The Backbone of Performance – Rowing Race Plan or Ideal Week

This is, in many ways, a rowing-specific post; however, in my current work at Marshall White and for much of my career in the last 10 years, the concept of the ‘Race Plan’ being the backbone of performance, it can easily be linked to the idea, ‘Ideal Week’ as the backbone of performance in the workplace.

In this post, I will explore the strategic and long-term benefits of utilising a race planning structure, which has underscored our capability to perform under pressure over many years. It’s been paramount to success, not merely as an element of preparation but as the heartbeat of training and team development, which I will explain below.

The link I am making is to ‘Ideal Week’, which is about the underlying principle of structure and process that enables excellent performance. It relates to sport and also to work and career.

Parallels between Race Plan and Ideal Weeks

Reflecting on this, I’ve drawn a parallel between crafting an ideal week in business and developing a race plan for rowing. Both are about creating routines that enhance performance through structured repetition.

In rowing, each stroke is part of a cycle; similarly, workweeks have recurring elements like meetings and email times. A well-planned week can be as crucial as a racer’s strategy – it is the backbone to success by maximising efficiency within available time.

Practising the race plan in rowing equates to following your weekly routine diligently. This doesn’t mean rigidity; plans require adaptability to changing conditions or unexpected challenges while maintaining core structure.

Imagine a crew team slicing through the water, their oars dipping and pulling in perfect harmony. Each stroke is a calculated effort, part of a larger strategy known as the race plan. This rhythmic process isn’t just rowing; it’s also mirrored in the business world. The concept of an ideal week in business shares its structure with that of a rowing race plan – both are cyclical, systematic approaches designed for peak performance.
Drew Ginn

The concept extends beyond daily or weekly cycles; it scales up to annual business strategies and down to specific tasks within a day. It’s about recognising patterns at every level – from macro planning like yearly goals to micro actions such as managing emails.

This cyclical approach mirrors experiential learning models like Kolb’s Learning Cycle, which emphasises concrete experiences followed by reflection and conceptualisation before testing new approaches. Similarly, David Allen’s “Getting Things Done” method speaks of various ‘horizons’ – different levels at which we operate and organise our objectives.

Understanding Cycles, Perspectives and Processes

Kolb’s Cycle of Reflective Practice

Concrete Experience. This stage required you to experience something.
Reflective Observation. This stage required you to think about the experience.
Abstract Conceptualism. This stage is all about learning from your experience.
Active Experimentation.

Horizons of Focus six altitudes and the explanations are:

50,000 ft Purpose and core values, our ultimate intention.
40,000 ft Vision … long-term outcomes and ideal scenarios.
30,000 ft Goals and objectives for the next 12-24 months, in order to make the vision happen.
20,000 ft Areas of focus and responsibility.
10,000 ft Current projects.
“Runway” Next actions.

Plan / Do / Review or Intention / Action / Reflection Process provides a clear structure for you to brief your teams in the field so that you can:

PLAN/INTENTION – Check their understanding before work, or session starts, or a call is made, a focus, or a block of time

DO/ACTION – Make sure work is completed during the task, at that moment.

REVIEW/REFLECTION – Capture learning after the task in complete, or reflection either deeply or quickly based on the doing, action and the plan and intention.

By understanding these principles of repeated cycles across different contexts – whether in sports training or corporate scheduling – I see how establishing consistent routines can lead to improved outcomes, reduced stress, and better time management.

My key takeaway is the importance of having systems that guide daily actions towards achieving long-term goals while remaining flexible enough to respond effectively when situations deviate from what might be expected.

Experience in Rowing

My first significant experiences from which I have drawn inspiration relate to the 1996 season with the ‘Oarsome Foursome’. I learned that a meticulously crafted and executed race plan can be the difference between victory and defeat. In that season, we used a structure that was later refined but originally based on what the team used in 1992 for Olympic success. The basis of this structure was then something that I continued to utilise and only tweaked slightly over the years. It worked in club races, national races, and international races.

*Note – I am not suggesting that using this plan is the focus, but I am suggesting learning about the benefits of a structure and process. Our Race Plan is an example of this for reference, and I encourage exploration and creativity about what works for you, your team, and your crew.

