunt duties where someone else’s safety is dependent on their own ability to focus and concentrate?

• Should strategies for practice time management and productivity be modified to accommodate the ADHD cheerleader?

• Is 5 percent of your squad entitled to 50 percent of your attention?

In much of the literature regarding research on ADHD, it’s fairly easy to take the words “school,” “classroom” and “workplace” and replace them with “cheerleading practice.” Parents experienced with ADHD recognize that children with excessive energy need to have it channeled in a positive, supervised environment. And gymnastics coaches have long known that hyperactive children tend to be more aggressive tumblers. So, it’s not surprising when a high percentage of children with this disorder wind up in cheer and gymnastics programs.

A roundtable discussion with coaches at the Cheer Expo in Montreal provided some of the following strategies as suggestions for coaches who may be struggling with ADHD members on their squads:

• Position ADHD athletes directly behind your best dance and motion personnel so they have the best model to follow.

• Break cheer/dance/motion components into thirds, done as a ripple so you only have to coordinate a third of the group at a time.

• Columns of people executing front to back ripple motions or dances take on the look and feel of Follow the Leader, and the ADHD athlete will get to see it three or four times in a row before it’s his turn, so it will seem like less of a “surprise.”

• Have verbal cues, countdowns or other commands that the ADHD student has to respond to within the stunt group, to keep them from zoning out.

• Use your gymnastics shapes to “control and contain” during practice. When a stunt group with an ADHD cheerleader has completed their task, have them all sit in a tuck, pike or straddle position while they wait on the next group to finish. It’s less likely that someone will spontaneously spin around in circles or bust out a cartwheel and kick someone else in the head if they have the directive and they’re all doing it as a unit. It also provides motor memory reinforcement and attention to form. It might not be a bad idea to have all the stunt groups do it.

• Do you have a younger squad that needs occasional breaks from the tedium of training? Does an ADHD athlete feign an overactive bladder and use constant bathroom breaks to escape? Find out what the group’s favorite activity is (tumble track, chicken in a henhouse, sponge pit) and use that as the half-time break for a job well done or go to that activity every time the emergency bladder leaves the room and see how quickly he comes back.

• Remember the “Unofficial Assistant Coach” who always wants to shout helpful hints, or the junior coach-in-training? Now you can put them to work by being your “classroom monitors.” Their job is to follow your ADHD athletes around the mat, keeping them on task and redirecting them, so that you still have your sanity and energy at the end of practice.

Jenn Bucchinal, coach and assistant tumbling director at Calvert All Stars in Owings, MD, sees athletes with ADHD from 3-year-olds on Level 1 to 27-year-olds on Level 6 Open, but she also lives it firsthand. She has two children, and the 7-year-old has just been tested for ADD, ADHD and dyslexia. She feels that her 4-year-old is also likely to have the disorder, based on current behaviors and trends. When it comes to ADHD athletes in your program, she recommends the following:

• Youth squads need to keep their workstations brief and use games as a reward break.

• Keep ADHD candidates close to the front of the routine so the coach can have constant eye contact with them.

• Coaches who sit down during practice give inattentive students permission to mentally wander.

• Take the time to learn what each child’s needs are, because not every child responds in the same way. Don’t let yourself get frustrated. Keep reasonable goals in mind.

• Parents don’t fill out forms completely and will omit details like ADHD and Ritalin for fear that their child won’t be accepted or will be treated differently. As a coach or gym owner, you need all the information so you can provide the best possible training environment for each athlete, so make sure to stress that to their families.