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The CrossFit program is driven by data. Using whiteboards as scoreboards, keeping accurate scores and records, running a clock, and precisely defining the rules and standards for performance, we not only motivate unprecedented output but derive both relative and absolute metrics at every workout

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Each January, corporate gym companies wait for the money to come rolling in thanks to overindulgence during the holidays and those New Year's Resolutions. Since 2011, however, they have been able to count less and less on this rapid infusion of capital into their company's coffers. Google Analytics has shown that web searches have remained stagnant for the Big Four corporate gyms, while searches related to the fitness phenomenon of CrossFit have skyrocketed over the last four years, with little sign of slowing.

The popularity of CrossFit by the numbers is interesting. Viewing a breakdown of locations and demographic groups is key information for health experts ready to open their own "Box" or improve an existing facility.
CROSSFIT DEMOGRAPHICS:
Under 18: 18%

18 - 24 : 6%

25 - 34 : 40%

35 - 44 : 20%

45 - 54 : 8%

55 - 64 : 2%

65+ : 5%

From a marketing perspective, 25 - 44 is the sweet spot to aim for in fitness and health related industries and other self-improvement businesses. This age range is settling into adulthood and likely wants to regain or maintain the youthful figure from their high school days.

Percentage of CrossFitters who hold post-graduate degrees: 40%

This is a driven core group of people who have shown they have what it takes to work hard to achieve their goals. What makes you think they won't put that same work and determination toward their commitment to CrossFit?

Annual Income of Over 50% of CrossFitters: $150,000

A post-graduate degree usually means your career pays better than if you only had a bachelor's degree or high school diploma. Over 50% of CrossFit participants are financially able to maintain their CrossFit memberships.

Male Participation: 50%

Female Participation: 50%

Yes. You read that right. The discrepancy by gender is so close that there is no significant statistical difference.
CROSSFIT BY THE NUMBERS
The CrossFit brand has been growing by leaps and bounds since 2005, when there were just 13 Affiliates. In fact, in eight short years, the growth rate has consistently doubled every other year since 2006, with more than 10,000 independently owned Affiliate boxes the world over.

72% of the Affiliates are based in the United States.

23.1% are located in Europe, Canada, and Australia/New Zealand (combined).

The CrossFit Games has enjoyed a year-over-year increase in participation of 166%, with competition in Women's divisions far outpacing the Men's.

Monthly class attendance typically spikes in the month of July. There were approximately 173,000 attendees in July, 2014.

WHERE IS CROSSFIT MOST POPULAR?
CrossFit's global penetration is anchored by almost 7,500 Affiliates in the United States, where it first gained popularity. Which states are nuts about the exercise movement, and which could seemingly care less?

To find the answer, we took the average of three variables: number of CrossFit Affiliates per capita, number of CrossFit Facebook posts, and the States Google Trends score for the term "CrossFit." The states where CrossFit is most and least popular may surprise you.
THE BOTTOM OF THE HEAP
Coming in dead last were the two Dakotas. With a small population of serious people who have more important things to do, it's not a huge leap to understand why CrossFit isn't favored here.

Tied at 40th are two states which likely have nothing else in common aside from this ranking. Wisconsin and Kentucky residents have probably heard of CrossFit, but it's almost certain they are in the dark on what a "WOD" is.

Dead center and tied at 24th on the list are Alaska and Missouri. CrossFit is probably a great way to work off the winter weight needed to keep you warm on those long Alaskan winter nights. Missouri's urban centers of Kansas City and St. Louis helped to secure their place on the list.

And now for the big reveal.
The Top 5 States for CrossFit
5th: Washington

3rd: Utah

- tied -

3rd: Texas

2nd: Hawaii

1st: Colorado

With a target market of dedicated, determined, and educated young professionals, the skyrocketing success of the CrossFit brand is certain to continue in the coming years. But with all of that high market penetration, it is important to set your Box apart from the others. Make certain you have the most functional and up-to-date equipment for your CrossFitters to use and abuse. Contact RallyFitness, and let us consult you on developing or upgrading your Box.

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Each January, corporate gym companies wait for the money to come rolling in thanks to overindulgence during the holidays and those New Year's Resolutions. Since 2011, however, they have been able to count less and less on this rapid infusion of capital into their company's coffers.

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Crossfit its key in order to achieve greatness in all realms of fitness we must communicate with experts of our surrounding sports in order to attempt to achieve the highest spectrum of fitness in that realm.

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Communication is the Key to Success

The importance of communication in sports cannot be understated. It is said to be the key to success in both the sport and business world. Now yet another study has proven it! European Leaders recent research showed that poor communication is responsible for reduced performance in the business world. The study emphasized why it is so important for senior management to be able to communicate effectively, with 41% of employees believing communication improves productivity and performance. In the sporting world it is no different. Better communication from Coaches will result in a positive impact on performance.

"There is no single element of the coaching process that is more important than communication"- Spink, 1991

"Being an effective communicator is a distinguishing characteristic of expert Coaches" - Bloom, 1996

Coaching and senior management staff must have the ability to communicate effectively to foster a successful environment, no matter what sport they are a part of. Despite this, little time is devoted to helping Coaches become better communicators, even though there have been countless studies which emphasize the importance of successful communication.

One study interviewed high-level teenage athletes who suffered burnout and found it was not physical exhaustion which most contributed to burnout. P oor communication was found to be the leading factor which contributed to burnout in the young athletes. The lack of communication created a perceived low level of personal control over the situation in which they trained (watch Bo Hanson speak on the subject of Burnout in Young Athletes here). This poor communication left athletes feeling stressed and unable to cope as they deemed their environment to be controlling and overly pressured. The study by European Leaders also noted the importance of managers being able to identify what motivates their employees. This allows managers to try to make work more engaging, resulting in employees feeling more motivated to create a better performance.

Importance of Communication in Sports

Being able to communicate effectively is not limited to how your athlete is feeling. Effectively conveying the goals of the team for the season is also a critical aspect of communication. The study by European Leaders demonstrated that 68% of those surveyed fail to understand their company's vision. As a result, employees felt less engaged with their company and their performance was not at the highest possible level. If your team does not understand the goal for the week, season or year, they may also feel disengaged with the team and therefore less likely to produce a peak performance (Read why engagement is so crucial in our article on " Do your Athletes Care?")

One of the most worrying findings from the survey was that only 36% of those surveyed believed they were working to their full potential. Although we would hope this number would be much lower, this figure is indicative of the potential lost when communication skills are not utilized.

Improving communication skills is a relatively inexpensive process which can improve performance dramatically. At Athlete Assessments we understand the importance of successful communication, which is why our Personal Effectiveness Program is one of our most popular events.

Communication skills are so important to success in both business and sport, and this has been demonstrated in countless studies. Improving on the communication skills of the people in your team or business is an easy and relatively inexpensive way to develop your overall performance. This little bit of effort can result in a massive improvement, which may become part of your competitive advantage. Don't let it become your competitions!

More information on how to improve your performance through communication skills is available with our Personal Effectiveness Program.

At Athlete Assessments, we're here to provide you with excellence in service and here to help you be your best. If there is anything we can assist you with, please Contact Us.

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By Bo Hanson - 4x Olympian, Coaching Consultant & Director of Athlete Assessments Communication is the Key to Success The importance of communication in sports cannot be understated. It is said to be the key to success in both the sport and business world. Now

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CrossFit, the sport that combines elements of high-intensity interval training, weightlifting, powerlifting, gymnastics, calisthenics, Strongman and more, has been growing exponentially since its introduction in 2000.

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Fitness Competitions: How the CrossFit Games Come Together

17 Nov, 2016

CrossFit, the sport that combines elements of high-intensity interval training, weightlifting, powerlifting, gymnastics, calisthenics, Strongman and more, has been growing exponentially since its introduction in 2000. It's notable not just for its prevalence across the U.S. and around the world, but for its sense of community among users. It also has one of the strongest social media presences of any form of fitness. As a result, membership in, and numbers of, the CrossFit affiliate community (which works out in branded gyms, known as boxes) are increasing.

In addition, CrossFit is unique among other forms of fitness in that it incorporates an element of the unknown. Engaged athletes receive challenges, called Workouts of the Day (WOD), online. This differs from a predetermined workout and it has been extremely beneficial to the organization; in fact, athletes enjoy finding out what is in store for them, and then seeing how well they can rise to the occasion.

The CrossFit Games, the competition to name those individuals and teams organizers call "the fittest on Earth" among those affiliates, is offered each year - and it too offers an element of the unknown to its competitors (but more on that later.)

The competition began in 2007, according to Justin Bergh, general manager of the CrossFit Games. The event started small on a private property in Aromas, California, and included a competition followed by a barbecue for all the athletes, as well as any family and friends who were traveling with them.

But nobody counted on the rise of social media, and the corresponding exponential growth of CrossFit.

"By 2010, the Games were forced to move to a larger venue to house more competitors, equipment and spectators, and so we moved operations to the StubHub Center in Carson, California," notes Bergh. And now, in 2016, he adds, the organization is examining other venues - not because they don't enjoy the one they're in, but because the growth has allowed the organization to explore other options.

As Bergh explains it, the CrossFit Games season involves three stages for competitors. Since 2011, the CrossFit Open has been the first stage of the qualification process to compete in the CrossFit Games. The Open was created as an online format to facilitate participation by athletes worldwide. During the Open, a new workout is released each week on Thursday night, and athletes have until Monday evening (Pacific Time) to complete the workout and submit their scores online, with either a video or with a validation by a CrossFit affiliate.

Beginning in 2013, CrossFit began airing live announcements for the Open workouts and past CrossFit Games athletes could immediately complete the workout in a head-to-head competition. Athletes are ranked worldwide and by region. The top CrossFit Open performers in each region advance to the regional events. From there, the top men, women and teams from each regional competition go to the CrossFit Games in Carson.

The Games include divisions for individuals of each gender, for a number of Masters age groups, and for co-ed teams. Beginning in 2015, CrossFit added two age divisions at the Games for individual Teens: 14-15 and 16-17, to keep up with the demand from younger athletes.

"Obviously, CrossFit is growing at all levels," notes Bergh.

And Bergh says that because performance is individual, athletes find participation satisfying and they stick with it.

"People can participate at whatever level they feel is appropriate. As a sport, it has lots of ways for people to compare themselves with their peers," he notes.

In fact, he adds, many people may never enter a competition, but they are still a part of the CrossFit community, and the growth numbers bear that out. "In 2011, there were roughly 2,300 gyms. This year, there are 13,000 CrossFit gyms. We think that shows tremendous growth of the brand."

As previously mentioned, the fact that athletes have to be ready for whatever challenges they will face is unique to CrossFit. The athletes who compete in Carson, California, know they will be facing a number of challenges, but they do not know exactly what those challenges are until they get there. And that, Bergh notes, means a tremendous challenge to the organizers of the Games.

"We have to be aware of how much time certain challenges will take, and to keep everything running on schedule during a nationally televised event with a large number of moving parts. I don't know of any other event that is as technically complex as this one. Our fans, media and even judges are in the same boat. We build a strong communication system in advance so that we can move quickly once events are announced. But that's also part of what makes the Games so awesome to experience in person. You can't feel that tension and release unless you're there."

Of course, he notes, the athletes, too, are exceptionally disciplined, and are willing to meet the challenges. And now, with television crews providing 10 hours of live coverage for ESPN, staying on schedule is just business as usual.

CrossFit competition takes place both indoors and outdoors. Multiple arena and competition stadiums are needed for the events. In Carson, California, an outdoor tennis stadium is used, as well as soccer fields, tracks and more. And since there is the potential for open water swims and other challenges, organizers are constantly tasked with finding venues that work.

"One day, we might be holding our events in a tennis court; another day, we might be using a swimming facility or a military base," Bergh says. "We can have between 14 and 20 different events or floor sets in just one day of competition. We're always looking at the proximity of arenas to one another and the ability for people to move between them."