Background

Developing an effective race plan is often neglected in rowing or becomes a late-stage thought by many coaches and crews, from school to national teams. It’s typically considered after technical and physiological training rather than being integral to it or leading and guiding these elements.

A race plan should guide your training and focus; imaging the kind of race you want to experience and how you might structure your race and then working back to all the building blocks is essential and a little different to many rowing planning processes, which focus on a technical stroke profile or a physiological capacity and an event timeline. Designing a race plan and working backward to build the athletes and crews based on these strategic elements can be a very effective way to guide the technical, physical, mental and event aspects required to deliver the race plan.
Drew Ginn

In 1992, the Australian team had a clear execution strategy during races. Mike McKay’s calls were tactical and mirrored their practice routines. Their success at that time was partly due to starting strong and maintaining lead by mid-race, rowing the field better and faster for the first 1500m and building a margin that would enable them to hold off the fast finishing crews.

By contrast, in ’96, I joined the crew with James Tomkins, eventually sitting in the two seat and Mike in the stroke seat. Now James was calling the shots; we focused on a cycle of racing every 250 meters. This involved generating speed off the start before transitioning into a sustainable rhythm through breathing and relaxation techniques. This was similar to the 92 crew, but the position in the races was. In 92, the crew was often leading through 500m and beyond; however in 96, we tried everything to be on terms with the fast-starting Italian crew but never could go with them and then continue to row a great middle 1000m, so the difference was making sure we got the rhythm right from back in the field which require more confidence and practice to focus technically on length, relaxation and holding the margins to half a length.

The early part of our races emphasised precision at the catch phase without overworking legs or arms but maintaining boat speed efficiently through length, rhythm and relaxation. As we approached each marker (500m, 1000m), our emphasis shifted between the front-end and back-end of the rowing stroke.

After our first few International races it was decided the race plan calls I would do from the bow seat and James would focus on rowing and steering in the 2 seat. Our approach allowed for a sense of recovery while maintaining speed; surprising competitors who expected traditional pacing would slow us down towards the later stages of the race instead found us either holding steady or increasing our lead.

This cyclical strategy—front-back emphasis—became routine in races and during practice sessions like rate steps or time trials every few minutes as reminders of upcoming calls based on previous ones’ orientation (front or back).

Overall, consistent use of this race planning approach prepared us better for actual competitions and made adjustments easier when necessary—like after setbacks five weeks before the Olympics, where modifications led to more apparent execution strategies that suited our crew perfectly.

Integrating your race plan with daily training ensures you’re constantly practising and refining it, which becomes pivotal for performance regardless if you’re doing long stretches or shorter sprints—it doesn’t matter what style you choose as long as it’s consistently practised and reviewed within your team dynamics.

Effective racing strategies hinge on the outer limits of one’s actions, such as leveraging muscles or employing movement tactics like rolling or swinging. The core focus is driving from the hips and extending through the knees.

Consistent practice is crucial for mastering a race plan. For example, over three years leading up to Beijing, we rehearsed our strategy at least a thousand times. This wasn’t just an exercise but a deliberate effort to engrain transitions, calls, and intents into our muscle memory.

A well-devised race plan isn’t merely reactive; it’s proactive – a structured intent that allows athletes to adapt and grow with each practice session. Every stroke becomes purposeful when guided by this framework. Each set of strokes is executed with focus and intention while allowing brief periods for recovery before refocusing on the following sequence.

Maintaining boat speed throughout a course demands not only sustained concentration but also versatility in technique—knowing when to apply different “tools” like screw drivers or hammers appropriately. A broad skillset combined with strategic application enhances performance without over-stressing any aspect.

In summary, meticulous preparation and adaptive execution are critical drivers of racing success; they create sustainable boat speed and ensure each movement contributes meaningfully towards victory.

Race Plan Execution

A Structured Approach

A successful race plan is not static; it thrives on adaptability. It comprises specific calls for each 250-meter segment of a 2000-meter race, focusing alternately on different parts of the stroke as emphasis to create a beneficial outcome either in speed changes or maintenance, efficiency and relaxation, mindset with clear intention and focuses. For many years, I found an alternating process of focusing on the front end or back end was a great way to maximise the stroke while maintaining rhythm and relaxation. This cyclical approach ensures that every call made during a race is deliberate, enhancing boat speed while being responsive to real-time conditions.

