April 15, 2021
DYNAMO SWIM CLUB NEWSLETERS, APRIL 2021
"If you don't have time to do it right, when will you have time to do it over?" -- John Wooden
After Spring Break Dynamo swimmers got back in learning and training with a lot of energy and enthusiasm.
We can see improvements on all swimmers Skills in Dynamo Swim Club in the Swim School and Swim Team.
Congratulations to all swimmers that got promoted to next Seal level and Swim Team!
This season the Sectional Provincial Championship was virtual. Coaches sent swimmers results from Time Trials in our pool during the practice to Swim BC.
After all clubs in BC have sent their swimmers times, we got the Results.
Congratulations to all swimmers that qualified for Sectional Provincial Championship! You all won a swimsuit, t-shirt or swim cap. There were more than 500 swimmers enter in this virtual meet.
Best results: Kevin Wei 16 years old placed 6th in 50m Fly
Valentin Glivenko 12 years old 7th in 400IM and 8th in 50m Free
Congratulations for your great performance and keep up the good work for the summer season.
I am not physical at the pool all the time, but I am watching the practices and lessons every day on my laptop. Coaches have their cellphones on Zoom at the practice and they can communicate with me during the practice, and I can give them feedback on their coaching. You can talk or send me messages during the practice or email to Dynamo if you need to: dynamoswimclub.net.
Remember as much you practice with the right technique as good swimmer you going to be.
It is the time to set up your goals for summer season. Your coaches can help you with that you just need to ask them for help.
We welcome the new swimmers in Dynamo Swim Team and looking forward for more swimmers to qualify for the Divisional Provincial Championship this summer.
See you at the pool,
Director of swimming
How Bill Gates, Steve Jobs, and Vince Lombardi Embraced the Rule of Formidable Expectations.
The more you demand, the more you must be willing to give--not just in terms of pay. By Jeff Haden,
In the early days of Microsoft, Bill Gates was notoriously tough on his employees. Not only did he memorize license plates so he could tell who was still at work, but he also made a habit of sending 2 a.m. emails that started with, "This is the stupidest piece of code ever written." Steve Jobs could be an even more brutal boss. According to one former employee: "Steve, like Napoleon, had two faces. On one side, he was a brilliant genius and a true misfit. And the other side--his lack of care and sensitivity for people, his disrespect and dictatorial behavior--were all real. Then there's Vince Lombardi, the Pro Football Hall of Fame coach, and the Super Bowl trophy's namesake. Hall of Fame lineman Jerry Kramer said of Lombardi, "He shouted, bullied, drove us, underpaid us, and refused to spoil us." Henry Jordan, another Hall of Famer, famously said, "He treats us all the same--like dogs. "Jerks, one and all? Maybe. But then again, Gates built Microsoft. Jobs built Apple. Lombardi's Green Bay Packers won five NFL championships and the first two Super Bowls. More importantly, many people reflect fondly on their time working with Jobs, Gates, and Lombardi. The experience taught them to prepare, think critically, work harder, work smarter, and put their teams ahead of themselves. Does that mean the end always justifies the means? Absolutely not. But it does illustrate the rule of formidable expectations. World Swimming Coaches Association The rule of formidable expectations is simple: The more you expect--OK, demand--from others, the more gratitude you must display for their effort, dedication, and loyalty. Pay is Not Gratitude Unfortunately; most bosses focus solely on the demand side. That is understandable. For one thing, we are all taught that great outcomes always spring from great expectations; the only way to get more is to require more. A classic Mad Men scene illustrates another reason. Peggy is upset that Don got credit for one of her ideas. "But you got the Clio," she says, referring to an advertising award. "It's your job," Don says. "I give you money. You give me ideas." "And you never say, thank you," Peggy says. "That's what the money is for!" Don replies. Don is right. And also wrong. Pay is a simple exchange of money for effort. Pay is not a reward, appreciation, praise, nor gratitude. Higher pay can help offset higher expectations, but only to a point. That is when gratitude kicks in. Gratitude is not just an occasional "Thank you" or a few words of praise. Gratitude is also providing developmental opportunities, facilitating new connections, teaching new skills, mentoring, motivating, and providing a sense of purpose that turns work into something much more meaningful. In short, gratitude ensures that someday your employees will look back and be grateful that you demanded so much--because they also received more in return. The more you expect the more gratitude you must not only feel but provide. If you want more, you must give more, not in terms of money, but in terms of yourself. Granted, Gates, Jobs, and Lombardi might not have embraced the rule of formidable expectations. They may have wanted more simply because they wanted more. It is possible that career development, stock options, and Super Bowl wins were enough to keep their employees going. World Swimming Coaches Association But I'm guessing they did, as evidenced by all the Microsoft and Apple employees who went on to greater career heights or started their own successful companies. And by all the ex-Packers who went on to successful business careers. If you want to build a better company or organization--if you have incredibly high goals for yourself, your business, and the people you employ--you must embrace the rule of formidable expectations. Do that, and then you all can get as much as you give. No matter how formidable the expectations