(Part 3) Collegiate Strength and Conditioning: The KU Way, with Andrea Hudy

So, with those things we sacrifice, there’s three thing that I will never sacrifice as a coach. And that’s safety and attention. You know I’ll lose my job if somebody gets hurt. So safety and attention is number one. Intent, energy and effort is number two. So I always set the temperature of the room. And then three,
passion and philosophy. I know that I’m a weightlifting based organization and
that will never change, ever. I know that I’m a results-based organization and
that won’t change. So I don’t know, you might want to come up with your own
solid philosophy of things that never change, but principles might sway little
bit. So write those things down. Put them in your portfolio, because they’re going to get asked to you. Three lessons learned from my twenty-year career, and more because I was told as an athlete I couldn’t do thing, so keep fighting and always keep learning.
Set that five-year plan. Know what you want to do, where you want to go, and how you going to do it. Respect individuals in the environment. I’ve been in places where I haven’t
respected somebody and it’s come back to keep me in the butt. Right. I’ve been disrespected, which is cool. So it use to aggrivate me but even I was reading in People Magazine even President Obama gets keys handed to him cause they think he’s the valet. Right. And here, I’m getting pissed off cause somebody wouldn’t shake my hand. You know, so, I think I have to be humble in
that. When somebody walks in I don’t get angry anymore because they walk passed
because I’m a female and they just go, well, who’s the guy in charge, you know, which is cool but I head that off now. Now I am the one to go run out there. Introduced myself. Make sure they know
who I am because I own the room. Things I value, obviously, going back to the
beginning was strength from failure. Empowering others. I’m in a position now
that I can help people get jobs. I can help people get better. I can’t always say
I was in that position. So empowering others. Raising others up. You know, with
our athletes, that’s what we do. And preparation for competition. I, on a scale of 1 to 10, I think I’m a terrible public speaker. I was worse than that, way
worse a lot of years ago, but I knew that I needed to do it. I knew I needed to do it.
And I failed. I’ve fallen on my face. I’ve been so nervous before. I’m sweating. You know, so I’ve failed and I keep trying to fail more so that I can get better. So twenty
years ago, man, I fail I fell flat on my face in a presentation. It was awful. I was embarrassed. I still have, like, embarrassment from it. So when we look at preparing for
competition, competition drives everything. When we look at the numbers
with Dr. Fry and squat power this, that and the other, speed and velocity, we look at
you got your practice reps, you get your weight room reps, and then you get your
competition reps. And the guys that are competing the most, we think they’re
actually the ones that are fatigued the most, and they’re not. They’re probably
not very fatigued at all but what they get is that competition stimulus. They
get that amped up, high velocity competition that a lot of people don’t get. Those guys on
the bench, they’re sitting there, they’re getting further and further away from
the coach the less and less they play. So competition is really, really, really
important. Competition is a contest between groups for prestige, recognition,
for leadership. Competition is the opposite of cooperation. Right. So you’re
like, ok, well how do I get that going if I want to be the best I can be. And then I
have to cooperate with everybody. So the question is competition is
critical for success, but are you developing your –are you developing
competitive athletes by what you do as a professional? What standard do you hold? What standard do you hold to them? On the other hand, right, so when you’re trying to put a staff together,
you’re still trying to be top dog, right, if your number one. So how do you get
cooperation going on if there’s competition between the staff.
So cooperation is a joint operation or action. This is critical for success too.
So the question that I have to ask are you -are you developing a great work
environment through cooperation with your staff? So you’ve got competition you’ve got cooperation. If any of you guys read leadership stuff you might find out that, you know, that
specific skill of all that education you went through and all those things you
learned about exercise, and what made you better as a coach, and a great
technician, has 15%. Fifteen whole percent towards you being a more successful strength and conditioning coach and rising up to an athletic administrator, or
whatever. So 85% of those are interpersonal skills. So we look at
our competition, our cooperation. Can you decipher between those two? 85% of success and rising up in your field is interpersonal skills. Not the
specific skills of you coaching your athletes. How you get along with other people. So
are you developing as a professional by building cooperation in your
organization? Does it appear good? You know, what do we say, perception is reality. How does the athletic administration, what do they think of you, as a
strength and conditioning department. Do you just hang out and you’re an office hermit? Or do you go out and sell the program and tell them how good you’re doing, and what’s going on,
what’s up and coming, what our five year plan is. So I think you need this sell yourself.

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