A Letter From Jeff Webb
December 17, 2024
A Letter From Jeff Webb
"I found this to be an interesting read, with many great points and clarifications. Jeff's vision has been a benefit to all cheerleaders across the globe. I recommend giving this a read."
~Cole Stott
I have been asked to address the October 22 article on cheerleading in The New York Times Magazine. As a backdrop, let me begin by saying that the reporter viewed cheerleading and its development through a negative lens. While I agree there is always more that can be done to move our sport forward in a positive way, the article frankly misrepresented some important facts about how modern cheerleading developed and why. So let me provide my own historical perspective.
What began 50 years ago as a simple idea to change a traditional school activity has become a global reality. Millions of young people around the world participate in cheerleading, and our governing body, the International Cheer Union, is now even recognized by the International Olympic Committee.
The industry we built includes thousands of dedicated professional coaches, gym owners, judges and choreographers, alongside millions of athletes. While challenges remain, the collective impact of our work is undeniable.
When I founded UCA (Varsity’s predecessor organization) in 1974, my young team and I were pioneering the use of stunts and pyramids to modernize cheerleading and to increase its athleticism and entertainment value. We developed climbing, bracing, and transitional techniques that allow teams to perform the exciting routines seen in Cheer today around the world.
As we experimented with new approaches and transitions, some proved unsafe for many teams to execute consistently, so we banned them. Examples include mini-tramp, three-high pyramids and double back flips in basket tosses. We were pioneering a new sport, and specific safety standards evolved as the sport evolved. This is how almost all sports develop (for example, batting helmets weren’t originally used in baseball, and football has rules that now specifically protect a vulnerable quarterback). Again, while not every new idea we tried worked, safety was always at the forefront of our decisions.
Originally there was only school cheerleading. All-Star did not really take off until the mid 1990s. As a private company, Varsity lacked the authority to require schools to follow our safety rules, so we created a nonprofit organization (AACCA) and hired the nation’s leading sports safety expert to develop the first comprehensive manual and program to guide cheerleading nationwide. The nonprofit was established to ensure there was no "profit motive" influencing the rules. In fact, Varsity contributed significantly to develop this program, which had a profound impact on cheerleading safety across the U.S. It was adopted by many state athletic associations and became the basis for the National High School Federation’s safety program. The NCAA also adopted its principles.
The article included a quote from Dennis Worley referring to “the wild west.” Dennis was specifically describing the early days of All-Star cheerleading, not the broader cheerleading landscape as the reporter implied. In the early days of All-Star, there were no universally accepted rules, and individual event companies often had their own. This lack of standardization led to an increase in injuries, as reported in emergency room surveys. However, the injuries were categorized under “cheerleading” as a whole without distinguishing between school and All-Star segments.
To address this, Varsity and two other companies established the US All Star Federation (USASF) to enhance safety in the new All-Star segment of cheerleading. USASF developed safety rules, invited other competitors to participate as members, and introduced events like “Worlds” to incentivize compliance. This initiative took years, substantial effort, and millions of dollars in investment from Varsity to bring structure and safety to All-Star cheerleading. Today, USASF operates independently, thanks in large part to the resources provided by this effort.
Keep in mind that some have questioned the reliability of the primary survey the reporter relied on to portray cheerleading as inherently dangerous. In fact, in 2023 the Consumer Products Safety Commission showed fewer emergency room visits for cheerleading than soccer, volleyball, softball and girls’ basketball. Nevertheless, the work of ensuring our athletes are as safe as possible must continue to evolve as Cheer evolves. This includes constant evaluation of where injuries occur, establishing their cause, and then taking whatever steps are necessary to improve safety. As we go forward, it is important that everyone involved in our sport focus on this as our top priority.
Regarding competition and Varsity’s portrayal as overly aggressive – frankly, business is inherently competitive. I don’t know of instances where Varsity intentionally targeted other events, but I do understand the company’s desire for strategic expansion. Successful companies play to win, and that’s part of building something that lasts. That said, I’ve always believed the industry is strongest when customers have a variety of options. Ultimately, customers decide where to go based on perceived value—quality, service, and cost—and they vote with their feet and wallets.
The article also attempted to paint a negative picture of my relationship with Lawrence Herkimer, founder of NCA. When I resigned from NCA in 1974, it was because I felt the organization wasn’t prepared to embrace the changes I believed were vital for cheerleading’s future. I left on good terms and, at Herkie’s request, even stayed through the summer to run many of NCA’s largest camps. When I started my own organization, I reached out to 20 instructor friends to see if they wanted to embark on this new adventure with me. These individuals, none of whom were under contract to NCA, took a chance on a fledgling start-up with no guarantee of success. I have always been grateful for their courage and commitment.
There was also a comment in the article about a rumor that I had sent a wreath and an “I will bury you” note to Herkie after I resigned. This is a complete fabrication. I wished Herkie and NCA no ill will. I simply wanted to pursue my vision for cheerleading. Even as competitors, Herkie and I maintained a cordial relationship over the years. And when Varsity and NCA merged in 2004, he was extremely supportive of the new combined entity and worked closely with me to ensure a smooth transition to “one company.”
