Have Scotland Rugby Mastered The Perfect Half-Time Talk? What every business can learn from their lessons in psychology
Scotland Rugby have enjoyed a resurgence in form over the past six months having dramatically overturned Australia, France and most significantly, England. Success like this doesn’t happen by accident, so what’s their secret sauce?
After spending time with Scotland’s top coaches at this year’s annual Sport Psychology Conference in Glasgow, it seems evident that their commitment to putting psychology front and centre of everything they do is starting to pay dividends, a “psychologically informed environment” as they refer to it. This language has striking parallels with the language used by British Cycling during their own climb to world domination over the last two decades.
Regardless of what they called it, it was music to my ears (even as an Englishman).
Nowhere has this commitment to psychological betterment been more evident than their analysis of half time, the 10 minutes when they are NOT playing. This is an area they identified as an “80:20” opportunity; one of the 20% of areas that make an 80% difference to their performance. Why? Because they effectively spend a week preparing for the first half and only 10-15 minutes preparing for the second half.
What turned out to be so fascinating about this predicament, was that the solution organically evolved into a communication masterclass, and potentially the panacea for turning dull 60 minute meetings into hyper engaging gatherings done in a fraction of the time.
“We effectively spend a week preparing for the first half and 10-15 minutes preparing for the second half. Therefore we have to get it right at half-time.”It was also the ability to solve problems, adapt the plan according to a new reality and generate commitment (which some teams fail to achieve in a year, let alone 12 minutes) that resonated for me, maybe from my military career where effective planning and reviewing saved lives. Much of this was about adapting to dislocated expectations, summed up by the Army notion that, “No plan survives contact with the enemy.” Boxer Mike Tyson put it even more eloquently…
“Everyone has a plan until they get punched in the face”The message here is not that we shouldn’t bother having a plan, rather that the plan becomes redundant if we can’t assess it against the immediate reality of being on the front line.
No wonder therefore that Scotland’s coaches turned to the Army to find out how they went about training soldiers to operate within a complex and constantly evolving reality. The first lesson they learnt was loud and clear…
It’s no good solely relying on the intellect of senior commanders once the battle has started.Instead, it is the ability of your corporals to accurately assess the situation and interpret the plan according to the reality of what’s happening on the ground. Combined with some sound psychological principles, Scotland used these insights to generate the perfect half time protocol…
Principle #1 - The discussion must be player led
If you want total buy-in and commitment to renewed goals then the players must understand for themselves what’s going on. Therefore it’s the players, not the coaches, that initiate the review process using a “Hot Review”.
Principle #2 - Hot Review
The Army differentiate two types of review processes, Hot Reviews and After Action Reviews (AAR). Also known as a Chin Strap Review when soldiers are on the move and discussing their performance, the Hot Review is carried out as close as possible to the heat of battle (albeit this is NOT a hot headed review!) In Scotland’s case, this is when players are still walking off the pitch.
This process lasts 4 minutes and is conducted in small groups in order to maximize individual input. It gives players permission to express the emotional tone of the situation; how are they immediately feeling? This simple protocol accelerates emotional regulation within the team. In therapeutic settings this an important step towards a more rational analysis of the situation.
Principle #3 - Coaches are skilled observers
In military terms, the most important feedback is the feedback that comes directly from the frontline. Some of the worst mistakes in military history have occurred when this feedback is ignored. This would also be true in business. The coaches are not allowed to join the Hot Review however they can listen and ask open questions to help the players articulate their experience. They must also learn how to read the players body language and unconscious communication.
The most important feedback is the feedback that comes directly from the frontline.
Principle #4 - Keep it simple
Sounds simple, right? The Scottish coaches reported this to be one of the hardest principles to adopt - done well anyway.
Who talks? When? About what? For how long? Done poorly this serves up a cocktail of confusion that then has to be interpreted by the players or worse still, ignored.
The coaches have an important part to play in achieving this simplicity. Prior to half time the coaches consolidate and practice articulating the key messages they want to deliver. They do this to eliminate repetition and confusion in front of the players.
Principle #5 - After Action Review
This is a more structured review of what’s going on. It is conducted first in units and then as a whole team. The review is based on 4 key questions…
- What happened?
- What was supposed to happen?
- Why did this happen?
- What do we need to do?
This review is designed to keep everyone proactive and focused on their own game (rather than reactive and focused on the opponent’s game). Huge importance is placed on linking back to what they had set-out to do in the first place. This is a vital anchor of control that can be lost very easily if the conversation becomes reactive.
The coaches take their opportunity to communicate their key messages depending on when they will best land. Done skillfully this requires great emotional intelligence, incorporating the feedback from the players as well as the nuances of their tone and language (which may need to be either reinforced or shifted).
Principle #6 - Maximise engagement
Beyond the obvious engagement and ownership players have of this process, very careful consideration is given to who they sit next to in the changing room. Traditionally they might be in number order, but this doesn’t always elicit the best results. For example, it might make more sense for the replacement scrum half to sit next to the playing scrum half.
Principle #7 - Practice
The notion of practicing half-time protocol may seem a little bizarre, but when it plays such a pivotal role in regulating the team’s performance and requires immense discipline and coordination - why wouldn’t you? The Army are meticulous in practicing their plans, which start as a model on the floor and quickly progresses to a walk through before stress-testing it against the real-life pressures of speed, resources and coordination.
The alternative is leaving it to chance on the day.
