USPTA ADDvantage May 2021

May 2021

and the benefits it brings to your program Mental Health Awareness Month New Pathway brings changes

There is No “I” in Coach

Inspire your Students Instead

Building a Culture

7 segments to attain a Workplace culture

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From the CEO USPTA

Are We Goin’?

I

t is always around this time of year when our staff commences the planning for our World Conference. As of this writing, we are only six months away from our scheduled dates of September 19-23 in Las Vegas, back to the same destination we were in 2019. The Westgate Las Vegas proved to be a terrific venue two years ago, which is why we contracted with them to return in 2021.

But, because of the global pandemic, the question remains: Are we goin’? Without a doubt, we made the right decision last year to pivot from an in-person event and did it virtually. But sitting here today, our world is in a much different place than we were a year ago. So, here is my take:

1

Given the current vaccination trends and based on all that I read and hear, any adult who wishes to get vaccinated should be able to by early summer. As a result, all our attendees who come and are vaccinated can feel more comfortable traveling and being in a group setting.

2

Up until recently, Las Vegas remained closed to groups of 50 or more people. However, the state of Nevada has authorized groups of 1,000 people to convene at hotels for meetings and conference groups as of March 15. That fits our bill.

3

Life is Beautiful is a threeday outdoor music festival that takes over downtown Las Vegas, September 17-19, which is the same weekend when attendees for

John R. Embree, USPTA CEO

our conference would be arriving. This major concert series was sold out in a matter of hours once tickets went on sale.

Organizers are expecting 200,000 people to attend. I don’t think that the concert promoters would be producing an event of this magnitude in 2021 without being confident they could pull it off safely.

4

While our virtual event last September was a home run, there is something to be said about getting together in-person. There is no substitute for networking, seeing friends, feeling the vibe that our World Conference possesses typically, and not having to endure another Zoom session.

While I get the fact that many people cannot travel to a “live” conference because of work or family obligations and would prefer to get their education from the comfort of their home or office, I firmly believe there is a segment of our membership that wants to get together for a face-to-face conference. I want to think that we could offer a hybrid event whereby people could remain home if need be while also putting on a dynamic in-person experience.

5

When we surveyed our membership in late February about the upcoming World Conference and what would be preferred, we received a mixed bag of responses.

Yes, many said that they wanted to attend a live event, but there were also many replies which said they preferred a virtual event. Thus, our challenge would be to offer a platform that could satisfy both.

6

I am of the opinion that there is pent-up demand to get away after being homebound for so long. People are desperate for personal interaction, live entertainment, for sheer enjoyment. What better place to get that than in Las Vegas!

7

Indeed, we have a contractual obligation that we must honor with the hotel. But in doing so, the hotel management will make certain that we follow all CDC protocols for social distancing and safety when it comes to food services, exhibit halls, and seminar sessions. I am confident that our audience will respect those guidelines that will be enforced, realizing that this year’s event will not be anything like those in previous years.

8

At some point, we must put a stake in the ground and commit to getting back to doing the business that our membership has come to expect. We need a sense of normalcy to return. These last 12-15 months have been brutal on our psyche, our businesses, our friendships, and our profession in general.

The time has come to make the tough call: are we goin’ or not? However, it is not up to me. By the time you read this, our board and executive committee will have met (in early April), and a decision will have been rendered. I hope we can make it happen. And if we are given the go-ahead, I look forward to welcoming everyone to our 2021 World Conference in Las Vegas*

May 2021

ADDvantage Magazine - 43

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USPTA Master Professional Corner

Inverting the Pyramid and the Benefits it Brings to Your Program

M

João Pinho, USPTA Master Professional

any clubs and pros look to build a comprehensive junior program, where they get a player on the red ball stage and build them up to their later teenage years. While such developmental methods and early seeding are, in the vast majority of cases, ideal and crucial for our industry and most clubs’ health, it’s important to note that there is also a different way to build a pyramid of players.

“Inverting the pyramid” means that most of the efforts made will serve the players who are already near or at the top of the pyramid first and then use the benefits of this venture to construct the lower or younger levels second.