The reporter’s characterization of my comments comparing cheerleading to chess and billiards was also misleading. It was during a 2012 court case on Title IX compliance and contrasting the athleticism of U.S. cheerleading to the international definition of sport, which includes less athletic endeavors such as chess and billiards. The reporter flatly misrepresented my position.
Regarding abuse allegations in our industry, it’s true that no sport or youth activity is immune to isolated incidents involving bad actors. I firmly believe such behavior must be addressed swiftly and decisively. And while even one is too many, I believe that these instances are the exception, not the rule. The vast majority of individuals in cheerleading at all levels are dedicated to fostering a positive and safe environment for athletes.
On the topic of expense, like many youth sports, cheerleading offers a range of participation levels. School and recreational cheerleading are relatively affordable, while high-level competitive All-Star cheerleading can be more costly due to competition fees, travel, custom uniforms, gym fees, and other factors. The decision of where and how to participate is made solely by the parents and the athletes, and I think it is healthy that a wide array of choices exists. I do wish cheerleading at all levels could be accessible to every family. We must work collectively to explore ways to reduce financial barriers.
In conclusion, have things been perfect over the past 50 years of modern cheerleading? Of course not. But from its inception, our efforts were about building something new and extraordinary—not about profit. We made mistakes, learned, and grew, with the singular goal of creating an athletic, entertaining, and fun sport.
To critics who prefer to view our sport through a negative lens, I encourage you to see the bigger picture. As millions of young athletes will attest, cheerleading fosters teamwork, builds character, and enriches the lives of its participants. I remain as committed as I was 50 years ago to this incredible sport and to the athletes, parents, and professionals who make it what it is today.
To my colleagues, coaches, gym owners, and athletes—thank you for helping to make this dream a reality. Here’s to the future of cheerleading and all we can accomplish together.
Owning a gym can feel like a never-ending grind. But it doesn’t have to. The key to freedom isn’t working harder—it’s working smarter . And that starts with systems. Let’s talk about the top systems you need to get out of the weeds and into the visionary role your gym deserves. 1. Scheduling: Automate Your Calendar Use tools like Calendly, Google Calendar, or class management software to eliminate the back-and-forth. Set recurring team meetings Automate trial class sign-ups Create time blocks for admin vs. creative work Bonus: Protect your "off time" like it’s sacred. Because it is. 2. Onboarding: New Hires Done Right Create a step-by-step onboarding system that includes: Orientation checklist Video trainings Culture manual Weekly check-ins Why it matters: The faster your team is up to speed, the faster you can delegate. 3. Delegation: Build a Leadership Ladder Stop trying to do it all. Identify tasks you can train, trust, and transfer. Admin? Delegate. Social media? Delegate. Warm-ups? Delegate. Your job is vision, not micromanagement. 4. Communication: Say It Once Use a central platform (Slack, Band, Trello) to communicate consistently. Create channels or boards for: Team updates Weekly goals Parent communication templates Stop repeating yourself. Start systemizing. 5. Billing + Admin: Automate the Back End Use platforms like Jackrabbit, iClassPro, or Studio Director to: Auto-bill tuition Track attendance Send reminders Less time chasing payments = more time leading. Bonus: Weekly CEO Time Block 1-2 hours a week for high-level strategy. No interruptions. No "quick questions." Use it to: Review metrics Brainstorm growth strategies Plan your next move Final Word: Freedom Comes From Systems The goal isn’t to do less work—it’s to do your best work . The kind of work that grows your gym, inspires your team, and energizes you. Start small. Pick one system to build this week. Because when your business runs on systems, you don’t have to run on empty.
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Introducing The Prime Alliance Some of the industry's most respected leaders joined together with a shared belief—That both industry competitors and customers alike benefit from cooperation and collaboration. These individuals representing The CheerExpo, Choice Events, All Out Brands, All Day Cheerleading, and American Spirit Cheerc have dedicated their careers to creating exceptional experiences for young athletes—together they are The Prime Alliance. Creating an Extraordinary New Experience When these visionaries first gathered, the energy was electric. The possibilities seemed endless. As they shared stories from their collective decades of experience, a powerful truth emerged, their combined knowledge, relationships, and passion could allow them to give back something truly extraordinary to an industry that had given them so much. Their abilities, existing relationships and highly regarded reputations in the industry allow them to secure a new venue in a proclaimed destination. The Prime Alliance creates a foundation that allows them to reimagine what an industry event can be. Drawing on their firsthand understanding of innovation, these leaders are committed to building something genuinely new, not simply derivative of the past. This commitment requires patience as they carefully craft every detail, even as curiosity naturally builds throughout the industry. The founding members unanimously agree: strategic planning forms the cornerstone of every successful venture. While anticipation builds across an industry eager for reinvention, these leaders remain laser-focused on building something truly transformational. Their unwavering commitment? Prioritize thoughtful preparation without compromising ambition. The planning process is well underway, with every founding member dedicated to delivering an experience that exceeds expectations. Mark Your Calendars The Prime Alliance is thrilled to announce its inaugural event—a gathering that will redefine industry standards and create new opportunities for those ready to embrace something bold. May 8-10, 2026 | Fort Lauderdale, Florida Stay tuned for more details in the coming weeks, and be sure to follow @joinmotus for the official event name reveal on May 14th, 2025. The Visionaries Behind The Prime Alliance CX Brands Cole Stott, Kevin Brubaker, Casey Jones, Stacy Rowe Choice Events Robin Coe, Dennis Worley All Out Brands Emilee Fenn, James Kersey All Day Cheerleading Andrew Day, Carlos Foster American Spirit Cheer Paul and Tammy Skinner Are you going to be part of history or watch it?