Finding a city to host an event, however, is an all-inclusive process.

"For us, choosing locations for our events is not just about the facilities; it's about finding a community that welcomes these Games and wants to be an active part of them. We're looking for ways a city can really embrace a fitness culture and build more of a festival and community gathering around the event."

Since its humble beginnings on a ranch, the CrossFit Games have grown in size, and all that growth has created a new dynamic in what its on-site spectators are looking for.

"We know that a lot of our spectators are CrossFit athletes, so we've pushed for healthier food choices at our Games to make sure our fans can enjoy being at a major sporting event without feeling like they have to eat normal stadium food," says Bergh.

The CrossFit Games also include a vendor village of companies selling products that would appeal to the spectators as well as the athletes.

According to Bergh, the CrossFit Games are beneficial to the host community. Ohio University conducted an on-site and online economic impact study; its findings included a raw figure of $17.5 million. It also provided some interesting demographics about the CrossFit crowd.

"We've seen that all of the top athletes come from CrossFit gyms around the world, and that they're interested in traveling. A total of 84 percent of our athletes have a four-year college degree, and 61 percent of them have a household income above $100,000. One area in which we're very fortunate is the fact that our attendees and our volunteer base travel very well."

CrossFit is an excellent contributor to the sports travel industry, notes Bergh.

"From a standpoint of a ticketing product, the Games are very marketable: we mark our weekly attendance at 60,000. We're bringing in 4,000 additional seats to the StubHub Center each year, and about 30 percent of that population is from outside the U.S. It's a true destination event."

Growing the spectator experience the same way the organization has grown its athlete membership is the next challenge to CrossFit. But then again, this is an organization that thrives on unknown challenges, and this provides yet another chance to rise to yet another occasion. It's a sure bet CrossFit will enjoy doing it.

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Fitness Competitions: How the CrossFit Games Come Together

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The annual CrossFit Games, the competition to find "the world's fittest," has experienced year-over-year growth, and now has television coverage. It's a sport with an element of the unknown for its athletes, and that translates into some special challenges for organizers. Get to know this trending event and find out what it takes to host it.

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The styles of leadership in the military can crossover to the real world

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The styles of leadership in the military can crossover to the real world

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Effective leadership can reflect in all aspects of life by always having a goal with a plan and the determination to achieve.

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To lead is not to just get from point A to point B; it's getting to point A and B while also developing people along the way, say researchers from the Journal of Applied Psychology. Military leadership is not the authoritarian style depicted in Hollywood movies. Sure, basic training is hard. But in those eight to 14 weeks, men and women develop discipline and responsibility -- qualities required in the military's transactional, transformational and servant leadership styles. These are styles that can, and have been, applied in many small businesses.

Transactional Leadership

Transactional leaders seek mutually satisfying outcomes by providing clear directions and holding subordinates accountable for their actions. This leadership style removes the guesswork, which is highly effective in the chain of command work structure implemented by all military agencies.According to Changing Minds.org, "The transactional leadership style works through creating clear structures whereby it is clear what is required of their subordinates, and the rewards that they get for following orders." The mission of the military is to deter war and protect the security of the United States. The transactional leadership style upholds this mission through leaders who create dynamic relationships with subordinates. As a result, leaders recognize subordinate needs and reward them in exchange for their performance and support.

Transformational Leadership

Transformational leaders are charismatic. They motivate and inspire with intellect, which bodes well for servicemen and women who find themselves in hostile situations where quick thinking and decisive actions are key to their survival. According to The Transformational Leader, "The essence of transformational leadership is the capacity to adapt means to ends to share and reshape institutions and structures to achieve broad human purposes and moral inspirations." This leadership style is effective because leaders use inspiration and education to motivate subordinates. They empower subordinates to make decisions, creating value and need within soldiers. Most important, they instill a sense of pride and create a vision to gain subordinates' respect and trust

Servant Leadership

Military officers and enlisted servicemen and women step into a leadership role on day one of their military career. These men and women freely give their life to defend the U.S. Constitution from all enemies foreign and domestic. Though serving their country is the initial reason for enlisting, many if not all soldiers say it is because of the man or woman standing beside them that they fight. "This is the essence of servant leadership - their extreme dedication to the service of others before themselves," according to "Interpersonal Skills For Leadership," by Susan Fritz, et.al.The servant leadership style in the military is effective because leaders embody the characteristics of servant leaders: empathy and acceptance, a sense of community and a calling to serve others. Having worked their way from the bottom to the top, military leaders do not talk the talk; they walk the walk.

All In One

Effective military leaders possess characteristics of each leadership style. They must carry out the orders bestowed upon them by their Commander-in-Chief -- the President of the United States of America.Thus, the military requires a mixture of transactional leaders to motivate and reward by upholding law directives; transformational leaders to build trust among troops in wartime scenarios with charisma and intelligence and servant leaders who embody the essence of the military -- service before self.

About the Author

Joshua Cintron is a college professor of business, finance, human resource and critical thinking courses. He holds a Masters degree in public administration from Bellevue University and a business credential from the Colorado State Board of Community Colleges and Occupational Education, Career and Technical Education. His resume also includes joshuacintron.com.

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To lead is not to just get from point A to point B; it's getting to point A and B while also developing people along the way, say researchers from the Journal of Applied Psychology. Military leadership is not the authoritarian style depicted in Hollywood movies. Sure, basic training is hard.

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A leader is a person that cares about both the goal of the company and its employees while management only cares about the goal regardless of how ones troops may suffer.

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A few years ago, leaders, entrepreneurs, and innovators created companies, whereas managers were hired to run their operations. But, nowadays, you will notice that our educational system is mostly geared towards business management education. Also, there is a perceptual change that treats both management and leadership as the same, which is not a mere reality. So, in this leadership vs management article, we will dig deep into the differences between leadership and management.

What is Leadership?

Leadership is the creation of positive, non-incremental change through meticulous planning, vision, and strategy. Workforce empowerment and adaptive decision-making also add up to the crucial attributes of leadership. Most often, people relate leadership with one's position in an organization. But leadership has nothing to do with titles, management, or one's personal agendas. It's also not restricted to personality traits such as better vision or charismatic personality.

Watch this video to understand the difference between leadership and management.

It is more like a process of social influence, which maximizes the efforts of others toward the achievement of a common goal. It stems from social influence and requires human resources to achieve the intended outcomes. A leader is someone who always takes the initiative and invests a great effort to accomplish the company's vision. That is the only reason why people around them start following them.

Next, in this leadership vs management article, we will discover what management is all about.

Business & Leadership Courses

What is Management?

Management is all about performing pre-planned tasks on a regular basis with the help of subordinates. A manager is completely responsible for carrying out the four important functions of management: planning, organizing, leading, and controlling. Managers can only become leaders if they adequately carry out leadership responsibilities, including communication of good and bad, providing inspiration and guidance, and encouraging employees to rise to a higher level of productivity.

But, unfortunately, not all managers can achieve that. Managerial responsibilities are often outlined in a job description, with subordinates following because of the professional title or classification. A manager's primary focus is on meeting organizational goals; they often do not take much else into consideration. With the title comes the authority and the privilege to promote, hire, or reward employees based on their performance and behavior.

Difference Between Leadership vs Management

The role of management is to control a group or group of individuals in order to achieve a specified objective. Leadership is the ability of an individual to influence, motivate, and enable others to contribute to the organization's success.

Management is responsible for controlling an organization, a group, or a set of entities to achieve a particular objective. Managing is about making sure the day-to-day operations are being performed as expected. A leader communicates in order to set direction, inspire, and motivate their team.

Leadership requires a vision to guide change. Whereas managers focus on achieving organizational goals through process implementation, such as budgeting, organizational structure, and staffing, leaders are more concerned with thinking ahead and seizing opportunities.

It is possible to be a manager and a leader at the same time. But keep in mind that just because someone is a great leader doesn't mean they'll be a great manager or the other way around. So, what factors distinguish these two roles? Moving ahead in this leadership vs management article, we explore those factors.

1. Differences in Vision

Leaders are considered as visionaries. They set the pathways to excel the organizational growth. They always examine where their organization stands, where they want to go, and how they can reach there by involving the team.

In comparison, managers set out to achieve organizational goals by implementing processes, such as budgeting, organizational structuring, and staffing. Managers' vision is bound to the implementation strategies, planning, and organizing tasks to reach the objectives set out by leaders. However, both of these roles are equally important in the context of business environments and necessitate associative efforts.

2. Organizing vs Aligning

Managers achieve their goals by using coordinated activities and tactical processes. They break down long-time goals into tiny segments and organize available resources to reach the desired outcome.

On the other hand, leaders are more concerned with how to align and influence people than how to assign work to them. They achieve this by assisting individuals in envisioning their function in a wider context and the possibility for future growth that their efforts may give.

Also Read Future Of Work: What Job Roles Will Look Like In 10 Years

3. Differences in Queries

A leader asks what and why, whereas a manager focuses on the questions of how and when. To do justice to their duties as a leader, one might question and challenge the authority to reverse decisions that may not be in the better interests of the team. If a firm has a stumbling block, a leader will be the one to step up and ask, What did we learn from this? and Why has this happened?

On the other hand, managers are not required to assess and analyze failures. Their job description emphasizes asking How and When, which assists them in ensuring that plans are carried out correctly. They prefer to accept the status quo and make no attempt to change it.

4. Position vs Quality

A manager is a role that frequently refers to a specific job within an organization's structure, whereas the term leader has a more ambiguous definition. Leadership emerges as a result of your actions. You are a leader if you act in a way that inspires others to do their best. It makes no difference what your title or position is. On the other hand, a manager is a job title that comes with a fixed set of responsibilities.

What are the Similarities Between Leadership and Management?

There are many ways in which management and leadership are comparable. Both require establishing objectives, coming up with strategies to get there, and tracking the development. Both demand collaboration with others, effective communication, decision-making, problem-solving, strategic thinking, and accountability in order to succeed. Managers and leaders are responsible for gathering data, weighing options, and making decisions that will benefit their team or company. Additionally, they must accept accountability for their deeds and be open and honest about them. In general, effective leadership and management require a combination of these skills because they share many essential qualities.

What Do Managers Do?

A manager is a member of an organization with the responsibility of carrying out the four important functions of management: planning, organizing, leading, and controlling. But are all managers leaders?

Most managers also tend to be leaders, but only IF they also adequately carry out the leadership responsibilities of management, which include communication, motivation, providing inspiration and guidance, and encouraging employees to rise to a higher level of productivity.

Unfortunately, not all managers are leaders. Some managers have poor leadership qualities, and employees follow orders from their managers because they are obligated to do so-not necessarily because they are influenced or inspired by the leader.

Managerial duties are usually a formal part of a job description; subordinates follow as a result of the professional title or designation. A manager's chief focus is to meet organizational goals and objectives; they typically do not take much else into consideration. Managers are held responsible for their actions, as well as for the actions of their subordinates. With the title comes the authority and the privilege to promote, hire, fire, discipline, or reward employees based on their performance and behavior.

What Do Leaders Do?

The primary difference between management and leadership is that leaders don't necessarily hold or occupy a management position. Simply put, a leader doesn't have to be an authority figure in the organization; a leader can be anyone.

Unlike managers, leaders are followed because of their personality, behavior, and beliefs. A leader personally invests in tasks and projects and demonstrates a high level of passion for work. Leaders take a great deal of interest in the success of their followers, enabling them to reach their goals to satisfaction-these are not necessarily organizational goals.

There isn't always tangible or formal power that a leader possesses over his followers. Temporary power is awarded to a leader and can be conditional based on the ability of the leader to continually inspire and motivate their followers.

Subordinates of a manager are required to obey orders while following is optional when it comes to leadership. Leadership works on inspiration and trust among employees; those who do wish to follow their leader may stop at any time. Generally, leaders are people who challenge the status quo. Leadership is change-savvy, visionary, agile, creative, and adaptive.