Although high-performance players and parents can sometimes have a reputation of being too demanding, wanting free services, or not being loyal — amongst other less than ideal connotations,

working with such clientele can be very rewarding. More specifically, building a successful high-performance (HP) program can create the following:

1

Augmented demand on less than ideal time slots: Committed players are much more likely to shift their schedules to train than recreational players. This can be a nice boost for clubs and pros seeking to add lessons at difficult-to-sell slots. As long as you have the right staff, a good mix of players, and a solid program — people will come.

2

The 80/20 rule: The good old Pareto principle states that “80 percent of the consequences of our lives come from the 20 percent of the causes (the vital few).” So,

how does that translate to tennis programs? HP players are often more financially invested, which means that a more significant portion of your revenues would come from a lesser amount of players. While this sounds dangerous, as the pro or club now relies on a smaller clientele, this is part of the initial strategy to build the program from top-down — to expand the number of participants, thus spreading the business impact to many players.

Commonly, the biggest spenders in many clubs are some of their top juniors, who take multiple group classes and private lessons. From my experience of working with a large number of competitive juniors over the years, I’ve noticed that for every super committed HP player I get, that would equal close to eight recreational players in terms of financial commitment. So, if your club has saturated the market in your area, one way to grow your business is to have your existing players become more committed (pay for more services). For that, creating an HP program can become the answer.

3

Enhanced reputation in the market: One of the most common ways that clubs further develop their program and staff’s reputation is by promoting

46 - ADDvantage Magazine

May 2021

Master Professional Corner USPTA

Photo courtesy of Elkhophoto

their top players’ results. To do so, it’s crucial that directors and head pros collect player’s results and distribute them in various ways — from social media to internal displays and even inclusion in a weekly or monthly newsletter.

4

Improved inflow of new players: The sad reality in the junior development scene is that most players and their parents care, almost exclusively, who the players are in the specific program.

Often overlooked, it is essential to guide participants to look deeper and value a program’s culture — instead of just the faces. Their logic is, “if the players are good, so must be the coach(es)!”Even though there isn’t always a linear correlation between a player’s level and the capabilities of his or her coach, many will create such association. Therefore, if you do have accomplished players in your program, others will likely join as a result.

Some of these new applicants may be younger and/or weaker than your top athletes. However, getting this influx is an integral part of building a large and robust program. While quality should be more important than quantity, to properly gauge the value of a program, it’s relevant to look at the overall numbers.

5

Boosted staff retention and morale: While many coaches specialize and highly enjoy working with recreational players, others feel more fulfilled once their interests and motivations are elevated. Consequently, having exposure to high-performance players can often increase the staff’s overall job satisfaction, as the pros feel more connected with the player and his or her goals.

6

Superior retention of lower levels: Creating a “top-heavy” program can indirectly impact the lower levels, as those players now have something to strive for. It is common for programs that have less competitive top levels to lose some of their promising players because the evironment is less than ideal.

Such powerful benefits can allow you (or a club) to “invert the pyramid” and, if done well, be successful in the long-term while, potentially, achieving results in a faster timetable than a traditional, bottom-to-up approach. While creating an HP program can be highly beneficial and lucrative, it’s also important to mention that it demands a high level of dedication from the program’s staff, not only to deliver lessons but also to attend tournaments, console players (and parents), as well as receive requests around the clock. Identifying key staff members who are passionate and capable with this segment and have an abundance of patience to develop the program over the years are musts.

Remember, high-performance coaching is not about having better drills, yelling louder, or hitting thousands of balls.

Instead, it’s about being an integral part of a junior’s life, becoming a role model, and having a higher standard for the way everything is done (both on and off-court).

You must also understand where the player is in their development and what level they can reach. Sometimes you’ll need to instill that vision before they see it.

I hope this has sparked new thoughts in your mind and makes you envision a second approach to developing a comprehensive junior program in the long-term, as we want to serve the entire pyramid successfully! If you have comments or questions, please do not hesitate to contact me at pinhojoao@hotmail.com *

May 2021

ADDvantage Magazine - 47

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Master Professional Corner USPTA

Building a Culture

Y

Bunny Bruning, USPTA Master Professional

Photo courtesy of Myroslava Malovana

ou often hear about changing the culture at your workplace or organization. That can mean a variety of topics depending on the specific business’ vision and mission statement. Therefore, you may have questions if you want to enhance your department’s culture or organization. Those queries could include, what does culture mean? How do I begin?

