Prioritization and Concession for Strength and Conditioning Success
Written on December 10, 2016 at 6:43 am, by Eric Cressey
As you’ve probably already noticed, it’s been a bit quieter on the blog of late. Normally, I try to get up at least two – and usually three – new posts per week. Over the past few months, it’s been more like 1-2 posts.
With two facilities in two states – and a pair of two-year-olds at home – life has a very brisk pace to it right now. The baseball off-season keeps me very busy, so when October through February rolls around, some things just have to take a back seat. For me, that’s usually writing and traveling for speaking engagements. In-person coaching is what I love, and this is the absolute best time of year for it.
Fortunately, though, it doesn’t have to be “either/or” for me; rather, it can be “and” if I select a convenient medium. To that end, I’ve done more video content on the social media front with my 30 Days of Arm Care series and some random videos of our pro guys training.
Right now, I’m prioritizing the most time-sensitive demands (in-person training), particularly because they’re the part of my professional responsibilities that I love the most. And, obviously, it’s a goal to prioritize family time above all else, and I need to get my own training in.
Simultaneously, while I’d much rather write detailed content and film longer videos, it’s not always feasible – so I’ve conceded that some quick social media posts and even the occasional guest contribution from another writer are solid ways to keep the ball rolling in the right direction with my online brand while I manage the pro baseball off-season.
As I thought more and more about this time crunch conundrum, it goes me to thinking about how it parallels what folks deal with on the training front. Two key principles – prioritization and concession – really stand out in my mind.
The best training programs are the ones that clearly identify and address the highest priorities for the lifter. If a 14-year-old kid can’t even execute a solid body push-up, putting him on a 3x/week bench press specialization program probably isn’t the best idea. Likewise, if a 65-year-old women can’t even walk from the car to the gym without back pain, she probably shouldn’t be learning how to power clean on her first day. These prioritization principle examples might seem obvious, but not all scenarios are as clearly defined. There are loads of factors that have to be considered on the prioritization front once someone has more training experience: duration of the window to train (off-season length), injury history, personal preferences, equipment availability, etc. It’s not always so black and white.
If you’re going to prioritize, it invariably means that you have to concede; very simply, you can’t give 100% to absolutely everything. If you go on a squat specialization program, you need to concede that you’re going to train your deadlift and bench press with less volume/intensity and later in your training sessions. Not everything can be prioritized all the time because of our limited recovery capacities.
Looking back, while I didn’t realize it at the time, these two principles help explain some of the popularity of my High Performance Handbook. By giving individuals various options in terms of both lifting frequency (2x/week, 3x/week, and 4x/week) and supplemental conditioning protocols, it afforded them the opportunity to prioritize and concede as they saw fit while still sticking to the primary principles that drive an effective program.
Additionally, because they were the ones selecting which route to pursue, it gave them an ownership role in the training process. My good friend (and Purdue Basketball Strength and Conditioning Coach) Josh Bonhotal went to great lengths to highlight how important this is to the training process in this article. I love this quote in particular:
As I wrap my head around this even more, it makes me realize that when we educate an athlete about prioritization and concession - usually in the form of a thorough evaluation where we demonstrate that we want to individualize our programs to their needs - we're empowering them as part of the decision-making process. And that's where "buy-in" and, in turn, results follow.
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