How to Measure Effective Leadership?

Considering this certain leadership is an individualized and multifaceted concept, measuring successful leadership can be challenging. Assessing employee engagement, turnover rates, and performance metrics are a few typical methods to gauge effective leadership. Effective leaders are adept at fostering a positive work atmosphere and building trusting relationships with their team, which results in high employee engagement levels and reduced turnover rates. A leader's capacity to hit performance benchmarks and realize organizational objectives can also be used to gauge their efficacy. The efficacy of a leader can also be evaluated through regular performance reviews, 360-degree assessments, and feedback from stakeholders and employees.

How to Measure Effective Management?

A number of variables, such as employee satisfaction, productivity, efficiency, and financial performance, can be used to gauge efficient management. High-performing teams should be easy to create and manage, effective delegation of tasks, clear goals and expectations, and the adoption of efficient procedures are all skills that successful managers should possess. A manager's efficacy can be evaluated using key performance indicators (KPIs) like sales figures, customer satisfaction ratings, and production rates. Additionally helpful sources of information about a manager's success include employee feedback, 360-degree evaluations, and routine performance reviews. In the end, a manager should be able to drive outcomes while fostering a good workplace culture and supporting employee growth.

How to Develop Leadership and Management Skills?

There are various methods for honing management and leading abilities. One method is to look for formal education and training programs, such as management development programs or business courses. Another method is to participate in volunteer work, internships, or projects as a leader to gain real-world experience. It can also be helpful to find areas for improvement by asking for feedback from mentors, peers, and colleagues. Developing self-awareness and emotional intelligence can also improve leadership and management abilities. Keeping up with industry trends and networking with other pros can also present chances to pick up new insights and learn from others. Practice, feedback, and continuous learning are essential to developing effective leadership and management skills.

What are the Traits a Manager Possesses?

Below are four important traits of a manager:

1. The Ability to Execute a Vision

Managers build a strategic vision and break it down into a roadmap for their team to follow.

2. The Ability to Direct

Managers are responsible for day-to-day efforts while reviewing necessary resources, and anticipating the need to make changes along the way.

3. Process Management

Managers have the authority to establish work rules, processes, standards, and operating procedures.

4. People Focused

Managers are known to look after and cater to the needs of the people they are responsible for: listening to them, involving them in certain key decisions, and accommodating reasonable requests for change to contribute to increased productivity.

What are the Traits a Leader Possesses?

Below are five important traits of a leader:

1. Vision A leader knows where they stand, where they want to go and tend to involve the team in charting a future path and direction.

2. Honesty and Integrity Leaders have people who believe them and walk by their side down the path the leader sets.

3. Inspiration Leaders are usually inspirational-and help their team understand their own roles in a bigger context.

4. Communication Skills Leaders always keep their team informed about what's happening, both present and the future-along with any obstacles that stand in their way.

5. Ability to Challenge Leaders are those that challenge the status quo. They have their style of doing things and problem-solving and are usually the ones who think outside the box.

The Three Important Differences Between a Manager and a Leader

Being a manager and a leader at the same time is a viable concept. But remember, just because someone is a phenomenal leader, it does not necessarily guarantee that the person will be an exceptional manager as well, and vice versa. So, what are the standout differences between the two roles?

1. A Leader Invents or Innovates While a Manager Organizes
The leader of the team comes up with new ideas and kickstarts the organization's shift or transition to a forward-thinking phase. A leader always has his or her eyes set on the horizon, developing new techniques and strategies for the organization. A leader has immense knowledge of all the current trends, advancements, and skillsets-and has a clarity of purpose and vision. By contrast, a manager is someone who generally only maintains what is already established. A manager needs to watch the bottom line while controlling employees and workflow in the organization and preventing any chaos.

In his book, The Wall Street Journal Essential Guide to Management: Lasting Lessons from the Best Leadership Minds of Our Time, Alan Murray cites that a manager is someone who "establishes appropriate targets and yardsticks, and analyzes, appraises and interprets performance." Managers understand the people they work with and know which person is the best fit for a specific task.

2. A Manager Relies on Control, Whereas a Leader Inspires Trust: A leader is a person who pushes employees to do their best and knows how to set an appropriate pace and tempo for the rest of the group. Managers, on the other hand, are required by their job description to establish control over employees, which, in turn, helps them develop their assets to bring out their best. Thus, managers have to understand their subordinates well to do their job effectively.

3. A Leader Asks the Questions "What" and "Why", Whereas a Manager Leans More Toward the Questions "How" and "When": To be able to do justice to their role as a leader, some may question and challenge authority to modify or even reverse decisions that may not have the team's best interests in mind. Good leadership requires a great deal of good judgment, especially when it comes to the ability to stand up to senior management over a point of concern or if there is an aspect in need of improvement. If a company goes through a rough patch, a leader will be the one who will stand up and ask the question: "What did we learn from this?"Managers, however, are not required to assess and analyze failures. Their job description emphasizes asking the questions "how" and "when," which usually helps them make sure that plans are properly executed. They tend to accept the status quo exactly the way it is and do not attempt a change.

The Three Tests

In the article Three Differences Between Managers And Leaders, Vineet Nayar discusses three tests he devised to help managers decide if they have successfully made the shift from managing people to leading them.

1. Counting Value vs. Creating Value:

Managers are the only ones who count value, he says. There are some who cut down on the value by disabling or otherwise countering ideas and people who add value.
Leaders, however, focus instead on working to generate a certain value that is over and above that which the team creates-and is as much a creator of value as their followers. Nayar goes on to say, "Leading by example and leading by enabling people are the hallmarks of action-based leadership."

2. Circles of Influence vs. Circles of Power: As mentioned previously, managers have subordinates and leaders gain followers, which implies that managers create a circle of power while leaders create a circle of influence. Nayar offers advice on how to identify which circle you have around you. He says, "The quickest way to figure out which of the two you're doing is to count the number of people outside your reporting hierarchy who come to you for advice. The more that do, the more likely it is that you are perceived to be a leader."

3. Leading People vs. Managing People: One responsibility of a manager is controlling a group in order to accomplish a specific goal. Leadership, on the other hand, is the ability of an individual to motivate, influence, and enable other employees to make a contribution to the success of an organization. Inspiration and influence separate leaders from managers-not control and power.

Final Deduction

Leading and managing are two contrasting ways of making employees work together more efficiently. Leadership is a spearhead for the new vision and initiatives, whereas management controls the resources effectively to bring those visions into the realm of reality. With the passing of time, you can shape your leadership skills by developing emotional intelligence and learning how to influence others.

Conclusion

In this leadership vs management article, you learned what leadership and management are all about. You discovered how both work in the context of corporate setup. Later, you went through the differences between leadership vs management. And finally, you dived into the article's deduction.

If you are a working professional who wants to start a management or leadership career by studying for an MBA while still working in a C-suite job. Check out Simplilearn's Professional Certificate Program In Business Analysis, where you will learn how to tackle complex business problems using in-demand tools.

You can also start with MBA with Simplilearn's PGDM program, in cooperation with JAGSOM, which can prepare you to be a business leader. This program provides a number of MBA specializations, including Digital Marketing, Operations, Business Analytics, and Data Analytics. After successful completion of this course, you will earn an accredited management degree. So, go ahead and start exploring!

If you have any questions or need clarification on any section of this leadership vs management article, please leave them in the comments section at the bottom of this page; we will respond to them soon.

FAQs

1. What is the major difference between leadership and management?

Leadership and management are different from each other in many ways, however, the major difference between them is that management is a group of entities that work to accomplish a goal. Whereas, the leadership takes care of motivating, influencing, and empowering employees. Influence and inspiration separate leaders from managers, not power and control.

2. What are the 6 differences between leadership and management?

1. Leaders create a vision, managers create goals.

2. Leaders are change agents, managers maintain their status..

3. Leaders and unique, managers are influenced

4. Leaders take risks, managers evaluate risk

5. It takes time to become a leader, but it is easier to become a manager

6. Leaders create relationships, managers create systems.

3. Which is more important, leadership or management?

Both leaders and managers are important to run a successful business. Leadership ensures the overall values and ethics of the organization, whereas managers structure teams to achieve targets.

4. What is the difference between management and leadership?

Leadership focuses on motivating employees, making them believe in your vision and setting the right work culture at the company. On the other hand, management stresses day-to-day task progress and related issues.

5. Which is better, management or leadership?

Both management and leadership are naturally crucial for the smooth working of an organization. But, leadership is ahead of the management - a well-balanced organizational leadership in the core. Disciple process, vision and passion are essential to building a successful business.

6. What are the two key differences between leadership and management?

The 2 key differences between leadership and management are -

1. Leadership creates values, management counts those values.

2. Leadership leads people, management manages the work people do.

7. What comes first, leadership or management?

Leadership comes first as they drive the organization with their vision.

What is Leadership?

Leadership is the creation of positive, non-incremental change through meticulous planning, vision, and strategy. Workforce empowerment and adaptive decision-making also add up to the crucial attributes of leadership. Most often, people relate leadership with one's position in an organization. But leadership has nothing to do with titles, management, or one's personal agendas. It's also not restricted to personality traits such as better vision or charismatic personality.

Watch this video to understand the difference between leadership and management.

It is more like a process of social influence, which maximizes the efforts of others toward the achievement of a common goal. It stems from social influence and requires human resources to achieve the intended outcomes. A leader is someone who always takes the initiative and invests a great effort to accomplish the company's vision. That is the only reason why people around them start following them.

Next, in this leadership vs management article, we will discover what management is all about.

Business & Leadership Courses

What is Management?

Management is all about performing pre-planned tasks on a regular basis with the help of subordinates. A manager is completely responsible for carrying out the four important functions of management: planning, organizing, leading, and controlling. Managers can only become leaders if they adequately carry out leadership responsibilities, including communication of good and bad, providing inspiration and guidance, and encouraging employees to rise to a higher level of productivity.

But, unfortunately, not all managers can achieve that. Managerial responsibilities are often outlined in a job description, with subordinates following because of the professional title or classification. A manager's primary focus is on meeting organizational goals; they often do not take much else into consideration. With the title comes the authority and the privilege to promote, hire, or reward employees based on their performance and behavior.

Difference Between Leadership vs Management

The role of management is to control a group or group of individuals in order to achieve a specified objective. Leadership is the ability of an individual to influence, motivate, and enable others to contribute to the organization's success.

Management is responsible for controlling an organization, a group, or a set of entities to achieve a particular objective. Managing is about making sure the day-to-day operations are being performed as expected. A leader communicates in order to set direction, inspire, and motivate their team.

Leadership requires a vision to guide change. Whereas managers focus on achieving organizational goals through process implementation, such as budgeting, organizational structure, and staffing, leaders are more concerned with thinking ahead and seizing opportunities.

It is possible to be a manager and a leader at the same time. But keep in mind that just because someone is a great leader doesn't mean they'll be a great manager or the other way around. So, what factors distinguish these two roles? Moving ahead in this leadership vs management article, we explore those factors.

1. Differences in Vision

Leaders are considered as visionaries. They set the pathways to excel the organizational growth. They always examine where their organization stands, where they want to go, and how they can reach there by involving the team.

In comparison, managers set out to achieve organizational goals by implementing processes, such as budgeting, organizational structuring, and staffing. Managers' vision is bound to the implementation strategies, planning, and organizing tasks to reach the objectives set out by leaders. However, both of these roles are equally important in the context of business environments and necessitate associative efforts.

2. Organizing vs Aligning

Managers achieve their goals by using coordinated activities and tactical processes. They break down long-time goals into tiny segments and organize available resources to reach the desired outcome.

On the other hand, leaders are more concerned with how to align and influence people than how to assign work to them. They achieve this by assisting individuals in envisioning their function in a wider context and the possibility for future growth that their efforts may give.