And why do I want to do this?

Society is changing at a rapid pace.

Transformations occur in semantics, messaging, protocols, diversity, social institutions, and generational values modifications. Jobs are shifting because the workforce has to adjust through the rapid growth of streamlining and digitalization. Connecting jobs to employee’s meaningful results involve what they learn, not just what they do. No longer will you be doing the same thing 10 years from now. And I am not talking about switching workplaces. Transformation of the same job will continue to occur quickly. Giving people opportunities to be educated, along with a sense of ownership, is critical. Encouraging individuals to adapt and learn makes them feel

supported and appreciated.

However, changing the systems of work through modern techniques is not enough. Opening minds and hearts, transforming behaviors, and altering language and words are just as importat.

Adhering to vision & mission statements and goals allows people to feel safe, more confident and adds a sense of value.

Empathetic and inclusive cultures assist the well-being of the group. Why wouldn’t you want to have the people you work with feel happier?

Many authors define culture as a blended model of history, experience, and behavior — including the values, attitudes, and customs shared by a group.

It is a way of life. These beliefs and attitudes that employees share and use daily can determine the group’s decisions and functions.

The world is filled with diverse thoughts depending on the culture we grew up in. As we mature, individual biases become established — and we may not even know it. If we have a growth mindset and want to improve ourselves and our group, we need to be aware of our viewpoints.

So how can we evolve to help make a healthier and enhanced culture?

From my research and application over the past decade, I’ve arrived at a formula of seven segments to attain a culture for you and your workplace.

1.

Vision Statement

2.

Mission Statement

3.

Plan & Tactics

4.

Essential Values

5.

Character Qualities

6.

Emotional Intelligence

7.

Leadership Skills

Countless writers have offered the meaning of a vision statement, which could be described as an inspirational message for staff to strive towards a better purpose. This concept defines your organization and its ideals — and shows commitment to your long-term efforts.

When the vision has real meaning to employees, they will be more productive in their work and effective as ambassadors for the facility. It gives direction on future goals so that the team can have a purpose in the bigger picture Vision Statement example: To create a safe and nurturing place where growth and advancement opportunities can be encouraged.

A mission statement focuses on who we are, why we exist, and determines action. It provides the purpose of the company, facility or department, and the importance of what each team member works towards daily.

Mission Statement Example: [Club Name] is an inclusive community dedicated to teaching, training, and effectively communicating so that the staff will have an open and safe place to work, create, collaborate, and grow in a diverse environment. We promise to educate, inspire, and serve all who work here.

May 2021

ADDvantage Magazine - 49

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Master Professional Corner USPTA

• Service: Focus on striving to make better people, leaders, and workers.

• Connection: Have an open heart and a listening ear.

Build relationships through kindness and genuine interest.

• Communication: Teach, serve, and share.

• Compassion: Have sincere empathy.

• Inclusiveness: Incorporate responsibility to guarantee a safe place of diversity and equity.

• Integrity: Be authentic and ethical in all interactions with staff.

• Trust & Respect: Gain it by being consistent in your values.

• Health & Family: They always come first.

• Enjoyment of Life: Express joy and happiness. Love what you do.

• Dedication: Lead by example • Safeguard the culture.

Enhancing character qualities will lead to leadership skills. Compassion, integrity, respect, and trust are most important.

Reflect on your personal attributes.

Who are you? Who do you want to be? I consistently challenge myself, staff, and students to work on the qualities they want to improve.

The Oxford Dictionary defines emotional intelligence as the capacity to be aware of, control, express one’s emotions, and handle interpersonal relationships judiciously and empathetically. Furthermore, psychologists Peter Salovey and John Mayer define it as “the ability to monitor one’s own and other people’s emotions — to discriminate between different emotions, label them appropriately, and to use emotional information to guide thinking and behavior.”

Daniel Goleman, an author, science journalist, and psychologist who helped popularize emotional intelligence suggests that the five components of emotional intelligence are self-awareness, selfregulation, motivation, empathy, and social skills.

What is emotionally intelligent leadership, then? Well, emotionally intelligent people are aware of their

feelings and how they affect others.

They can also sense and understand the emotions of others. This emotional management and empathy lend themselves to better communication, overcoming conflict, and reducing stress.

