I’ll admit it here: as a professional coach I sometimes have to make business decisions along with coaching decisions. Ask my wife and she’ll tell you I’m not nearly enough of businessman but here’s the rub: if I told every person who wanted to work with me exactly what I think they must do, most of my clients probably would not be able to work with me. There’s a simple reason for that.
It takes time…
To train to full potential you first of all need a long time: much longer than most people are comfortable investing in before we have developed a personal relationship. It’s cheaper to buy most subscriptions for a year yet most of us try a month first. It’s understandable.
Secondly, the decision to hire a coach often occurs to runners I work with ‘too late’ for an optimal build-up. My approach is not to turn these people away and ask them to come back later because quite frankly it means a lot of people will never come back. This is again the business man speaking but I need food on the table in order to be able to write and think coherently enough to coach. This decision-making does not have to be bad for you or for me as a coach as long as it’s clear what’s happening.
How short is too short?
I do not accept clients for shorter build-ups than 12 weeks (nothing material can be accomplished with shorter plans). If someone works with me for 6 weeks almost all the results they get (good or bad) is down to historical training – not my plan. So if things go badly, they will blame me in the wrong and if things go well I could take credit for results that are not my doing.
When I work with people ‘short-term’, I try to change things gradually away from current training and I consider the current plan a ‘stepping stone’ towards a longer term commitment where we have ‘time to do everything right’ later. I call this my ‘slow-track’. It does have the advantage of not shifting people out of their regular routine too quickly – something the body hates.
The Path to Full Potential (Arthur Lydiard)
The ‘fast-track’ is ironically the approach that takes longer to implement. I still call it the fast-track because it will get you to your full potential quicker. Focus on short-term success ALWAYS comes at the expense of fulfilling your ABSOLUTE POTENTIAL. I understand that for many of my runners long-term success is not the main goal – the next race is the goal and that may be it. I coach many runners who prepare for one big race and then that’s the end of their main running career. It’s pointless to impose career planning in those cases. It sometimes comes later.
The fast-track requires starting at least 28 weeks out from the main goal race of the season. At that date you already need to be fit enough to take on 10 weeks of heavy volume training (‘heavy’ is relative to you) so if you’re unfit (by your standards), you’d need to start even further back. You can see the problem here from a consumer (or I should say ‘client’) point of view: not many people plan THAT far ahead. The 28 weeks normally consist of:
- 10 weeks GENERAL practice
- 6 weeks RELATED practice (transition)
- 12 weeks SPECIFIC practice consisting of about 6-8 weeks training, 2-4 weeks coordination work and 0-2 weeks Taper
BY FAR the majority of my clients sign up initially for 12 weeks or less – so we cannot run the full gamut of necessary work – we have to compromise initially. Keep this fact in mind here: most biological adaptations only begin to be build in the 6-12 week period after the initial stimulus. So a lot of what is achieved during a 12-week training plan is only ‘harvested’ by week 18 and 24! If your race is in week 12, you’re seeing only the early physiological adaptations especially the neuromuscular ones that happen quicker than processes such as capillarisation, mitochondrial biogenesis and so on.
Clubs and peer groups contribute a lot to the pressure here because we are often in the situation ‘here’s a club race 10 weeks from now – you ready’ and your scenario is that you’re just a few weeks back from an injury. It’s hard to say know especially if you’re a ‘goodist’ (want to please others) – there’s a reason selfishness is a vintage trait for high performers.
Going forward (I am launching my new coaching packagtes this month) I will try to make this clearer to anyone who works with me: the current plan works within certain time constraints (so it’s the ‘slow track’) but next time we work together we should be on the ‘fast-track’ (so be thinking about the right training roughly 28 weeks or more ahead of the next big goal.
The dangers of switching and of short plans
The most consistent underperformers are runner who constantly rotate their approach. I try to sniff them out in the early conversations as I know that although I will receive a payment, the relationship ultimately won’t work because the person wants immediate results and has a habit of shifting to another system ‘mid-stream’. The old heuristics nearly always work: don’t change horse in the middle of the fort.
Those who do have been brainwashed by our society to expect the results of a pill no matter what they buy – our culture of instant gratification. Many runners without coaches do the same – trying one approach of training for six weeks then changing to another. This has little value and won’t facilitate any real improvements except for learning about different methodologies (something I have to do a lot).
So when starting with a new coach – be it I or someone else – I advise you to give them quite a long commitment (I’d say that eh?). The only reason you should cut a new cocahing relationship short is if you can feel the chemistry is not there.
Coach and athlete chemistry is essential no matter how knowledgeable the coach is. If there’s no chemistry and rapport the message and the trust won’t develop necessary for working together. And don’t feel guilty about ‘dumping me’ or any other coach: I do the same – if I can feel early on that the chemistry between a client and I is not what it should be, I try to let the relationship naturally fade out. This means doing as good a job as possible for that runner but not making any effort to recruit them again or upsell them (businessman again – you see!) on future plans. In the rare instances where I have come up against a brick wall I do the same – I try to let the client ‘slip away’. Every one of us encounters a puzzle we are not made to solve and it’s important to give up then before too much time is wasted. In one case I had to tell a client that we could never work together again due to a breach of trust – this is crucial to in a coach and athlete relationship as trust is the foundation for any real relationship and your ability to adapt to training is directly affected by your subjective belief in and enjoyment of your training.