INPUT ARTICLE: Article: Baker's cyst is common in people who have an underlying condition that is affecting their knees. When your knee is dealing with other causes of inflammation and pain, it becomes more likely that a cyst will develop because of that inflammation. Conditions that make it more likely that you will get a baker's cyst include: Rheumatoid arthritis, osteoarthritis, gout and psoriatic arthritis. If you have injured parts of your knee in the past, such as sustaining a meniscus tear or straining one of your ligaments, your chances of getting a cyst increase. This is because your knee will already be slightly inflamed; this inflammation can lead to the development of a cyst. If you did have a knee injury in the past, chances are that you had surgery to correct the injury. When your knee gets worked on, it can potentially become inflamed later if you stress it too much before it is fully healed. Like with arthritis, the inflammation caused by this stress can make you more prone to getting cysts.

SUMMARY: Understand that some health conditions can lead to the create of baker's cysts. Know that some knee injuries can increase your chances of developing these cysts. Be aware that previous surgeries can predispose you to getting these cysts.

INPUT ARTICLE: Article: Always remind people that if they have any questions or concerns, you're ready and willing to listen. Maintaining an open channel of communication will make you aware of problems quickly, so that you can fix them as soon as possible. Don't be one of those managers who inadvertently makes an employee feel like they're bothering you when they bring up a question or concern. Instead of seeing it as another crisis to manage, look at it as an opportunity to show your employee how much you want this organization to be a fulfilling place to work. Never minimize or dismiss the concerns of your employees, and always make sure that you've answered their questions completely. Don't make every interaction with your workers strictly business. Ask after their well-being, chat with them about yourself, and establish a personal connection. Being in-tune with your employees' lives outside the office can potentially alert you to times when that person needs extra consideration from you, for instance if he or she requires sudden time off for a family funeral. If you can be accommodating about upheavals in the personal lives of your workers, they'll feel good about rewarding you with loyalty. Know your boundaries. Don't overstep and ask your employees about anything too personal, such as religion, politics, or personal relationships. You can keep up a friendly rapport without being invasive. Say you're giving your employee feedback in a performance review. You start off by mentioning how great the employee is to work with, and note one or two additional things they've excelled at. Then you launch into an extended itemization of their deficits "sales were down this quarter," "revenue slipped," etc. What do you think the employee hears most resoundingly, the positive or the negative? When you mix positive and negative feedback, both areas suffer. The positive becomes overshadowed by the negative, and the negative doesn't carry the full force of its potential impact. Of course, there may be situations where you'd want to communicate this, but on the whole it makes communication less effective. When you silo positive and negative feedback, the positive stands out even more and the negative becomes more urgent. Listen to what your employees and coworkers have to say. You don't always need to be the driver of meetings, keeping others out by dominating the podium. Always make a sincere effort to listen, but be on the lookout most during the following situations: When employees are actively sharing ideas. Don't butt in and talk just to make sure your voice is part of the mix. This can put the idea-sharing into a stranglehold. When emotions are turbulent. Let people voice their emotions in a safe, controlled environment. Stifled emotions can turn into resentment, eroding your working relationship. Similarly, emotions that are not adequately dealt with can interfere with rational discussion, which should be the mainstay of your work environment. When teams are building relationships or having discussions. Offer your employees a receptive ear when they're building relationships and getting creative. A good manager not only strives to make herself clearer, but also strives to understand what those around her are saying. You can do this by repeating what the other person has said as a part of your conversation. Use this technique when you're not exactly sure what the other person is saying. Instead of asking your co-worker "I'm sorry, can you repeat what you just said? I'm not sure I understood." say something like "So you're saying that we could drive up productivity by offering more meaningful incentives. What might that look like in the flesh?" Intelligent questions show that you can follow the flow of the conversation and clarify when necessary. Don't be afraid to ask questions because you're worried about appearing "stupid." Effective managers care about understanding what's important; they don't care about how they get there. Know, too, that others will probably have questions and may not ask. If you ask their question for them, you can act as a facilitator and build your team's engagement level. That's the true mark of a manager.

SUMMARY: Keep the door open. Take an interest in your employees. Don't mix positive and negative feedback. Listen. Clarify what you're hearing. Ask questions.

INPUT ARTICLE: Article: During a free kick when you strike a stationary ball, angle yourself to prepare to kick the ball with your stronger foot. Otherwise, when dribbling with the ball, push the ball ahead of you and towards your kicking foot. Shift yourself and the ball to get the proper kicking angle. For example, when kicking the ball with your right foot, shift your body to the left or while running push the ball ahead so it is in front of your right big toe. Contacting the ball slightly to the right or left of center will generate full contact with less sway than a strike dead-center. As you approach the ball for the kick, shorten your strides. This is simplest to do when the ball is set and can be seen when professional players take free kicks. During a run, quickly shorten your strides right before you choose to shoot for more power and control. Continue running until you reach the ball. The foot you're not using to strike the ball needs to be set right next to the ball, not behind it. This brings your body over the ball. If you stay behind the ball, you will have a tendency to lift the ball and miss the target or hit the ball with your toe. As you plant your non-kicking foot, point it in the direction you want the ball to go. Pointing your foot the wrong way makes kicking feel awkward, prevents you from maximizing your power, and can send the ball in a direction you did not intend for it to go. Pointing your foot towards the ball will cause your foot to get in the way. Point too far to the side and you'll lose control of the ball. Right before you kick it, glance down at the ball. Focus on kicking with the proper technique instead of generating power or watching the spot you want the ball to hit. This will help you keep your body over the ball and prevents you from lifting the ball.

SUMMARY:
Set the ball up for your dominant foot. Take short strides. Plant your non-kicking foot next to the ball. Point your non-kicking foot in the direction you want the ball to go. Look down at the ball.