This perception can guide everyone to improved workplace behavior and actions.

Leadership defines the vision and mission statements, rallies people towards that vision, and inspires them to make it happen. You can strive towards the goal not just by influencing staff but by putting people first. Connecting and building relationships with people through empathy offers individuals trust and respect. When you open your heart and mind through kindness and understanding — and then share a piece of your story that relates to them — they, in turn, start to connect and recognize you are on the same path.

The seven segments are just a brief look at what helps to build a new workplace culture. What is most important is that you are aware negative language and behavior can hurt people. This can lead to a lack of production and growth as an individual and team. Therefore, language, words, and actions must change. * Photo courtesy of Take A Pix Media

Having a vision and mission statement is just writing on the wall. So, how do you implement it? The plan & tactics are how we get to the vision. As a leader, one must have open communication with staff where connection and trust can thrive. Conduct dedicated training sessions through various sources of communication. Act on teachable moments. Lead by example and let it be known that everyone is a leader. Begin each day with the intention of the vision.

People are not robots, and disputes will arise. Communicate, listen, train, own up, share, and return to the now of the intent.

Essential values represent who we are through our words, attitude, and behavior.

These values include:

May 2021

ADDvantage Magazine - 51

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Member Feature USPTA

There is No “I” in Coach aturally, you are invested in your players, want to see them succeed in life, and of course, to improve and enjoy our wonderful lifetime sport. One of the key characteristics our players need to be successful is to be responsible individuals.

The earlier in life we acknowledge and nurture our obligations, the quicker we develop. For young players, learning and accepting accountability is a fundamental part of growing up.

Fortunately for us as coaches, playing tennis teaches responsibility like few other sports can. We are all aware that in most sports, you win and lose as a team.

However, winning and losing in tennis is very personal, even if you play with a partner. Tennis players can never say something like, “the offensive line did their job in our win today,” or the contrary, in the face of a loss.

Therefore, we need to carefully evaluate and advise our young players and their parents — excited about competing in their first matches. Even sporty kids who have already been participating in team sports are sometimes not emotionally ready to accept the task of a losing outcome in tennis for an individual.

We can improve our coaching and help our players recognize their responsibility for their success, with one small change in how we communicate., Remove the word “I” from your on-court and classroom language. More specifically, remove “I want” from communication between you and your players.

Of course, you want your players to execute that cross-court drill impeccably because you want them to improve.

However, to help them expand their game,

the player’s motivation needs to drive the drill because they understand the need to do the specific exercise to get better — not because the coach wants it.

The shift is small. Instead of saying, “I want you to,” replace it with, “You want to.” Avoid placing your individual expectations on your players and instead help them express their desires. This minor change in phrasing can be a challenge at first — yet, it can result in a significant alteration in mindset.

One of my character directives is the “Responsibility Rule,” which can be flipped when needed. Here is the rule with the coach putting the onus on the player: “You are responsible for what you do. You are accountable for doing good!”

The flip side places authority squarely on the player: “I am responsible for what I do. I am accountable for doing good!”

The player-centric way is more often the competence equation that is most effective in the long run.

Indeed, there are times when we as coaches need to lay down the law. For example, at the beginning of a program, we must set the standards for a fair play environment in our classes. We must also expect our players to behave in ways that maintain specific standards. For that expectation to succeed, our players must feel competent for behaving appropriately.

The players need to adopt and own their responsibility for proper behavior.

In creating the learning framework for young players, we need to set expectations. In those cases, we must expect the players to accept our opportunities as their own if they are to adopt and carry out projections. Each

time we express the phrase “I want,” we essentially rob them of answerability.

In your next lesson, remove “I” and replace it with “you.” Do you want to work on your returns now? Do you want to load a little deeper as you prepare? Do you want to focus on that wide serve?

One of the most useful words for players with doubts is “yet.” So, if your young player says, “I can’t do it,” reply with, “you can’t do it yet.” Now try again.

Talk to your players about learning from failure. Failure is necessary for success.

If at first, we don’t succeed, try, try again.

To help young players gain the motivation and responsibility to keep working at something, we are well served to praise the player’s effort and how they are applying that effort. “I’m glad to see you are sticking with this, [insert name here]. And I see you’ve started bending your knees more too. That’s super; how did you figure that out? Keep up the good work!”

