This presentation looks to improve the plan-do-review process by identifying some templates for briefing and debriefing and drawing on the knowledge from the Military and Elite Sport.

1. Planning & De-briefing for success Military and Elite Sporting Techniques for delivering high-performance By Harvey Hillary – High Performance Coach

2. Planning and De-briefing for Success This presentation looks to improve the plan-do-review process by identifying some templates for briefing and debriefing and drawing on the knowledge from the Military and Elite Sport. Contents: Leading ‘plan-do-review’ 7 Questions asked the military before a mission. Applying the 7 to Sport Briefing the team De-Briefing the Red Arrows In Competition De-briefing Summary

3. Leading ‘Plan-do-review’ Plan-do-review is a process that underpins most high-performing team. I Believe there are two reasons for this: firstly you reduce drift and stay on target though continual appraisal of your execution against the task. Secondly its a structured approach to learning that means you continually develop individual and team performance. As a coach, manager or team leader, you take on the responsibility of driving the plan-do-review process. Here are some suggestions on leadership. Have a clear understanding of the Goal. How does today take you closer to achieving that goal? Have the team got the same vision or do you have to communicate more effectively. You need to keep the focus in the right place and inspired the team. Exploit the task, don’t just do it. Its not a question of fire and forget, motivation and maintain the team. The Sandhurst Military Academy lives by the moto ‘Serve to lead’. They instil this process into their graduates: Understand Decide Communicate Motivate Inspirational Development Group

4. Understanding the Mission: The Military Model What are the behaviours and capabilities of the opposition? What is our goal and the timescale for delivery? Where do I need to focus my energies and Why? What intermediate events are critical to our success and where do these take place? What additional resources will improve my chances of success? Cost, availability and time to delivery! How do I periodisation the project to deliver peak performance at pre determined times? How and when will I measure performance against the targets? 7 Questions asked by Command before entering into any operation. These will determine the content and the clarity of the briefing. Major General Patrick Cordingly

5. The ‘7’ in a Sporting Context What are the behaviours and capabilities of the opposition? What do they know, what are their Attitudes, what skills do they have? What are their training principles and are they working? What is their current level of performance and their projected Gold Medal Performance? What is our goal and the timescale for delivery? Where do I need to focus my energies and Why? Needs assessment Consult specialists, understand current situation, seek out more knowledge to fill in the gaps. What intermediate events are critical to our success and where do these take place? What are the specific requirements for these venues How can we simulate the demands of these venues or acquire specialised knowledge or skills to improve chances of success. What additional resources will improve my chances of success? Cost, availability and time to delivery! What relevant information is in the open marker? How much will it cost? How long will it take to enhance performance? Can I improve my equipment, how much will it cost, by how much will it improve performance and how long will it take to adapt? How can I measure gains in performance, how accurate is this information and how relevant is it to the actual competition? How do I periodisation the project to deliver peak performance at pre determined times? How and when will I measure performance against the targets? Performance profiling and periodic testing. Physical, emotional and financial! 1 2 3 4 5 6 7

6. Briefing the Team Keep the briefing to a agreed timescale and ensure you address all the areas covered below. If the team know what to expect and how long it will take, they are more likely to value and engage in the briefing.

8. What did I want to happen?

9. What caused the Gap?

11. SummaryTo complete our own micro-cycle lets use some of the techniques highlighted in this presentation: What was the target? To improve the plan do review process by introducing models for briefing and de-briefing What did we learn? Drive the plan do review process: Each day should take you closer to the end goal by continual development. Briefing: Aim, Plan, Tasks, Understanding, Summary De-brief: Remove emotion and focus on facts. Record the outcomes as part of a personal or team learning log. What do we need to find out? How structured are our briefings and de-briefings? How skilfully are questions asked and answered in our environment? What should we sustain? Establish templates and a routine for briefing and de-briefing De-brief all the time!