Also Read Future Of Work: What Job Roles Will Look Like In 10 Years

3. Differences in Queries

A leader asks what and why, whereas a manager focuses on the questions of how and when. To do justice to their duties as a leader, one might question and challenge the authority to reverse decisions that may not be in the better interests of the team. If a firm has a stumbling block, a leader will be the one to step up and ask, What did we learn from this? and Why has this happened?

On the other hand, managers are not required to assess and analyze failures. Their job description emphasizes asking How and When, which assists them in ensuring that plans are carried out correctly. They prefer to accept the status quo and make no attempt to change it.

4. Position vs Quality

A manager is a role that frequently refers to a specific job within an organization's structure, whereas the term leader has a more ambiguous definition. Leadership emerges as a result of your actions. You are a leader if you act in a way that inspires others to do their best. It makes no difference what your title or position is. On the other hand, a manager is a job title that comes with a fixed set of responsibilities.

What are the Similarities Between Leadership and Management?

There are many ways in which management and leadership are comparable. Both require establishing objectives, coming up with strategies to get there, and tracking the development. Both demand collaboration with others, effective communication, decision-making, problem-solving, strategic thinking, and accountability in order to succeed. Managers and leaders are responsible for gathering data, weighing options, and making decisions that will benefit their team or company. Additionally, they must accept accountability for their deeds and be open and honest about them. In general, effective leadership and management require a combination of these skills because they share many essential qualities.

What Do Managers Do?

A manager is a member of an organization with the responsibility of carrying out the four important functions of management: planning, organizing, leading, and controlling. But are all managers leaders?

Most managers also tend to be leaders, but only IF they also adequately carry out the leadership responsibilities of management, which include communication, motivation, providing inspiration and guidance, and encouraging employees to rise to a higher level of productivity.

Unfortunately, not all managers are leaders. Some managers have poor leadership qualities, and employees follow orders from their managers because they are obligated to do so-not necessarily because they are influenced or inspired by the leader.

Managerial duties are usually a formal part of a job description; subordinates follow as a result of the professional title or designation. A manager's chief focus is to meet organizational goals and objectives; they typically do not take much else into consideration. Managers are held responsible for their actions, as well as for the actions of their subordinates. With the title comes the authority and the privilege to promote, hire, fire, discipline, or reward employees based on their performance and behavior.

What Do Leaders Do?

The primary difference between management and leadership is that leaders don't necessarily hold or occupy a management position. Simply put, a leader doesn't have to be an authority figure in the organization; a leader can be anyone.

Unlike managers, leaders are followed because of their personality, behavior, and beliefs. A leader personally invests in tasks and projects and demonstrates a high level of passion for work. Leaders take a great deal of interest in the success of their followers, enabling them to reach their goals to satisfaction-these are not necessarily organizational goals.

There isn't always tangible or formal power that a leader possesses over his followers. Temporary power is awarded to a leader and can be conditional based on the ability of the leader to continually inspire and motivate their followers.

Subordinates of a manager are required to obey orders while following is optional when it comes to leadership. Leadership works on inspiration and trust among employees; those who do wish to follow their leader may stop at any time. Generally, leaders are people who challenge the status quo. Leadership is change-savvy, visionary, agile, creative, and adaptive.

How to Measure Effective Leadership?

Considering this certain leadership is an individualized and multifaceted concept, measuring successful leadership can be challenging. Assessing employee engagement, turnover rates, and performance metrics are a few typical methods to gauge effective leadership. Effective leaders are adept at fostering a positive work atmosphere and building trusting relationships with their team, which results in high employee engagement levels and reduced turnover rates. A leader's capacity to hit performance benchmarks and realize organizational objectives can also be used to gauge their efficacy. The efficacy of a leader can also be evaluated through regular performance reviews, 360-degree assessments, and feedback from stakeholders and employees.

How to Measure Effective Management?

A number of variables, such as employee satisfaction, productivity, efficiency, and financial performance, can be used to gauge efficient management. High-performing teams should be easy to create and manage, effective delegation of tasks, clear goals and expectations, and the adoption of efficient procedures are all skills that successful managers should possess. A manager's efficacy can be evaluated using key performance indicators (KPIs) like sales figures, customer satisfaction ratings, and production rates. Additionally helpful sources of information about a manager's success include employee feedback, 360-degree evaluations, and routine performance reviews. In the end, a manager should be able to drive outcomes while fostering a good workplace culture and supporting employee growth.

How to Develop Leadership and Management Skills?

There are various methods for honing management and leading abilities. One method is to look for formal education and training programs, such as management development programs or business courses. Another method is to participate in volunteer work, internships, or projects as a leader to gain real-world experience. It can also be helpful to find areas for improvement by asking for feedback from mentors, peers, and colleagues. Developing self-awareness and emotional intelligence can also improve leadership and management abilities. Keeping up with industry trends and networking with other pros can also present chances to pick up new insights and learn from others. Practice, feedback, and continuous learning are essential to developing effective leadership and management skills.

What are the Traits a Manager Possesses?

Below are four important traits of a manager:

1. The Ability to Execute a Vision

Managers build a strategic vision and break it down into a roadmap for their team to follow.

2. The Ability to Direct

Managers are responsible for day-to-day efforts while reviewing necessary resources, and anticipating the need to make changes along the way.

3. Process Management

Managers have the authority to establish work rules, processes, standards, and operating procedures.

4. People Focused

Managers are known to look after and cater to the needs of the people they are responsible for: listening to them, involving them in certain key decisions, and accommodating reasonable requests for change to contribute to increased productivity.

What are the Traits a Leader Possesses?

Below are five important traits of a leader:

1. Vision A leader knows where they stand, where they want to go and tend to involve the team in charting a future path and direction.

2. Honesty and Integrity Leaders have people who believe them and walk by their side down the path the leader sets.

3. Inspiration Leaders are usually inspirational-and help their team understand their own roles in a bigger context.

4. Communication Skills Leaders always keep their team informed about what's happening, both present and the future-along with any obstacles that stand in their way.

5. Ability to Challenge Leaders are those that challenge the status quo. They have their style of doing things and problem-solving and are usually the ones who think outside the box.

The Three Important Differences Between a Manager and a Leader

Being a manager and a leader at the same time is a viable concept. But remember, just because someone is a phenomenal leader, it does not necessarily guarantee that the person will be an exceptional manager as well, and vice versa. So, what are the standout differences between the two roles?

1. A Leader Invents or Innovates While a Manager Organizes
The leader of the team comes up with new ideas and kickstarts the organization's shift or transition to a forward-thinking phase. A leader always has his or her eyes set on the horizon, developing new techniques and strategies for the organization. A leader has immense knowledge of all the current trends, advancements, and skillsets-and has a clarity of purpose and vision. By contrast, a manager is someone who generally only maintains what is already established. A manager needs to watch the bottom line while controlling employees and workflow in the organization and preventing any chaos.

In his book, The Wall Street Journal Essential Guide to Management: Lasting Lessons from the Best Leadership Minds of Our Time, Alan Murray cites that a manager is someone who "establishes appropriate targets and yardsticks, and analyzes, appraises and interprets performance." Managers understand the people they work with and know which person is the best fit for a specific task.

2. A Manager Relies on Control, Whereas a Leader Inspires Trust: A leader is a person who pushes employees to do their best and knows how to set an appropriate pace and tempo for the rest of the group. Managers, on the other hand, are required by their job description to establish control over employees, which, in turn, helps them develop their assets to bring out their best. Thus, managers have to understand their subordinates well to do their job effectively.

3. A Leader Asks the Questions "What" and "Why", Whereas a Manager Leans More Toward the Questions "How" and "When": To be able to do justice to their role as a leader, some may question and challenge authority to modify or even reverse decisions that may not have the team's best interests in mind. Good leadership requires a great deal of good judgment, especially when it comes to the ability to stand up to senior management over a point of concern or if there is an aspect in need of improvement. If a company goes through a rough patch, a leader will be the one who will stand up and ask the question: "What did we learn from this?"Managers, however, are not required to assess and analyze failures. Their job description emphasizes asking the questions "how" and "when," which usually helps them make sure that plans are properly executed. They tend to accept the status quo exactly the way it is and do not attempt a change.

The Three Tests

In the article Three Differences Between Managers And Leaders, Vineet Nayar discusses three tests he devised to help managers decide if they have successfully made the shift from managing people to leading them.

1. Counting Value vs. Creating Value:

Managers are the only ones who count value, he says. There are some who cut down on the value by disabling or otherwise countering ideas and people who add value.
Leaders, however, focus instead on working to generate a certain value that is over and above that which the team creates-and is as much a creator of value as their followers. Nayar goes on to say, "Leading by example and leading by enabling people are the hallmarks of action-based leadership."

2. Circles of Influence vs. Circles of Power: As mentioned previously, managers have subordinates and leaders gain followers, which implies that managers create a circle of power while leaders create a circle of influence. Nayar offers advice on how to identify which circle you have around you. He says, "The quickest way to figure out which of the two you're doing is to count the number of people outside your reporting hierarchy who come to you for advice. The more that do, the more likely it is that you are perceived to be a leader."

3. Leading People vs. Managing People: One responsibility of a manager is controlling a group in order to accomplish a specific goal. Leadership, on the other hand, is the ability of an individual to motivate, influence, and enable other employees to make a contribution to the success of an organization. Inspiration and influence separate leaders from managers-not control and power.

Final Deduction

Leading and managing are two contrasting ways of making employees work together more efficiently. Leadership is a spearhead for the new vision and initiatives, whereas management controls the resources effectively to bring those visions into the realm of reality. With the passing of time, you can shape your leadership skills by developing emotional intelligence and learning how to influence others.

Conclusion

In this leadership vs management article, you learned what leadership and management are all about. You discovered how both work in the context of corporate setup. Later, you went through the differences between leadership vs management. And finally, you dived into the article's deduction.

If you are a working professional who wants to start a management or leadership career by studying for an MBA while still working in a C-suite job. Check out Simplilearn's Professional Certificate Program In Business Analysis, where you will learn how to tackle complex business problems using in-demand tools.

You can also start with MBA with Simplilearn's PGDM program, in cooperation with JAGSOM, which can prepare you to be a business leader. This program provides a number of MBA specializations, including Digital Marketing, Operations, Business Analytics, and Data Analytics. After successful completion of this course, you will earn an accredited management degree. So, go ahead and start exploring!

If you have any questions or need clarification on any section of this leadership vs management article, please leave them in the comments section at the bottom of this page; we will respond to them soon.

FAQs

1. What is the major difference between leadership and management?

Leadership and management are different from each other in many ways, however, the major difference between them is that management is a group of entities that work to accomplish a goal. Whereas, the leadership takes care of motivating, influencing, and empowering employees. Influence and inspiration separate leaders from managers, not power and control.

2. What are the 6 differences between leadership and management?

1. Leaders create a vision, managers create goals.

2. Leaders are change agents, managers maintain their status..

3. Leaders and unique, managers are influenced

4. Leaders take risks, managers evaluate risk

5. It takes time to become a leader, but it is easier to become a manager

6. Leaders create relationships, managers create systems.

3. Which is more important, leadership or management?

Both leaders and managers are important to run a successful business. Leadership ensures the overall values and ethics of the organization, whereas managers structure teams to achieve targets.

4. What is the difference between management and leadership?

Leadership focuses on motivating employees, making them believe in your vision and setting the right work culture at the company. On the other hand, management stresses day-to-day task progress and related issues.

5. Which is better, management or leadership?

Both management and leadership are naturally crucial for the smooth working of an organization. But, leadership is ahead of the management - a well-balanced organizational leadership in the core. Disciple process, vision and passion are essential to building a successful business.