Guiding players to help themselves is a fundamental objective of coaching. For almost every student, the self-discovered lesson is the best-learned experience. Our players will discover more as they become accountable for their journey. We simply enable this self-responsibility in the ways we communicate with our players and their parents. *

May 2021

Photo courtesy of Jeff Tucker

N

Jeff Tucker, USPTA Elite Professional

ADDvantage Magazine - 53

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Diversity & Inclusion Initiative USPTA

Asian American Pacific Islander Committee

Even in its infancy, we already see the impact of this initiative. Brandon Kuether has shared that there were students in the Saint Paul Urban Tennis program who were amazed that Brandon Kuether, USPTA AAPI Committee somebody who looks like them was n light of recent events, there has platform is used as a resource to propel working as a tennis director and WTA been a wake-up call around the nation AAPI coaches in our industry. While coach. It is tremendously crucial for that the discussion about diversity the Facebook group is relatively new, youngsters to see people from their and inclusion (D&I) was desperately members are joining at a rapid pace. The respective backgrounds succeed in our needed. Whether you are leading a tennis group houses intriguing discussions and a industry — and to envision themselves in academy, coaching a college team, or video series in which committee members these tennis-teaching roles. giving lessons at your local park, D&I is Brandon Kuether and Chris Tran Following the committee’s early a part of all our lives. The USPTA, under interview industry professionals about success, membership will be researching the guidance and vision of Feisal Hassan, how they found their tennis journey. to see which divisions have AAPI understands that its members must seek Beyond this, the advisory team has also pros on their board and nominating to understand the experiences of BIPOC reached out to Saint Paul Urban Tennis committees. We will work to provide (Black, Indigenous, and people of color) in Minnesota to lead a career visit with more opportunities to Asian American individuals who are involved with the young Asian American Pacific Islander Pacific Islander pros to ensure equity in game of tennis — hence the creation of the coaches who are just beginning their the selection process for leadership roles USPTA D&I Committee. tennis careers. within the USPTA. * One story that we would like to share with you today is that of the sub-committee focused on Asian Americans and Pacific Islanders (AAPI). To creatively find ways to connect, lead, and educate fellow AAPI coaches, committee members Chris Tran, Brandon Kuether, Anthony Nguyen Pham, Ricky Moua, Hung Nguyen, and Cedric Abalos decided that the best way to start is at the grassroots. This led to the creation of the Asian American Pacific Islander Advisory group. The consortium is made up of industry professionals in a vast array of careers that you can pursue in tennis.

The current advisory group consists of a tennis academy director, Division I college coach, certified master stringer, leader of a sizable Asian tennis association, parents of college tennis players, and more.

Once the team was assembled, a Facebook group was created to develop a network for AAPI coaches to connect with other industry professionals to provide guidance in tennis-related fields. The online

I

May 2021

ADDvantage Magazine - 55

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The Evolution of USPTA Testing

T

Shepherd Newcomb, USPTA Elite Professional

he first certification exam was administered in 1969, and at its core, much of it has remained unchanged until now. Twenty twenty-one will see a strategic shift in the way the USPTA trains and certifies members of the association, emphasizing education. In January, we cut the ribbon on an exciting and welcoming new pathway to our organization.

However, there is an accompanying sense of loss for the pathway that led so many of us to where we are now — in our careers and lives with the great game of tennis.

The USPTA Certification Exam helped set the standard for tennis coaches throughout the country during an era dominated by wooden racquets and tiny white shorts. The initial batches of pros were evaluated on stroke production, group and private lessons, a grip test, and a written test. After a while, the phrase “Best by Test” was attributed to members who set the bar for teaching professionals in America. The exam has influenced our organization’s trajectory and how tennis has been taught in the United States for over 50 years. In addition to

affecting the sport itself and the careers of thousands who have joined the USPTA, the examination pathway was a meaningful experience to many tennis professionals on a personal level as well.

While there has, of course, been some changes since the examination was introduced, the structure has remained intact. Some notable modifications have been the addition of stroke analysis, feeding proficiency, and question formatting on the written exam. There was also an era in our past that applicants had to have a ‘sponsor,’ an idea that will take on a new form with the role of ‘certification advisor.’ This guide will help the applicant through their education and experiential opportunities.

