Sports Performance Program Management
Cross-source consensus on Sports Performance Program Management from 1 sources and 7 claims.
1 sources · 7 claims
Uses
Risks & contraindications
Comparisons
Highlighted claims
- There is no single universally correct structure for a sports performance group; what works depends on the people, athletes, and organizational culture. — Kinesiotape and Performance Program Management
- Micromanaging does not work in a multidisciplinary performance environment; staff must have defined responsibilities and autonomy to execute. — Kinesiotape and Performance Program Management
- A performance program cannot overcome poor staffing by having an elegant organizational process; talent is the primary determining factor. — Kinesiotape and Performance Program Management
- A program manager's role includes shielding clinical staff from outside pressure from front office personnel, coaching staff, and agents. — Kinesiotape and Performance Program Management
- In a program manager role, the priority shifts from directly treating or coaching athletes to helping staff succeed, which requires a different skill set than clinical or coaching work. — Kinesiotape and Performance Program Management
- Ego undermines performance-team management because practitioners attached to preferred interventions may prioritize being right over helping the athlete. — Kinesiotape and Performance Program Management
- The first priority in building a program is hiring skilled, motivated people who are willing to improve and challenge each other. — Kinesiotape and Performance Program Management