6. What are the two key differences between leadership and management?

The 2 key differences between leadership and management are -

1. Leadership creates values, management counts those values.

2. Leadership leads people, management manages the work people do.

7. What comes first, leadership or management?

Leadership comes first as they drive the organization with their vision.

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Leadership vs Management: Understanding The Key Difference | Simplilearn

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Know the key difference between leadership vs. management. Understand what leadership is, what management is, and their roles. Read on for details.

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Athletes can set the tone in your gym recruiting certain athletes can bring in much wanted clientele .

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The 2016 CrossFit Liftoff runs from November 3rd to 7th this year, and the remote competition will test athletes across max lifts in the snatch, clean & jerk, and a to-be-released conditioning workout. Much like the CrossFit Open, participants can submit and validate their scores online, and prizes will be awarded for heaviest lifts, totals, and overall finish across both weight and age classes (Open (all ages), Masters (40+), and Teenage (14-17)).

This year, a new type of prize will be at stake for competitors: A chance to train with and be evaluated by top USA Weightlifting Coaches.

In an announcement posted on the Team USA site, USAW outlined the initiative and incentives for CrossFit Liftoff participants.

The top 3 US citizens in the Snatch and Clean & Jerk lifts in each Teen division weight category of the 2016 CrossFit Liftoff will be invited into a USA Weightlifting camp to be evaluated by top coaches. Those coaches include USA Weightlifting's new Technical Director, three-time Olympic Champion Pyrros Dimas. Winners in the Open and Masters Weight categories will receive a USA Weightlifting gift pack. In addition, winners in each weight and age category will receive 4 tickets to the 2017 International Weightlifting Federation World Championship in November 2017 in Anaheim, California.

USAW's announcement references athletes Mat Fraser, Mattie Rogers, Maddy Myers, and Lauren Fisher as individuals who have had success in both CrossFit and weightlifting competition.

Their announcement also gives a nod to CrossFit for expanding interest in the sport of weightlifting for young and aspiring athletes.

This is an opportunity for CrossFit athletes to pursue a competitive career in the Olympic Sport of Weightlifting and be exposed to a pathway to Olympic competition.

What do you think about USA Weightlifting's announcement? Do you think CrossFitters have the potential to be great weightlifters? Let us know in the comments below!
Featured image: USA Weightlifting
Comments

Your source for news, analysis, opinion, and entertainment in strength sports.

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USA Weightlifting Looking to Recruit from CrossFit Liftoff Participants - BarBend

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The 2016 CrossFit Liftoff runs from November 3rd to 7th this year, and the remote competition will test athletes across max lifts in the snatch, clean & jerk, and a to-be-released conditioning workout.

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Working hard for something that you highly desire can have high rewards.

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CrossFit Games Prize Purse Grows to $2.2 Million Dollars

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CrossFit will expand the prizes for Men, Women and Teams.

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Effective communication is key in order to succeed as a unit and achieve all goals.

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Communication can be categorized into three basictypes: (1) verbal communication, in which you listen to a person to understand their meaning; (2) written communication, in which you read their meaning; and (3) nonverbal communication, in which you observe a person and infer meaning.

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We have a culture of accountability in our box. I know that because as I was sitting on the side recently evaluating one of our coaches and I realized that everyone was keeping everyone accountable. I'm not talking about athletes doing the coaches job.

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We have a culture of accountability in our box. I know that because as I was sitting on the side recently evaluating one of our coaches and I realized that everyone was keeping everyone accountable. I'm not talking about athletes doing the coaches job. I'm talking about people knowing the standard and holding their friends to it.

The standard is the standard. It is just that simple. You know what the standard is even if you don't want to admit it. Everyone knows what a good squat looks like. The coach was keeping the athletes honest "Lower, hip crease below the knee!!" because they demanded better. The athletes were keeping each other honest "Lock that bar out over head!" because they knew their friends could give better effort. The folks waiting for the next class were keeping people honest "stand all the way up on your burpees!", because they knew everyone was better than what they were showing. It.....was......AWESOME!!! As a box owner it was a very gratifying moment. I smiled inside (not outwardly, there is no happiness in our box!! Jk) I don't want this to come across as a gym full of a$$holes, because it is anything but that. We have a culture of people who want to get better and they want others to get better. The standard is the standard and either you meet it, or you do your best to meet it. Effort to meet the standard is the only prerequisite.

Having a community of people who aren't afraid to call a spade a spade is not the norm. If you don't get depth on a 1RM squat nobody at our box is going to lie to you. Why? Because you can do better and we know it. We've seen it. You will get a pat on the butt and a "good try" or "you'll get it next time, push those knees out", but you are going to earn the weight plain and simple. The only way to success is hard work. I actually love it when somebody gets called out for sloppy movement. It's not because people are mean, it isn't because you are a bad person for not locking out overhead. It's because the standard is the standard and there is no discussion about it. We are all moving in an upward direction and we want you to come with us. This is a team and we do things together. Accountability is something that society lacks today and we engrain it every day in our box. That carries over to being accountable in life.

"Be strong, Be Accountable, never complain"

We aren't A$$holes, you are just better than that!!

Keep training hard and hit your weaknesses,

Fern

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We have a culture of accountability in our box. I know that because as I was sitting on the side recently evaluating one of our coaches and I realized that everyone was keeping everyone accountable. I'm not talking about athletes doing the coaches job.

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Sometimes owning a CrossFit Affiliate gets a little heavy, and every now and then I need to get some stuff off my chest. I don't claim to speak for every gym owner, but I think that my experience is reflective of many in my field. This is meant to be read by other Affiliate owners and Coaches, but I know that many of my members and yours will read this as well. I hope that they will get a little insight into our crazy world.

What follows are my confessions. They are in no particular order, but I promise they are vomited directly from the depths of my soul. Don't get any on your shoes.
Owning an Affiliate costs way more money and time than I originally anticipated.
I spend a lot of time laughing at my naïve 29-year-old self. I thought, "All I need is 36 members and I'll break even"... Ha! Boy was I wrong. Dang! This is an expensive monster that keeps eating money. I had no idea how much money I'd be spending on all the random stuff that happens every year - taxes, fees, replacing broken stuff, buying new stuff, paying staff, electricity, supplies, bla, bla, bla...

Also, I'm here a lot. My 3-year-old son, Asa, tells my wife Kari that he wants to go to "daddy's house." He's referring to the gym. I had no idea how much time I would be investing in this place. Fortunately for me, Kari happens to be an amazing Coach and we get to spend a lot of time as a family here at the gym. Otherwise, I'm not sure I would still have a business...
I need lots of help.
Sometimes I really have no idea what in the world I'm doing. The jump from a guy who likes working out and can teach it a little into a business owner was way bigger than I expected. I've been at it for over three years now and I've learned a lot. One of the biggest lessons I've learned has been to get lots of help. I need advice and feedback. I need quality staff and volunteers who are skilled and creative at the things I'm not. I need good systems and programs to make things run more smoothly. I've been super fortunate to have some great help over the past three-plus years and am always eager to get more! Ignorance is a scary thing.
This is, but is not, a job to me.
My job is to successfully run a CrossFit gym. I am responsible for keeping the lights on and the bills paid so that the members of my gym always have a place to come get in great shape with their best friends. It is also how I provide money to live on for my family, my staff and myself. And they deserve to be provided for, so in that manner, I need to make money from this gym.

But, on the other hand, I love every single one of my members. Love is a powerful thing. It compels one to endure suffering, learn patience and to go out of your way for the sake of someone else. It affects your perception. My members are all peculiar in their own weird ways. And I love them for it. If they were different, I'd be different, and the party would be a little less fun. If any one of them isn't here, then there's a void. I want the very best for them. That's why we haven't taught some of them how to kip yet, or let some of them go for a max-effort front squat yet, or make strange warnings about the shake-weight if someone gashes their shins on a box. I love my members too much to see them go through that kind of pain. I'll fight for them. Love does that. So really, I'd do this even if I didn't get paid.
I really think that everyone I know, meet and see from a distance should join my gym, and am genuinely confused and surprised when they don't.
I really truly believe that CrossFit, done right, is the very best method of fitness. Coach Glassman was clearly onto something, and I feel privileged to get to participate in the CrossFit takeover of the fitness industry. This stuff works! If someone is looking for a fun, efficient and constantly motivating road toward getting in shape, we've got it.

I also believe that my gym, although similar to every other Affiliates out there, is in many ways unique and special when compared to the rest. Visitors to my gym, casual observers, people in line with me at the grocery store, EVERY STINKIN' PERSON IN MY CITY should be absolutely chomping at the bit to get in here and join! Sometimes they aren't... What's wrong with these people?!
If you leave, for any reason, I feel like you're dumping me.
People leave for a variety of reasons. They move away, decide to become a couch potato, they change gyms. It's the reality of this industry. It doesn't mean that I have to understand it or like it. I don't care that a new Box just opened up across the street from your house. You should drive across town to be with us! I take it personally when a member leaves, like I've failed them in some major way. It cuts out my guts when people leave, especially when they don't tell me why.

I love this gym. I love everyone here. I love the med balls and the bumpers. I love CrossFit. I feel better now.

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Confessions of a CrossFit Gym Owner - Box Pro Magazine

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Sometimes owning a CrossFit Affiliate gets a little heavy, and every now and then I need to get some stuff off my chest. I don't claim to speak for every gym owner, but I think that my experience is reflective of many in my field.

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Owners not only need to be supportive but need to be able to delegate and make sure that coaches are as caring as them if not more in order to develop a friendly atmosphere.

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"Eat meat and vegetables, nuts and seeds, some fruit, little starch and no sugar. Keep intake to levels that will support exercise but not body fat. Practice and train major lifts: deadlift, clean, squat, presses, clean and jerk, and snatch

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Most organizations today are in a constant state of flux as they respond to the fast-moving external business environment, local and global economies, and technological advancement. This means that workplace processes, systems, and strategies must continuously change and evolve for an organization to remain competitive.

Change affects your most important asset, your people. Losing employees is costly due to the associated recruitment costs and the time involved getting new employees up to speed. Each time an employee walks out the door, essential intimate knowledge of your business leaves with them.

What is Effective Organizational Change Management?

A change management plan can support a smooth transition and ensure your employees are guided through the change journey. The harsh fact is that approximately 70 percent of change initiatives fail due to negative employee attitudes and unproductive management behavior. Using the services of a professional change management consultant could ensure you are in the winning 30 percent.

In this article, Pulse Learning presents six key steps to effective organizational change management.

1. Clearly define the change and align it to business goals.

It might seem obvious but many organizations miss this first vital step. It's one thing to articulate the change required and entirely another to conduct a critical review against organizational objectives and performance goals to ensure the change will carry your business in the right direction strategically, financially, and ethically. This step can also assist you to determine the value of the change, which will quantify the effort and inputs you should invest.

Key questions:
* What do we need to change?
* Why is this change required?

2. Determine impacts and those affected.

Once you know exactly what you wish to achieve and why, you should then determine the impacts of the change at various organizational levels. Review the effect on each business unit and how it cascades through the organizational structure to the individual. This information will start to form the blueprint for where training and support is needed the most to mitigate the impacts.

Key questions:
* What are the impacts of the change?
* Who will the change affect the most?
* How will the change be received?

3. Develop a communication strategy.

Although all employees should be taken on the change journey, the first two steps will have highlighted those employees you absolutely must communicate the change to. Determine the most effective means of communication for the group or individual that will bring them on board. The communication strategy should include a timeline for how the change will be incrementally communicated, key messages, and the communication channels and mediums you plan to use.

Key questions:
* How will the change be communicated?
* How will feedback be managed?

4. Provide effective training.

With the change message out in the open, it's important that your people know they will receive training, structured or informal, to teach the skills and knowledge required to operate efficiently as the change is rolled out. Training could include a suite of micro-learning online modules, or a blended learning approach incorporating face-to-face training sessions or on-the-job coaching and mentoring.