Some of the processes will continue; similarly, others will be done away with, and still, there will be a continual recycling of ideas, both new and old.

We are no longer solely evaluating applicants as to whether they have the experience and know-how to be certified.

We are now teaching and providing experiential opportunities to ensure that the applicants are more than ready to be our sport’s future providers. This change is a monumental undertaking that is full of challenges. As we strive to blend the established in with the “new,” there are a lot of shifting roles and responsibilities. The 17 division head testers and 81 USPTA testers throughout the country will no longer be regularly engaged with the USPTA’s new members as they have been for decades.

Therefore, we need all of us to find roles that we are passionate about and gifted in to serve our association going forward.

As professional teachers and educators of the sport of tennis, we must care about teaching it better. If we are not concerned about coaching our players more effectively, why should our players care about playing better or showing up to clinics? Our players aren’t getting the most out of us unless we’re continually learning how to coach them better.

Our association consists of members who collaborate to help one another become stronger and more successful tennis coaches. We want to learn how to teach a cut above. Everyone is encouraged to learn and contribute to continuing education within our sport, so the bar is constantly rising. The New Certification Pathway will set the standard again in 2021 by teaching and providing hands-on opportunities to ensure each applicant is more than ready to be a future provider of our sport. *

“It has been an honor to have served the organization as the Eastern Section Head Tester. I have tried to model my mentor and tennis hero George Bacso, the former Director of USPTA Certification and Academies. I never lost sight of the significant opportunity the process provided to excite and motivate an applicant to be a lifelong learner and contributor in our industry.”

Whitney Kraft USPTA Eastern Head Tester “Coaching new professionals for success has always been my goal. Certifying new applicants from all over the world is why I love to serve the USPTA. Touching base with many of them as well as veteran members at division conventions brings it all full circle.

Being a tester has made me much more aware of continuing education’s power in striving to be the best professional I can be. I have also enjoyed the responsibility of being the ‘greeter’ into our association – the link between national and divisional. Mentoring, coaching others, and providing customer hospitality have made me a better person and tennis professional.”

May 2021

Bunny Bruning USPTA Missouri Valley Head Tester

ADDvantage Magazine - 57

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Raising Awareness USPTA

Make the Most of May

S

Mike Calendrillo, USPTA Public Relations Coordinator

Photo courtesy of Elkhophoto

ince 1949, Mental Health Awareness Month has been observed each May in the United States. In large part to the unprecedented anxiety that the global pandemic presented, the outreach and activities performed by Mental Health America, Veterans Affairs, and other nonprofit and advocacy organizations are crucial in 2021. Raising awareness around specific mental health conditions and breaking the stigma surrounding mental illness is paramount when you consider that 18.1 percent of all Americans suffer from some form of anxiety, depression, PTSD, schizophrenia, and bipolar depression. According to the Anxiety & Depression Association of America, 18.1 percent represents 40 million adults in the U.S., age 18 and older — yet only 36.9 percent of those suffering receive treatment. Even 25.1 percent of children between 13 and 18 years of age suffer from anxiety disorders.

The realities of living with these conditions, strategies for attaining mental wellness, and lending assistance in this time of need can no longer fly below the radar of everyday life. If you look at

the cover of this month’s ADDvantage Magazine, we’ve adopted the colors associated with Mental Health Awareness Month. As we did similarly in April as part of Autism Awareness Month and the cover story on Serving Advantage, a tennis-teaching non-profit for kids with cognitive challenges in San Diego, CA — there isn’t nearly as much readily available press on mental wellness in the world of sports, and that needs to change.

Sure, there are countless articles about mental toughness, how to pick up a player after a loss, the best way to improve this, that, or the other thing — and while they all have their place in tennis, the emotional aspect and the toll it takes on players, families, and coaches, often stays silent.

Whether it’s not living up to the enormous expectations talented juniors are saddled with, families that fall into financial hardship supporting their aspiring tennis players, or teaching pros that struggled to stay afloat during the pandemic, a better sense of community, public relations, and organizational outreach would encourage those that

need help to come forth.