Of course, this whole investment is about more than half-time protocol. This is an expression of the very attitudes and disciplines that sit at the heart of a great team, with all the micro-behaviours that go with it. In no other scenario would you expect such a forensic analysis of a 12 minute process, but it’s thanks to sport as a playground for human endeavour that we all get learn these valuable lessons, if we choose to…
© Charlie Unwin / Performance Legacy
After spending time with Scotland’s top coaches at this year’s annual Sport Psychology Conference in Glasgow, it seems evident that their commitment to putting psychology front and centre of everything they do is starting to pay dividends, a “psychologically informed environment” as they refer to it. This language has striking parallels with the language used by British Cycling during their own climb to world domination over the last two decades.
Regardless of what they called it, it was music to my ears (even as an Englishman).
Nowhere has this commitment to psychological betterment been more evident than their analysis of half time, the 10 minutes when they are NOT playing. This is an area they identified as an “80:20” opportunity; one of the 20% of areas that make an 80% difference to their performance. Why? Because they effectively spend a week preparing for the first half and only 10-15 minutes preparing for the second half.
What turned out to be so fascinating about this predicament, was that the solution organically evolved into a communication masterclass, and potentially the panacea for turning dull 60 minute meetings into hyper engaging gatherings done in a fraction of the time.
“We effectively spend a week preparing for the first half and 10-15 minutes preparing for the second half. Therefore we have to get it right at half-time.”It was also the ability to solve problems, adapt the plan according to a new reality and generate commitment (which some teams fail to achieve in a year, let alone 12 minutes) that resonated for me, maybe from my military career where effective planning and reviewing saved lives. Much of this was about adapting to dislocated expectations, summed up by the Army notion that, “No plan survives contact with the enemy.” Boxer Mike Tyson put it even more eloquently…
“Everyone has a plan until they get punched in the face”The message here is not that we shouldn’t bother having a plan, rather that the plan becomes redundant if we can’t assess it against the immediate reality of being on the front line.
No wonder therefore that Scotland’s coaches turned to the Army to find out how they went about training soldiers to operate within a complex and constantly evolving reality. The first lesson they learnt was loud and clear…
It’s no good solely relying on the intellect of senior commanders once the battle has started.Instead, it is the ability of your corporals to accurately assess the situation and interpret the plan according to the reality of what’s happening on the ground. Combined with some sound psychological principles, Scotland used these insights to generate the perfect half time protocol…
Principle #1 - The discussion must be player led
If you want total buy-in and commitment to renewed goals then the players must understand for themselves what’s going on. Therefore it’s the players, not the coaches, that initiate the review process using a “Hot Review”.
Principle #2 - Hot Review
The Army differentiate two types of review processes, Hot Reviews and After Action Reviews (AAR). Also known as a Chin Strap Review when soldiers are on the move and discussing their performance, the Hot Review is carried out as close as possible to the heat of battle (albeit this is NOT a hot headed review!) In Scotland’s case, this is when players are still walking off the pitch.
This process lasts 4 minutes and is conducted in small groups in order to maximize individual input. It gives players permission to express the emotional tone of the situation; how are they immediately feeling? This simple protocol accelerates emotional regulation within the team. In therapeutic settings this an important step towards a more rational analysis of the situation.
Principle #3 - Coaches are skilled observers
In military terms, the most important feedback is the feedback that comes directly from the frontline. Some of the worst mistakes in military history have occurred when this feedback is ignored. This would also be true in business. The coaches are not allowed to join the Hot Review however they can listen and ask open questions to help the players articulate their experience. They must also learn how to read the players body language and unconscious communication.
The most important feedback is the feedback that comes directly from the frontline.
Principle #4 - Keep it simple
Sounds simple, right? The Scottish coaches reported this to be one of the hardest principles to adopt - done well anyway.
Who talks? When? About what? For how long? Done poorly this serves up a cocktail of confusion that then has to be interpreted by the players or worse still, ignored.
The coaches have an important part to play in achieving this simplicity. Prior to half time the coaches consolidate and practice articulating the key messages they want to deliver. They do this to eliminate repetition and confusion in front of the players.
Principle #5 - After Action Review
This is a more structured review of what’s going on. It is conducted first in units and then as a whole team. The review is based on 4 key questions…
- What happened?
- What was supposed to happen?
- Why did this happen?
- What do we need to do?
This review is designed to keep everyone proactive and focused on their own game (rather than reactive and focused on the opponent’s game). Huge importance is placed on linking back to what they had set-out to do in the first place. This is a vital anchor of control that can be lost very easily if the conversation becomes reactive.
The coaches take their opportunity to communicate their key messages depending on when they will best land. Done skillfully this requires great emotional intelligence, incorporating the feedback from the players as well as the nuances of their tone and language (which may need to be either reinforced or shifted).
Principle #6 - Maximise engagement
Beyond the obvious engagement and ownership players have of this process, very careful consideration is given to who they sit next to in the changing room. Traditionally they might be in number order, but this doesn’t always elicit the best results. For example, it might make more sense for the replacement scrum half to sit next to the playing scrum half.
Principle #7 - Practice
The notion of practicing half-time protocol may seem a little bizarre, but when it plays such a pivotal role in regulating the team’s performance and requires immense discipline and coordination - why wouldn’t you? The Army are meticulous in practicing their plans, which start as a model on the floor and quickly progresses to a walk through before stress-testing it against the real-life pressures of speed, resources and coordination.
The alternative is leaving it to chance on the day.
Of course, this whole investment is about more than half-time protocol. This is an expression of the very attitudes and disciplines that sit at the heart of a great team, with all the micro-behaviours that go with it. In no other scenario would you expect such a forensic analysis of a 12 minute process, but it’s thanks to sport as a playground for human endeavour that we all get learn these valuable lessons, if we choose to…
© Charlie Unwin / Performance Legacy
