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This entails first developing a strength base with BFS core lifts, and perfecting the technique of the lower intensity shock training exercises. Accurate visualization of reactive movements, split-second decision making during sporting conditions, proper breath holding patterns, and fine tuning the nervous system (to develop what Siff calls cognitive plyometrics) take years of practice to perfect. Only after such preparation should you gradually increase the intensity of the exercises, and only with such preparations can you achieve maximal results with minimal risk of injury.<br><br>Shock Training in Action<br><br>According to Sif, Verkhoshʭ%$rH"Vn<Xrs"FT&&}t0M}rۺ)7F<@y~,%.H]ۈ_̟͖䘰8\2> :QN*)VJ!v&[Ky#1)been interpreted accurately. Siff says that the German coaches, who recognized the value of shock training and other forms of plyometrics, often had entire teams of several linguists and scientists working full time to<br>accurately analyze the writings of Verkhoshansky. In contrast, in the U.S. very few individuals translated his articles, and in many cases it might be a college student with little background in sport training. One example of poorly interpreted research is when American coaches say that Verkhoshansky recommends that athletes should be able to squat 1-1/2 times their bodyweight before performing shoc training methods. In fact, Verkhoshansky says it would be unwise to wait until an athlete reaches this level of strength before performing shock training because it takes considerable time and practice to perfect these exercises. Furthermore, many athletes may never reach that level of leg strength! Indeed, when you see elite athleteArticle in PDF Format<BR><BR><IMG src="http://office.biggerfasterstronger.com/uploads2/JulAug07_06.jpg"><BR><BR>Download Article in PDF Format</A>nd a CEO sets accountability standards for a business. Failure to set and maintain standards will lead to severe problems: losses in sports, ineffectiveness in government and bankruptcies in business. Let me give you an aazing example.<br>Rudy Giuliani, former New York City mayor and recent Man of the Year for his leadership in the terrorist attack on September 11, is the center of this example. In the early 1990s, Mayor Giuliani took over the fourth-largest government in the United States. There were many issues to address that many thought were not solvable. Then he instituted a computer accountability system called Compstat. Performance indicators were installed. The system immediately worked and worked beyond expectations. People were once again accountable. If peple fell short, they either left or did better. People who did well were rewarded and praised. It worked so well that the mayor decided to implement Compstat at the infamous Rikers Islands prison facility. Only months before, Mike Wallace (of 60 Minutes) called Rikers Island out of control. <br>NYC had had a long history of extending ll kinds of privileges to its prisoners. They were allowed to wear their own clothes and their own jewelry. They were entitled to one phone call per day. Correction officers could carry a weapon only during an emergency. On his first visit, the mayor s new head of corrections saw an inmate held down while others carved initials into the guy s back with a razor. Nothing happened to the perpetrators.  That s what happens in jail, the guards said. <br>Mayor Giuliani responded,  An inmate who believes that nothing can happen to him feels free to behave like a lunatic. The mayor instituted 592 performance indicators into the prison Compstat system. Inmates were held accountable. If they committed an act of violence, they were arrested. Virtually overnight, behavior changed. Said Mayor Giuliani,  Easy to understand. Someone who is serving 20 years does not want another five years added on. <br>There