Just one year ago, the men’s tennis tour launched a partnership with Sporting Chance to help players and ATP staff dealing with mental health issues during the COVID-19 shutdown. Founded by former England International and Arsenal footballer Tony Adams, Sporting Chance gives players 24/7 access to therapists experienced in working with elite athletes. With a network of over 200 therapists across the U.K., and a oneof-a-kind residential treatment center designed to work with professionals suffering from an addictive disorder, it’s refreshing to see the focus of sports training is evolving exclusively from physical health and conditioning.

Last spring, ESPN Senior Writer Wayne Drehs penned an article on Noah Rubin and how his online platform, “Behind the Racquet,” brought tennis players’ emotional and mental struggle into focus. Rubin, a tennis pro that is also a mental health advocate, speaks with tennis’ biggest names and shares stories on everything from eating disorders and speech impediments to anxiety and depression. A mixture of a wonderfully informative website, podcast, and social media channels sheds light on the human pitfalls of life while allowing for a renewed perspective that those who struggle are not alone.

And that’s the thing — sharing stories, whether hailing from similar or vastly different backgrounds, tennis-professionals have a common denominator — you are not alone. Help can be attained. If you’re struggling, reach out to a family member, coach, mentor, executive director, or licensed health professional. We must significantly increase the 36.9 percent of Americans that suffer from mental illness and help them receive treatment. *

May 2021

ADDvantage Magazine - 59

USPTA What’s the Dill?

May Membership Dept. Update Dillon Chustz, USPTA Director of Membership

I

consider myself very fortunate to know and work with our industry members who are brimming with a passion for cultivating our sport. When that enthusiasm is combined with hard work and integrity, the potential is limitless.

One such person is Ginger Phillips of the USPTA Intermountain Division, who has spent many years as a Lead Tester for USPTA Certification. No matter the condition (including a pandemic), Ginger’s innate ability to inspire, empower, and charm those around her has made her one of the most effective conduits for aspiring pros hoping to further our sport.

Ginger’s philosophy for teaching is rooted in the sharing of ideas. Apart

from instructing and signifying, Ginger considers the connection made with students to be the driving force behind their success. She encourages her teaching pros to ask questions like “How did that adjustment feel?” rather than simply telling someone to “Do it this way.” This ideology allows for an equal exchange of thoughts and concepts and imparts something new to everyone involved, bridging the gap between teacher and student. Ginger claims to have learned an equal number of things from her students as they have learned from her. This not only engages everyone on a deeper, more productive level, but it also supports the philosophy that we all have something to

learn. “You want to create an experience for the student and have them buy into the game,” Ginger says. “This requires a certain degree of humanity that keeps them coming back to you.”

Proof of Ginger’s ability to do all of this is evident in the results she yields as a tester and how she has influenced many of our aspiring teaching pros. I constantly receive feedback saying, “Ginger helped me recognize my strengths as a teacher” and “Ginger had us all rooting for one another.”

What more could you ask for in someone representing the USPTA! Ginger is one of the many USPTA members serving our association in this significant way. You all make us great. Keep it going, folks! *

NATIONAL BOARD OF DIRECTORS

ADDVANTAGE MAGAZINE

President................................................................. Feisal Hassan First Vice President.............................................Richard Slivocka Vice Presidents...............Lane Evans, Mark Faber, Trish Faulkner, Jason Gilbert, Bill Mountford Immediate Past President............................................ Gary Trost CEO...........................................................................John Embree Legal Counsel........................................................George Parnell

Editor...................................................................................... Jim Burke Managing Editor......................................................... Mike Calendrillo Layout/Design.............................................................Kevin Karczewski Editorial Assistance .............................Alegna Hollis, Ramona Husaru, Sid Newcomb, Fred Viancos, Ellen Weatherford Circulation..................................................................... Trevor Trudelle USPTA World Headquarters 11961 Performance Dr. Orlando, FL 32827 407-634-3050 – www.uspta.com

60 - ADDvantage Magazine

May 2021

ADDvantage is published monthly by the United States Professional Tennis Association.

The opinions expressed in ADDvantage are those of the authors and not necessarily those of ADDvantage or the United States Professional Tennis Association.

Copyright© United States Professional Tennis Association, Inc. 2021. All rights reserved.

Reproduction of any portion of the magazine is not permitted without written permission from the USPTA.