Key questions:
* What behaviors and skills are required to achieve business results?
* What training delivery methods will be most effective?

5. Implement a support structure.

Providing a support structure is essential to assist employees to emotionally and practically adjust to the change and to build proficiency of behaviors and technical skills needed to achieve desired business results. Some change can result in redundancies or restructures, so you could consider providing support such as counseling services to help people navigate the situation. To help employees adjust to changes to how a role is performed, a mentorship or an open-door policy with management to ask questions as they arise could be set up.

Key questions:
* Where is support most required?
* What types of support will be most effective?

6. Measure the change process.

Throughout the change management process, a structure should be put in place to measure the business impact of the changes and ensure that continued reinforcement opportunities exist to build proficiencies. You should also evaluate your change management plan to determine its effectiveness and document any lessons learned.

Key questions:
* Did the change assist in achieving business goals?
* Was the change management process successful?
* What could have been done differently?

Is your business going through a period of organizational change? PulseLearning can assist in managing the change process to meet business goals and minimize the associated impacts. PulseLearning is an award-winning global learning provider experienced in change management consultancy and developing engaging and innovative eLearning and blended training solutions.

References:
1. Torbenrick - Change Management

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6 Steps to Effective Organizational Change Management | PulseLearning

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Most organizations today are in a constant state of flux as they respond to the fast-moving external business environment, local and global economies, and technological advancement. This means that workplace processes, systems, and strategies must continuously change and evolve for an organization to remain competitive. Change affects your most important asset, your people.

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classes last approximately one hour and will encompass warmup, skill/strength, the workout (or WOD), cool down, and discussion. Please be on time.

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Effective Scheduling is key because class warm up word strength all needs to happen within an hour and the point needs to get across.

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How Effective Communication Will Help an Organization

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Effective communication is critical to any organization and can help it in many ways. In fact, communication plays a role in product development, customer relations, employee management - virtually ...

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The importance of effective communication skills.

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The importance of effective communication skills.

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Communication is the heart of every organisation. Everything you do in the workplace results from communication. Therefore good reading, writing, speaking and listening skills are essential if tasks are going to be completed and goals achieved.

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For a example a gym that lasted less than a year being open , Failure occurred because of lack of communication between coaches , owners and simply outside potential members.

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The community that spontaneously arises when people do these workouts together is a key component of why CrossFit is so effective, and it gave birth to a global network of CrossFit affiliates that number over 13,000

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Today, with over 13,000 affiliates worldwide, we see ourselves as part of a larger war between the methods, outcomes, and principles of big-box franchises such as the Gold's, Bally's, and 24-Hour Fitnesses and those of our small-box facilities.

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In CrossFit you can not do that. About 65-80% of the members come in on a daily basis. You have smaller classes, about 10 people in each. While in a gym (depending on the size) are dozens of folks, especially during peak time.

So here are a few reasons:

Small classes of about 10 people

Individual care

Professional coaches

Wide range of training possibilities

Different kind of classes

Workouts are clearly explained

Results

Unique atmosphere

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CrossFit is sweeping the United States with its high-intensity mix of weight training, cardio and gymnastics. Despite the high monthly membership price, at least compared to traditional gyms, Americans are joining CrossFit gyms, known in industry parlance as boxes, by the thousands to get in on the trend. As a result, owning a CrossFit gym has become a popular business opportunity for many entrepreneurs. Before jumping into the fray, it is important to understand the economics of a CrossFit gym. Important topics to research include how a CrossFit gym operates, the gym owner's relationship to the corporate office and the cost of going into business.

CrossFit Gyms Vs. Traditional Gyms

CrossFit gyms are starkly different from traditional gym chains, such as L.A. Fitness and 24 Hour Fitness. In a CrossFit gym, you do not find a pool, steam room, sauna, treadmills, machine equipment or even, in most cases, mirrors on the walls. Instead, members are greeted by barbells with bumper plates that allow them to be dropped from overhead; Olympic weightlifting platforms; climbing ropes attached to high ceilings; gymnastic bars and rings; and rowers. Chalk covers nearly everything, while loud rock or rap music emanates from the speakers. Workouts are conducted in structured classes led by trainers, known as coaches, who are required to attend a CrossFit certification class to train members.

Perhaps the biggest difference between a CrossFit gym and a traditional gym is the price. While traditional gyms frequently offer membership specials for as little as $10 or $20 per month, a typical CrossFit membership tops $150 per month. CrossFit justifies the high price by noting the individual attention members receive from coaches, stating the experience is more akin to personal training than to working out at a traditional gym. Moreover, the membership rolls at traditional gyms are full of nonactive members, those who pay dues every month but rarely or never use the facilities, and these members subsidize the price for those who actually come. CrossFit gyms lack this advantage, since most members attend regularly.

Business Model

CrossFit gyms are affiliates, not franchises. The corporate office charges $3,000 per year to own a gym bearing the CrossFit name and logo, but there is no revenue share. However, gym owners receive no territorial rights and very little in the way of marketing support from corporate. A competitor is free to open a CrossFit gym a block away, as long as he pays the $3,000.

To receive a CrossFit training certification costs $1,000, and trainers must complete a weekend course. Many gym owners, though not all, elect to cover this cost for the trainers they hire.

Initial and Ongoing Costs

Initial costs of opening a CrossFit gym include the $3,000 affiliate fee, equipment costs, rent, utilities, insurance, marketing and salary expenses. For a medium-sized gym, a box owner can expect an up-front cost of at least $5,000 for equipment and $1,000 or more per month afterward to maintain and replace equipment. Rent depends largely on location but averages $3,000 to $6,000 per month.

Salaries represent another big ongoing expense for CrossFit gym owners. Most gyms have at least three to four coaches on staff, each of whom work between 15 and 40 hours per week. The market hourly rate for CrossFit coaches, depending on geographic location, is between $20 and $25 per hour. Given these expenses, it is recommended a prospective CrossFit gym owner has at least $30,000 to start his business.

Turning a Profit

Most CrossFit gyms that are well-managed turn a profit within the first year. A membership roll of 150, each paying $150 per month, equals a monthly revenue of $22,500. These numbers, though they require a lot of work and a strong marketing plan, are attainable. This revenue amount is also enough to offset all expenses, including the box owner paying himself a modest salary, and still having a profit left over.

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CrossFit is sweeping the United States with its high-intensity mix of weight training, cardio and gymnastics. Despite the high monthly membership price, at least compared to traditional gyms, Americans are joining CrossFit gyms, known in industry parlance as boxes, by the thousands to get in on the trend.

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Wodify is committed to creating best in breed technology and apps to help gym owners operate successful gyms, boxes and fitness centers. Explore our platform today!

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With a regiment that has proven success year after year . Crossfit with its effective methods is on the uprise.

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The sport of CrossFit has quickly become one of the fastest growing activities in the world. It is experiencing a lot of coverage as well as a cultural presence that hasn't been seen by any other sport.

However, despite this activity's relatively rapid emergence over the last decade, this sport's origin is surprisingly simple. The sport was created by a gymnast named Greg Glassman in the late 1990's.

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Glassman made his discovery during experimentation with different training methods when he started lifting weights to improve his strength for gymnastics.

He did this while also cycling with his friends to keep fit and for personal enjoyment. This mixture of activity bred an interest in Glassman for variety and a comprehensive means of getting fit. He felt that any one sport was insufficient for developing every element of fitness to its maximum potential.

Greg took his experimentation further by practicing circuits and High-Intensity Interval Training, or HIIT, in his garage gym. Considering this was also before HIIT training became popular, it showed Glassman's drive to find a new way to train.

One day, in his garage, he performed a circuit that included thrusters and pull-ups for 21, then 15 and then 9 repetitions. Glassman found this so intense it caused him to throw up.

This intensity also created a deep love of these types of workouts for a young Glassman that formed a basis for his future work as a trainer and pioneer of CrossFit. What followed was a series of events that led to the formation of the world-renowned sport that many know today.

A personal touch

Glassman set up a gym in Santa Cruz, California. He began personal training and worked with a variety of clients on a one-to-one basis. It was here that began using his circuit-style workouts to improve their strength and fitness.

As he became more popular, he began to include multiple clients into a single session. This way he could train more clients and at a cheaper rate per person.

This led to an increased need for a method of training that could be taken on by lots of different people and could easily be made more or less difficult.

This caused the eventual conception of scaling workouts to keep the movements the same, but the intensity different. This "scaling" was dependent on ability. These movements included weight training for strength, running for endurance and power movements like plyometrics for speed.

Meanwhile, a different workout was given each day to offer a means of progressing a program. It also provided variety and began the "Workout Of the Day" practice. These practices then laid out the basic structure of what would become a CrossFit program.

Rising through the ranks

Glassman was gaining popularity as a personal trainer. But, a new clientele he gained would help bring this popularity to a new level. In 1995, Glassman was hired to train the Santa Cruz Police Department.

He began utilizing his training methods to train the police officers to perform better in their jobs. The news of these training methods then began to spread throughout the police community and in California.

This gave Glassman the notoriety, and the business, to turn his methods into something bigger than a simple gym routine. Thus began the formal creation of CrossFit as a global sport.

The creation and controversy of CrossFit

In the year 2000, Glassman and his former wife Lauren Jenai established CrossFit as a company. The gym in Santa Cruz was established as the first CrossFit gym and was set up as an affiliate-based organization.

This means that a gym who wants to carry the CrossFit logo needs to pay an affiliate fee. Coaches are also required to undergo a basic training course to be certified as a CrossFit trainer.

These gyms are allowed a large degree of freedom. This is because they are not required to conform to a set design or even a rigid practice. This greater freedom, compared to a franchised gym, allows for uniqueness in each gym.

But this form of affiliation also means that there is a reduced level of support and supervision from the parent company.

CrossFit has also drawn controversy due to its short training course for coaches. It is also reprimanded for the advanced exercises it includes in its routines.

These include Olympic lifts and plyometrics, which have a high risk of injury. But, this risk is brought about only when the exercise is performed incorrectly. Many of these injuries have usually come about through poor coaching rather than the methods themselves.

More criticism leveled at CrossFit is overtraining and issues like rhabdomyolysis. This is where excessive muscle breakdown of the muscles causes a chemical called creatinine to build up in the kidneys. This can cause kidney damage and may require a hospital visit.

Once again, though, this issue is often a problem with poor coaching and improper programming. Despite these criticisms, CrossFit has continued to grow. In 2005, 13 affiliate gyms were established.

As of 2014, this has risen to over 7000 worldwide. This has led many to ask how CrossFit evolved from a small business into a globe-spanning business.

The use of social media and the CrossFit Open

One of the biggest differences of CrossFit is its use of social media. This was done by online registration, workouts and scoring systems during early competitions like the Open.

The CrossFit open is a relatively new event. In 2007 the first annual CrossFit games took place for a prize of $500. Here, athletes were selected through registration and simple elimination in the tournament. This was a similar process to most sports.

But, as the sport got bigger, there was a need to filter the participants who were brought to compete at the games.

This led to the creation of the Open and Regional contests. In the Open, workouts are released once per week for five weeks. These workouts must be completed and recorded. The scores attained are then submitted online.

The Open is open to everyone and scores are ranked worldwide, with the best progressing to the regionals.

These competitions have been introduced and heavily promoted on social media sites. These include workout videos on Instagram, competitions live on Facebook, and even on Snapchat.

This new platform for promotion has created an unparalleled level of awareness. It also creates a larger interactive community, which encourages greater involvement and creates a great environment for athletes.

With this novel approach to communicating with athletes and scaling competitions, it should come as no surprise that CrossFit has risen to the popular sport it is today.

The rise to fame (and fortune)

As mentioned above, the first CrossFit Games took place in 2007 for a prize of $500 for the winners. This was supplied by the event creators. In 2016, the Games had a total prize fund of 2.2 million dollars, It was also sponsored by Reebok and was televised on ESPN.