Continuous Improvement Through Practice

To truly excel, crews must integrate these elements into their daily training regimen with unwavering dedication. Rigorous practice—with no fewer than a thousand repetitions over three years—is essential for ingraining these strategies until they become second nature.

Feedback Loop and The Catalyst for Growth

Immediate reflection post-execution provides invaluable feedback, allowing teams to fine-tune their approach continuously. This loop creates an environment where tactics evolve organically based on direct experience—a proactive versus reactive strategy that keeps crews ahead of the competition curve.

Tactical Flexibility and Adapting to Dynamic Conditions

In racing, variability is inevitable; thus, flexibility within your game plan becomes critical. Extending or shortening emphasis on specific calls depending upon circumstances could give your crew the tactical edge needed when facing unforeseen mid-race challenges.

This structured approach allows for a clear understanding of the strategic objectives at each race phase, ensuring that the crew is well-prepared and able to adapt as needed.

Fundamental Principles of the Race Plan

Cyclical Approach: Alternating focus between the front and back of the stroke.
Adaptability: Adjusting calls based on the crew’s condition and race situation.
Continuous Feedback: Regular check-ins and adjustments throughout the race.
Emphasis on Rhythm and Efficiency: Balancing power with a sustainable rhythm.
Technique Focused: Maintaining technical precision under fatigue.
Strategic Variation: Different emphases for different race stages.

Breakdown of the race plan and calls into a structured list format, reflecting the strategic approach you described:

Example – Race Plan and Calls used from 1996 to 2012

Start Phase:

Focus on generating speed off the start.
Transition around 45 seconds in or 250m, emphasising breathing, relaxation, rhythm and length.
Leading into the mark “Hips and slide” to establish the front end.
“Breathe” then, “Stride”, and “Breathe” again.
Avoid overly emphasising length, relaxation, athleticism, or drive during this phase.

250 meters:

A critical transition point in setting the length range leading up to and after the mark.
“250, Breathe, Length and Breathe” Calls around the mark
After the mark “Sit back, tall” to establish the back end.

First 500 Meters:

Implement the “Catches” call – staying precise at the front and maintaining boat speed efficiently.
Emphasise quick, relaxed movement, not hard leg drive but hips back boat speed. There is a focus on the backsplash, but it is not hard or forced.

750 Meters Mark:

“750” then shift to the “Arms” call – focus on fast, dynamic acceleration with arms, keeping the upper body relaxed.
Thinking 30/70 pressure.

1000 Meters (Halfway):

“1000 coming up”, then “Ready”. Call for change to “Legs” – focus on quick, dynamic leg movement with more load than during the “Catches” phase.
Aim to maintain or slightly increase boat speed from the second 500 with no change in rate.
The old rowing example here is that at 1000m, the race starts all over again.

1250 Meters:

Transition to “Middle and Finish” or “Swing” call – emphasise the body swing off the legs.
Focus on blending leg drive with body swing, not overemphasising the arm draw.
A critical call in 1996 was the intent to deliver a Gold Medal 500m aimed at taking the opportunity to push into the lead and make our winning moment count.

1500 Meters:

Implement “500 to Go”, then “Stay tall”, and “Hips” call – concentrate on precision and synchronisation, particularly at the front end of the stroke.
Maintain or subtly increase stroke rate if necessary.

1750 Meters:

Shift to a combination of “Accelerate” and “Build” calls – increase emphasis on the back half of the stroke.
Begin to free up the rate, focusing on body swing and acceleration as the wind to the line progresses.
More specific calls can be made every 10 strokes with a call “Step”, Then “Step” again and finally the “Go” below.

Final Sprint:

Final calls may include “Go” calls once or twice or specific focus areas depending on race position and strategy.
Utilise all remaining energy, focusing on speed and power while maintaining technique.

Application

Remember, the best race plans are dynamic, adaptable, and thoroughly integrated into every aspect of training and preparation. Your approach to race planning, emphasising detailed analysis and adaptability, appears well-suited to fostering high performance in competitive rowing.