Avoiding Burnout: How Cheer Gym Owners Can Balance Coaching, Leadership, and Business Management
5 Metrics That Elevate Cheer Gym Profitability When running a cheer gym, it goes beyond just coaching but also requires solid business acumen. To sustain your business, you must track the appropriate metrics. These five indicators will allow you to monitor progress, improve operations, and make sound decisions. Keeping Athletes Coming Back: Member Retention Rate – It is often less costly to retain athletes than to continually recruit new ones. Determine the number of athletes who return every season and identify the reasons leading to some of them leaving the program. Use various retention strategies like Rewarding staff with high retention rates. You can also ask parents to complete a survey and give them something in return. This is a great way to get feedback on your program. Turning Interest into Commitment: Lead-to-Member Conversion Rate – In the case where the lead to athlete inquiries ratio is above zero, how many of them actually convert? If this lately adopted method has an unsatisfactorily high conversion rate, through sales and responses, make sure that you close on new members at a higher rate. Consider streamlining the onboarding process with special trial classes, grab bag gifts, and automation of welcome messages. Maximizing Financial Stability : Revenue Per Athlete – When evaluating the pricing and value of services, this becomes especially useful. Consider whether there are any additional services that could increase revenue like merch, classes, and specialty clinics. Maximize the dollars that each member is spending. Operational Costs vs. Revenue: Maintaining a Healthy Financial Balance – Know where your money is going. If expenses are high, look for areas to streamline. Conduct regular financial audits, negotiate better vendor deals, and optimize staffing efficiency to maintain a profitable gym. Social Media Engagement Rate: Measuring Your Brand’s Impact – A strong online presence leads to more visibility and trust. Track likes, shares, and comments. A high engagement rate often correlates with strong brand loyalty and potential leads. If engagement is low, experiment with different content types and posting times. The Takeaway Numbers don’t lie. Tracking these metrics helps you make smarter, data-driven decisions for long-term success.
Time Management How many times a day or week do you say…I don’t have enough time for that? We all have the same 24 hours, 1440 minutes, and 86400 seconds in a day. So why is it that some people are able to accomplish so much more than others? YOU GUESSED IT – TIME MANAGEMENT! Okay so now we know what the difference maker is, let’s discuss some time management. This is a good time to get out some pen and paper or click on the note’s app on your phone. Let several things that you need to get done over the next few days or weeks. I’ll give you a minute. Okay, you’ve made your list. Now you are going to make everything on the list with an I for IMPORTANT or an NI for NOT IMPORTANT. What does this mean because everything is important and it all has to get done, right? Keep reading. IMPORTANT to-dos or responsibilities are ones that contribute to the achievement of your goals. NON-IMPORTANT to-dos or responsibilities are ones that DO NOT contribute to the achievement of your goals. Alright, now you want to consider your list and decide if the items on it are URGENT or NOT URGENT. You can have very important items are your list, but perhaps they are not urgent or non-important items on your list, but they are very urgent. Urgent responsibilities require immediate attention. These are often linked to the accomplishment of someone else’s goal. Ignoring urgent issues will have negative consequences. For example, you have a parent that is unhappy with their instructor and is in your office demanding a meeting right now. You must take the meeting because it is good customer service and you don’t want an unhappy customer, but this meeting is time spent not working to achieve your goals of starting a new program at your facility. It is an urgent meeting, it is necessary, but it isn’t moving the needle so to speak. After you have assessed your list you want to consider the following things – Items with important deadlines and high urgency need immediate attention; this cannot be helped. Unfortunately, these tend to be crises, pressing problems, projects that are deadline-driven, emergencies, or things that require last-minute preparations. Items with high importance but do not have urgent deadlines. These are items are usually planning, preparing, and training. The more you can add items like this to your agenda and plan far in advance, the more you are working toward your goals. The items from #1 will slow you down from #2, so you want to do everything you can to get out in front of those items and see the smoke before there’s fire, you know the old saying. Items that are both not important with high urgency are distractions. Assign these to someone else if you can. These tasks do not contribute to your goals and they take energy away from tasks that will have a positive impact on your business. Items that are not important and are not urgent basically yield no value to your objectives. They are time wasters for you and should be eliminated when possible. Here are some additional things that you can do to help you along the way in your time management journey. Question if an activity brings your closer to your goals. Consider the four statements above and categorize you to-dos. Prioritize tasks that bring you closer to your goals versus tasks that do not. Plan ahead as much and as far as possible. The more you can live in this space the less distractions you will have. Always sort your to-do list. This will help you identify what needs your attention, what can wait and what you can delegate to someone else. Good luck and happy planning!