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This immense rise in popularity has come from its open participation policy and high tech means of promoting its sport.

CrossFit was a fringe activity, and athletes were relatively obscure only a few years ago. But it is now a global sport and athletes have become icons. They have their own sponsors and a massive social media presence.

The sport also looks set to continue growing. It has a higher presence on social media and increasing viewership of the games. It also has a growing number of affiliate gyms joining up everyday.

This means that CrossFit could easily become a premier sport within the next decade. Despite the critics, it seems CrossFit is here to stay.

The continuing growth of CrossFit leads to the question of exactly how this sport will develop over time. One area where the sport is beginning to emerge is in physical education curriculums in schools. Teachers are getting trained in the sport and bringing it to class to help fight obesity.

Along with this, the greater representation of outside nations will continue. At the moment, there are only five "regionals" to represent each continent. With a growing popularity in these continents, these regions are set to be diversified further.

So, for international athletes with a competitive streak, the depth of the open in your region may increase over the next few years.

Profiles and documentaries are also sure to increase. YouTube mini-documentaries and highlights are the extent of the current coverage of athletes.

But, these could be set to move to TV channels like ESPN over time. This will help further boost the profile of these competitors and bring in more young athletes.

With so many avenues for this sport to grow, it has the potential to attract further interest. Combining this with a passionate fanbase and increasing exposure makes for an ideal environment for CrossFit to grow in.

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CrossFit: The World's Fastest Rising Sport

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The sport of CrossFit has quickly become one of the fastest growing activities in the world. It is experiencing a lot of coverage as well as a cultural presence that hasn't been seen by any other sport. However, despite this activity's relatively rapid emergence over the last decade, this sport's origin is surprisingly simple.

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Benchmark workouts. a way to gage ones progress. by recording data

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Effective readiness training schedule in order to communicate . Level 1-4 certifications will help understand how to have the most successful route to a crossfit career as an athlete or coach .

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Courses are open to individuals and trainers at all stages of development. The Level 1 Certificate Course serves as the cornerstone for CrossFit methodology and movement, and the Level 2 Certificate Course is dedicated to improving a trainer's ability to coach others. Online and Specialty courses provide avenues for continuing education and exploring specific topics in more detail.

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Coming from a small ranch in Montana crossfit has developed to a world stage and having the community on the road to a healthier lifestyle.

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The 2015 Reebok CrossFit Games: A New Era

Darwin argued that evolution proceeds by small successive changes rather than large leaps.

Gradualism held true even for the man-made sport of the CrossFit Games. That is, until 2015. After years of minor, almost imperceptible changes to the sport, Director of the Games Dave Castro announced sweeping changes that would re-shape the regional format.

Forty eight athletes would no longer advance from the 17 Open regions to 17 regional competitions. The number of regionals would be cut to eight, and the number of regional qualifiers would plummet to 10 (for Latin America, Asia, and Africa), 20 (for regions in the United States and Canada), and 30 (for Europe and Australia).

To make it to regionals now, athletes needed to put in a Herculean effort in the Open. And to make it to the Games, athletes needed to be truly ready for the world stage. With multiple regions competing together at regionals, the advantage of coming from a less competitive region was stamped out. Only the world's fittest would make it to Carson, California.

In addition to the regional changes, Castro added a Teenage Division for athletes 14 - 17 years old and a scaled option for the Open.

With the addition of the scaled option, Castro was able to make the Rx'd workouts even tougher. 2015 saw the addition of a new movement, handstand push-ups (15.4), as well as the shift to have muscle-ups at the start of the workout (in 15.3) rather than the end ( as seen in 14.4, 13.3, and 12.4). Many athletes would spend the 14 minutes of 15.3 fighting for their first muscle-up, with more than 3,000 athletes succeeding.

At the end of the Open, silver medalist Mat Fraser would come out ahead of recently retired four-time CrossFit Games champion Rich Froning Jr., and Ben Smith would finish third. On the women's side, two-time CrossFit Games champion Annie Thorisdottir won. Kara Webb, who led part of the 2014 Games before being sidelined by a pinched nerve, took second, and newcomer Sara Sigmundsdottir followed in third.

At the new combined regionals, elite athletes from multiple regions competed for even fewer qualifying spots than in past years which led to multiple upsets. Multi-year top Games competitor, Josh Bridges, would miss qualification by one spot at the California Regional, and the perennial queen of Europe, Annie Thorisdottir, would be dethroned by her fellow countrywoman Sara Sigmundsdottir. Many veteran Games athletes would end the weekend outside of the cut.

Individual division retirees, Jason Khalipa of NorCal CrossFit and Rich Froning of CrossFit Mayhem Freedom, brought new energy to the team competition and helped successfully qualify their teams for the CrossFit Games.

Wednesday

For the fifth consecutive year, the Games started in the water. But this time, the athletes were given paddleboards. The Pier Paddle asked athletes to swim 500 meters around the Hermosa Beach Pier, then paddle two miles on the hard-to-balance prone-paddleboards, and then swim around the pier again before crossing the finish line.

Bjorgvin Karl Gudmundsson during Pier Paddle

Athletes from outside the United States proved more adept in the water. Finland's Jonne Koski was the first across the line in 42:16, followed by Australia's Khan Porter two minutes later. The fastest women would finish a minute after Porter, with Australia's Kara Webb earning the W in 45:30 and Canada's Michele Letendre following in 45:54.

Later that day, the athletes came to the StubHub Center to take on a 2010 throwback event: the Sandbag Move. Athletes had to move hundreds of pounds of sandbags from the top of the stairs on the north side of the Tennis Stadium to the top of the stairs on the south end, crossing through the center of the stadium using Rogue's heavy duty wheelbarrows.

Shorter women tended to get stuck on the south wall, unable to sling the heavy sandbags over its high face without getting creative first. Some built platforms out of sandbags, which helped them get the heaviest red bag over the top. Even still, many approached the 15-minute time cap, and six reached it.

Olympian Anna Tunnicliffe blazed through the event, finishing it in 8:30, which was 30 seconds faster than the next fastest competitor, Emily Abbott (9:03). Lukas Hogberg handily won the event (10:07) with a close race between Mat Fraser (10:38) and two of the Games' tallest athletes, Elijah Muhammad (10:47) and Chad Mackay (10:55).

Like in past years, the first day of competition pushed many international athletes to the top of the leaderboard, but with three days remaining there was plenty of chance for movement in the overall standings.

Women
1. Kara Webb (188 pts)
2. Anna Tunnicliffe (180 pts)
3. Sara Sigmundsdottir (152 pts)
7. Tia-Clair Toomey (128 pts)
15. Katrin Davidsdottir (96 pts)

Men
1T. Jonne Koski (168 pts)
1T. Chad Mackay (168 pts)
3. Mat Fraser (150 pts)
6. Bjorgvin Guomundsson (122 pts)
18. Ben Smith (84 pts)

Friday

The athletes were given Thursday to recover, only to arrive on Friday in the blazing heat of the noon-time Los Angeles sun to take on the 1-mile run, 100 pull-ups, 200 push-ups, 300 air squats, and 1-mile run of Murph.

The women starting Murph.

With body armor strapped to their chests and the sun beating down, many athletes overheated. Long after European freaks of nature Bjorgvin Guomundsson and Sam Briggs ran in triumphantly to seal the win, many others struggled to finish the event. Some would need medical care, including Kara Webb and Annie Thorisdottir.

After that thorough beatdown, athletes were asked to quickly recover and take on the Snatch Speed Ladder, which was a variation of the Clean Speed Ladder that had appeared in the Games the year prior. For each round of the event, the athletes would face a ladder of five progressively heavier barbells. At the call of go, the athletes would race through the bars with only the fastest athletes earning an invite to the next round.

Brooke Ence would snatch her way to her first win of the weekend, beating Katrin Davidsdottir, while on the men's side Jon Pera would win with Ben Smith in second and Mat Fraser in third.

Mat Fraser during the Snatch Speed Ladder.

For the first time, Castro put an event up for a vote on Twitter. Responding with a hashtag, fans voted between Long DT and Heavy DT for Friday's closing event. Fans chose heavy. The classic CrossFit workout of 12 deadlifts, 9 hang power cleans, and 6 push jerks for 5 rounds, would jump in weight from 155 lb. to 205 lb. for men, and from 105 lb. to 145 lb. for women.

Foreshadowing the future rivalries in the overall competition, Sigmundsdottir and Davidsdottir went 1, 2, on Heavy DT as did Smith and Fraser. Incredibly, even after all of the work that had preceded the event Smith was able to push sub-8 (7:55) while Sigmundsdottir came in before 8:30 (8:25).

Fraser and Sigmundsdottir, the athletes who entered Friday in third, would end the day in the lead. Smith and Davidsdottir each made enormous leaps on Friday from the high teens to second overall. Kara Webb and Jonne Koski dropped from the lead to third.

Saturday

Saturday morning was all about speed. In Sprint Course 1, athletes would race through the pylons that made their debut in the ZigZag Sprint at the 2013 Games, and then over four hurdles. For Sprint Course 2, they would race back starting first with the hurdles.

Denae Brown during the sprint event.

As expected, former collegiate 400-meter runner Dan Bailey excelled, winning both events and even catching his sunglasses as they fell midway through. Collegiate soccer player Lindy Barber and Norwegian decathlete Kristin Holte traded wins. Quietly, Australia's rookie, Tia-Clair Toomey, sealed fourth and third, pushing her up the overall standings from 13th to fifth overall.

Fraser maintained the white jersey throughout the Sprint Course events but with 24th and 37th place event finishes he was bleeding points as Smith gained on him with solid 11th and sixth place finishes. Fraser's 88 point lead before the Sprint Course would shrink to 40.

Similarly, the woman in the white jersey wasn't the one to watch on the Sprint Course. That is, if you wanted to watch the fastest athlete. The leader, Sigmundsdottir, dropped to 37th and 38th in the sprint events, and watched as her lead over Davidsdottir went from 40 to a mere 7 points.

Later that day, another piece of equipment from the 2013 Games returned. The Pig. Designed to be flipped like a tire, the Pig is a rectangular hunk of metal that can be loaded to almost any weight. In 2013, the guts of the Pig were exposed. This time, all 560-lb. for men and 395-lb. for women were enclosed within a fire-engine red casing.

Athletes had to flip that incredibly heavy Pig 100 feet before climbing a high-hung rope without the use of their legs four times, and then kick up into a handstand and walk 100 feet for the Soccer Chipper.

Camille Leblanc-Bazinet flipping the Pig during Soccer Chipper.

The Pig's weight was obvious, challenging the world's fittest for each and every flip. Smith would win this event (+100 pts), while Fraser dropped to 32nd (+16); in one event, Smith closed a 40-point gap and had enough points to spare that he now led Fraser by 44 points. Longtime strongwoman Elisabeth Akinwale won the event, while Sigmundsdottir took fourth and Davidsdottir 15th. In one event, Sigmundsdottir regained her 40-point lead over Davidsdottir. Even more concerning for Davidsdottir, she was also losing ground to third-ranked Kara Webb. After the Soccer Chipper, only 8 points separated second from third overall.

Next up was the clean and jerk, in which rookie competitors Brooke Ence and Aaron Hanna topped the charts with 242- and 350-lb. lifts. Smith and Fraser, both strong lifters, stayed close together on this event with Smith lifting 347 for second and Fraser 342 for fourth. Similarly, Sigmundsdottir took sixth (230 lb.) to Davidsdottir's 10th (217 lb.). Webb's 225-lb. ninth-ranked lift further shrank the gap between herself and Davidsdottir to 4 points.

To close out the day, the athletes took on the quick Triangle Couplet of thrusters and bar muscle-ups, which brought 2014 and 2013 women's champions Camille Leblanc-Bazinet and Sam Briggs to the top of the field for the event and gave an important win to Mat Fraser.