Integrate Race Planning Early: As you’ve mentioned, race plans are often considered late in the training cycle. To counter this, integrate race planning from the early stages of training. This ensures that every aspect of training aligns with the strategic goals of the race plan.
Customise to Crew Strengths and Weaknesses: Tailor race plans to the crew’s specific strengths, weaknesses, and dynamics. This could include adjustments in technical focus, pacing strategies, and psychological preparation based on individual and collective capabilities.
Continuous Review and Adaptation: Regularly review race performance and training data to refine the race plan. Adaptations might be required based on the crew’s progression, competition analysis, and changing conditions.
Psychological Preparation: Alongside physical and technical preparation, the psychological aspects of racing are emphasised. Mental resilience, focus, and the ability to adapt under pressure are crucial components of a successful race plan.
Simulation and Scenario Training: Regularly simulate race conditions in training, including various scenarios like trailing, leading, or dealing with unforeseen challenges. This prepares the crew for different race situations and ingrains the race plan into their muscle memory and decision-making processes.
Communication and Clarity: Ensure every crew member understands their role and the overall strategy. Clear communication before, during, and after races is essential for effective execution and continuous improvement.
Leveraging Technology: Utilise data analysis tools and video feedback for a more objective evaluation of training and racing, enabling finer adjustments to the race plan.
Collaboration with Other Experts: Engaging with sports scientists, psychologists, and other rowing experts can provide fresh perspectives and innovative strategies to enhance your race-planning approach.

Now Back To Business

The Rhythmic Pulse of Productivity

The cyclic nature of activities is not unique to sports or business but rather a universal rhythm found throughout life. In rowing, this means training cycles leading up to races where every practice serves as preparation for competition day. Similarly, businesses operate on weekly cycles where meetings, projects, and evaluations recur at regular intervals.

This repetition creates familiarity and expertise over time – much like how musicians master their instruments through scales and exercises before performing symphonies.

Crafting Your Race Plan and Structuring Your Week

Just as rowers have their race plans outlining each phase from start to finish line sprint, professionals need structured plans for their weeks. These aren’t rigid schedules set in stone but rather flexible frameworks that guide us toward effectively using our time and resources.

An ideal week might include:

Blocks of reserved time for deep work sessions uninterrupted by emails or impromptu meetings.
Time slots are dedicated solely to strategic planning.
Moments carved out for learning new skills.
Building in time buffers for those inevitable unexpected tasks that arise.

Managing Stress Before It Manages You

A well-planned week does more than streamline workflows—it also eases stress levels by setting clear expectations about what needs accomplishing within given timelines, thus avoiding last-minute scrambles, often leading to burnout’s doorstep.

Taking proactive control over workload distribution across days allows breathing space needed to maintain the mental clarity and focus necessary to tackle complex challenges head-on without succumbing to the pressure cooker environments sometimes fostered within high-stakes corporate cultures.

Reflective Practices Looking Backward To Move Forward

Reflection isn’t merely a contemplative exercise—it’s an integral component of a continuous improvement cycle wherein one evaluates past actions light desired future outcomes, then adjusts accordingly based on insights gained during introspective review periods, whether daily debriefs, post-project analyses, annual retreats, focused organisational growth strategies all hinge upon honest assessments, current standings relative aspirational horizons.

Integrating reflective practices into daily routines, such as Kolb’s Learning Cycle, suggests we create opportunities to learn from mistakes, celebrate victories, and continuously refine tactics, ensuring that we remain agile, responsive, ever-evolving landscapes in both athletic arenas and boardrooms.

Final Note

In rowing for over 20 years, our race plan and versions of it were a core element of how we created success. Our race plan was fully integrated into everyday training and utilised throughout the season or campaign. Like an ideal week in business, the race plan is in the context of the large picture we envision for ourselves and our teams. The strategic view we take of our lives or careers is the same as what any coach and athlete must consider.

Success is built on everyday actions; in rowing, success is built on every single stroke taken, and these can be by design, integrated and aligned to a performance vision or not. A race plan is the design brief in many ways and much like an ideal week its provides a structure, focus and process which can be practiced, refined, improved and changed if needed.

It’s the backbone of success and a framework that once you put meat on the bones it comes to life. I always preferred to have a plan and then work it or adapt it to experience what we aspired to experience and achieve in teams, the race plan unified and bonded us in many ways.

Models

Design Thinking | Kolb’s Learning | David Allens GTD | Process – Plan Do Review