Last weekend I attended a special members-only opportunity to watch the Penrith Panthers go through their training drills.

The Penrith Panthers Rugby League team are currently NRL competition leaders and there’s a serious distance between them and the second placed team.

This training session was very interesting because seven regular players from the Panthers were absent due to representative commitments. This had me wondering beforehand what exactly I was going to be seeing….

The session was on the Saturday morning and ran for just over one hour.

During this session, the team ran through and performed a number of drills and activities that simulated game conditions and roles for the players.

The training was structured and purposeful.

Everything was done for a reason that reflected actual game situations and conditions.

The head coach delegated the whole training to his coaching staff to organise and run, choosing to observe the efforts of the players from a distance.

The team players were systematic and precise with their movements and their responsibilities. Every player took ownership of the role that each of them was expected to perform.

And the replacement players filling in for their missing representative colleagues fitted seamlessly into the team, allowing the side to perform AS ONE, as if they had been working and playing together for a considerably long time.

[And just as a matter of interest, at the completion of the training session, all the players individually “walked the boundary fence” signing autographs and taking photos with the fans, for as long as it took… It was a great gesture of appreciation from the players to the fans who had give up their Saturday mornings to come and watch the team training.]

How’s your business going?

In your business, do you do training events regularly that simulate actual work situations, or do you simply wing it, on real live customers?

Is your training of staff and team members structured and purposeful, so that roles and movements become second nature and expected, rather than having results and outcomes that are hoped for with fingers crossed?

Hope is not a good strategy.

Winging it is not a good strategy.

It is said that practice makes perfect.

But it is precise and purposeful practice that really produces  perfect, predictable performance.

Poor practice, and no practice, produce very poor and inferior performances.

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