The Triangle Couplet allowed Fraser to close in on Smith by 24 points, such that only 30 points separated them heading into the final day of competition. Cole Sager had a great Saturday, jumping from 11th to third overall.

Ben Smith during Heavy DT.

The day's final event was good and bad for Davidsdottir. She gained on the leader by 24 points, taking eighth to Sigmundsdottir's 18th, but lost her position as the second-ranked athlete to Webb who had been extremely close to her in the point totals and had an exceptional showing with a fourth-place finish on the couplet. Like Sager, Toomey had a great day and moved up from 13th to third.

Sunday

Sunday began with the surprising and unfortunate news that Annie Thorisdottir had withdrawn, citing lingering effects from Murph. The two-time champion and two-time second place finisher would not be returning to her usual place atop the podium in 2015.

Three events remained before the Fittest on Earth would be named: Midline Madness, Pedal to the Metal 1, and Pedal to the Metal 2. Though, the athletes didn't know what the last two events would be when the day began.

Midline Madness was 6 rounds of a 400-meter run and 50-foot yoke carry (380 / 300 lb.). The two European women known for their running, Sam Briggs and Kristin Holte, smashed the event going sub-14 (13:26, 13:53).

Tia-Clair Toomey carrying the yoke during Midline Madness.

On the men's side, the turnout was far less predictable. An athlete who has long claimed to hate running, former Olympic lifter Mat Fraser, took second to Jacob Heppner. Smith took seventh, and saw his lead lessen to 8 points.

The women's top three overall, Sigmundsdottir-Webb-Davidsdottir, went ninth-fifth-19th, which rearranged the standings such that Davidsdottir was back in second and now with a manageable 17-point gap between herself and Sigmundsdottir.
Entering Pedal to the Medal 1
A cloaked structure loomed at the north end of the Tennis Stadium, waiting to be revealed. Castro brought the athletes out to watch as Rogue uncovered the plexiglass peg board.

For Pedal to the Metal 1, athletes would need to figure out how to ascend the peg board three times before they could move on to row (24-calories), bike (16-calories), and then dumbbell squat snatch (100 / 70 lb., 8 reps).

The peg board came as a shock to many athletes who had never tried to ascend one before, though this piece of equipment didn't come out of left field. Greg Glassman, the Founder and CEO of CrossFit, wrote about pegboards in 2002 in the Garage Gym article published in the CrossFit Journal.

"The Climbing Rope may or may not be an option in your gym, but there are several other climbing options that are possible in any space. Climbing Holds, Campus Boards, and Peg Boards are wickedly effective, functional, and fun," Glassman wrote. "We've limited experience with this stuff, but it is our next frontier."

That new frontier claimed athletes like the Sierra Nevada claimed members of the Donner Party; not everyone made it. Twelve men and 25 women failed to successfully ascend the pegboard once, including Davidsdottir and Sigmundsdottir, whose 17-point gap would remain intact heading into the final event given they both tied for 13th.

The men on the pegboard.

Margaux Alvarez came the closest to finishing the event with 8 reps remaining at the time cap. Six men made it through, including the two men vying for the title. Reaching the finish mat 31 seconds ahead, Fraser took second (94 points) to Smith's fourth (84 points). That 10 points was all Fraser needed to close the 8-point gap, and give him the lead entering the last event. With only 2 points separating them, the winner would be decided by the final.
Entering Pedal to the Medal 2
Men
1. Mat Fraser (833 pts, up from second)
2. Ben Smith (831 pts, down from first)
3. Bjorgvin Karl Guomundsson (686 pts, up from fourth)

For Pedal to the Metal 2, the athletes faced 12 parallette handstand push-ups, a 24-calorie row, 16-calorie bike, and 8 kettlebell deadlifts with 2 massive kettlebells weighing 203 lb. each for the men and 124 lb. each for the women.

Jacob Heppner during Pedal to the Metal 2.

Fraser and Sigmundsdottir entered the final event wearing the white leader's jersey. Seven minutes worth of work or less separated them from the title Fittest on Earth and $275,000. All they needed to do was keep Smith and Davidsdottir behind them.

From the very start, that goal slipped from their fingers as their challengers overcame them in the chipper. Davidsdottir blazed through the event to seal her first event win of the weekend in 4:42. With 100 points added to her total, Davidsdottir now needed Sigmundsdottir to finish in fifth or lower. Sigmundsdottir would reach the time cap with 9 reps to go, and drop to 22nd in the event.

Pedal to the Metal 2 had dealt a massive blow to the rookie who had led the competition since Friday night. Sigmundsdottir had not just lost the title with her 22nd place finish, she had lost the silver medal as well. Prior to the event she had a 41 point gap over fourth-ranked Toomey, however, Toomey's fourth place finish on PTTM 2 gave her a 48 point edge over Sigmundsdottir. Toomey would leap to silver, while Sigmundsdottir dropped to bronze.

In the short event, Smith would build a minute and a half lead over Fraser. Smith was the fourth across the line in 5:01. With Fraser so far back, it was immediately clear that Smith had done it. In his seventh year at the CrossFit Games, Ben Smith had earned the title Fittest on Earth.

Dan Bailey congratulating Ben Smith on his win.

2015 Games Podium
Women
1. Katrin Davidsdottir (790 pts, up from second)
2. Tia-Clair Toomey (750 pts, up from fourth)
3. Sara Sigmundsdottir (743 pts, down from first)

Men
1. Ben Smith (915 pts, up from second)
2. Mat Fraser (879 pts, down from first)
3. Bjorgvin Karl Guomundsson (766 pts, maintained third)
2015 Workouts 2015 Live Coverage

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Who is the fittest? How do you know? Since 2007, the CrossFit Games have evolved to answer these questions. Each year the Games are a more comprehensive test of fitness, and the athletes raise the level of competition to unprecedented heights. The average regional athlete in 2017 will be dramatically more capable than the worlds best in 2007.

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a high-intensity fitness program incorporating elements from several sports and types of exercise.

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Greg Gassman the creator and founder of Crossfit who came up with the Methology behind the training regiment.

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Crossfit CEO Greg Glassman On Creating A World Fitness Trend | CNBC

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Military style workouts and their methods

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Military style workouts and their methods

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Workouts that relate and prepare you for every day activity and especially combat situations by performing affectionately under high levels of stress.

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Too nice? Too mean? What's your preference?

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Too nice? Too mean? What's your preference?

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Some may think that these methods may be too harsh but in reality the are making you comfeterable with the umcomftearble .

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Athletic Trainers are the most underrated member of the athletic community. They keep us healthy and in tip-top condition. We truly owe them our entire career of success. However, they usually get treated pretty crummy. This article is dedicated to the Athletic Trainers everywhere spending their days taping ankles, making ice bags, and just generally being awesome. Here are a few reasons why you should definitely give your Athletic Trainer a massive hug, a delicious gift of their choosing, and then appreciate them greatly for the entire rest of your athletic career.

In The Bleachers By: Steve Moore

1. Athletic Trainers severely need to catch up on their ZZZZZZZZZZZZ's.

There was a long period of time when I truly believed my Elementary school teachers lived at our school and slept under their desks. "That's silly! People with jobs still get to go home some point at night, right?" WRONG. I'm convinced Athletic Trainers spend their whole lives in the athletic training room basically taping ankles and making the perfect ice bags. There were nights where I'd have to run to the locker room and get a textbook at 4AM and THEY WERE STILL THERE. Forget my elementary school teachers; it's the athletic trainers that definitely sleep in their office because they literally work all the time to keep you and your friends healthy.

2. Nobody knows their job title.

Your Athletic Trainer can't even get the common decency to be always referred to as an ATHLETIC trainer. No, Trainer is not good enough, but that doesn't stop everyone from saying it that way. For example, if you're a volleyball player and someone says "Oh, you play volleyball? Cool." And then you run into them later and they go, "Hey, how's life as a soccer player?" You're going to be a little offended and have an overwhelming desire to correct them. That's the best metaphor I've got for what it's like to be called a trainer instead of an athletic trainer. ATC FOR THE WIN.

3. Two Words: Ice. Pops.

Athletic Trainers have the serious hook up when it comes to awesome snacks. It's no question though that the pinnacle of their snacking universe is hands down the ice pop. Those ice pops come in clutch after a super-hot day outside or when you're leaning a little on the dehydrated side. At my first school, we had these things called Apple Pops and to this day I want them post workouts. (If anyone knows what I'm talking about or where I can find those pops, please hit me up on Twitter and hook a sister up).

4. It's an Athletic Training room, NOT a Daycare.

You know when you were little and barely scraped your knee, but you whined about it for 2 hours to your Mom until she got pissed? That's basically what Athletic Trainers deal with all day, every day, except they have to sit there and listen to you go on and on about everything that hurts. It's like having hundreds of children that aren't yours and nobody wants to deal with that.

5. Athletic Trainers are constantly being stood up.

I'm going to come clean right now and admit to being super guilty of this, and I am going to publicly announce my apology to my fantastic athletic trainer, Steph, who put up with this crap from me. If you go to your athletic trainer and you both agree that you could do some rehab to fix your problem, YOU SHOULD GO IN AND FIX YOUR PROBLEM! I understand being an athlete is a hard, time consuming life, but your athletic trainer wants to make you better and can't do that unless you go in and see them consistently. It'll only back fire on you if you don't and are severely injured later on in a way that could've been prevented with their previous advice. Don't ignore them. This goes for you Coaches as well! Let your Athletic Trainer know when practice times change or new things are happening in the schedule. Nobody enjoys when their hour prep time vanishes to 5 minutes. Treat them like another Coach that should be informed.

6. Khaki, Khaki, and more Khaki.

Do you honestly understand just how much khaki your athletic trainer is required to own? Nobody in the world should ever own that much khaki. Nobody.

7. Bad Cop or Bad Cop?

Let's make this very clear: I promise with all my heart that your Athletic Trainer does not want you to be hurt. I repeat, they do not want you to be hurt. Do you think your athletic trainer really enjoys telling you that you have to sit out because of an injury? Your athletic trainer has probably spent a lot of time with you and they don't like seeing their athletes hurting. It's not fun for anyone involved. You want to play, your team wants you to play (hopefully), your coaches want you to play (really hopefully), but your athletic trainer has to be the one to keep you safe. It's their job. Injuries suck, but permanent damage is a hundred times worse.

8. They have an absolute gift when it comes to mixing Gatorade.

Mixing Gatorade or PowerAde is an art form in and of itself. It takes pristine skills and accuracy to perfect the water to powder ratio and even the slightest mistake can ruin the entire batch. That makes those special blend flavors that your athletic trainer creates only that much more impressive. You should give them a huge round of applause for that skill set alone.

9. Rule #1: Everything I say goes.

We Athletes think we're really smart sometimes. Our head athletic trainer banned cell phones from the athletic training room with very good reason, but that didn't stop every athlete from trying to bring their phone inside anyway. A lot of athletic trainers get a very bad rep for being mean or tough, but they have to be or the athletes would walk all over them. So just follow their rules and I guarantee your relationship with them will be a hundred times better.

10. Athletic Trainers are people too.

Athletic Trainers have lives. Yes, a considerable amount of their lives are spent doing their job and most of them genuinely love it, but it's still a tough way to earn a paycheck. So be sure to appreciate your athletic trainer and all the things they do for you. Love them as much as they love you and the whole athletic world will keep on spinning.

Not a member yet? Join Athlete Network for free, the one network helping 5 Million athletes advance their careers.

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10 Reasons Why You Should Treat Your Athletic Trainer like Royalty

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Athletic Trainers are the most underrated member of the athletic community. They keep us healthy and in tip-top condition. We truly owe them our entire career of success. However, they usually get treated pretty crummy. This article is dedicated to the Athletic Trainers everywhere spending their days taping ankles, making ice bags, and just generally being awesome.