COACHES & MANAGERS

HANDBOOK

Tips and Ideas for Coaches & Managers at Tournaments

CONTENTS

Section                                  Page Number

Introduction                                          3

Planning and Organisation                    4

Play Books and Notes                            25

Recovery - session, game, tournament                                  26

Evaluating Performance                        31

Code of Conduct and Safety Directives 32

MayDay procedure for scrum                38

Appendix 1 - Coach's Job Specifications           42

Appendix 2 - Managers Job Specifications                             44

Appendix 3 - Managers Kitbag Suggestions                           46

Introduction

The nature of rugby tournament programming requires the coaching and management staff to be well organised and aware of the various factors that will affect individual and team performance. Rugby tournaments do not enable teams the luxury of having a week between games and the benefit of a consistent week to week program. Tournament programs often require games to be played every second day or every day placing obvious restrictions on recovery time, training, and evaluation and game preparation. An understanding and planning of the four areas mentioned is critical to effective team performance.

Success at tournaments requires a dedicated planned approach starting with the Head Coach and Management staff right through to the players and support staff. The information contained in this handbook has been drawn from numerous human resources and experiences. It is designed as a guide for the management of teams competing in tournaments. The information provides tips and ideas for coaching and management staff to maximise team performance at rugby tournaments for teams at all levels.

NSWRU would like to acknowledge ARU Community Rugby Coordinator Steve Frost for his assistance in the development of this resource.

NSWRU Education and Development 2002

Planning and Organisation

The Head Coach is ultimately responsible for the organisation of the team preparation. Planning occurs on various levels during a tournament and it is important all staff and players acknowledge and understand their role within the organisational set up. Areas that will require prior planning are:

a)         Planning of tournament diary (including pre tournament, duration of tournament and evaluations post tournament).

b)         Planning of day to day (including training sessions, games and recovery/evaluations).

c)          Delegation of responsibility in all areas of the plan.

d)         Contingency Plan.

e)         Procedural guidelines.

a) Planning of Tournament Diary

Once the tournament program is available, the coach can plan the tournament diary including assemblies, training sessions, games and recovery. Time frames are worked out and ideas sought from fellow coaching/management staff on the overall plan for pre tournament, tournament duration and post tournament evaluations. Specific details are not always required in the plan as they will be worked on in the day to day organisation of the plan. Examples of the day to day planning are contained in b).

Once the Tournament Diary has been constructed, staff and players are made aware of their involvements and responsibilities. The Head Coach can begin to delegate such responsibilities and areas of the day to day planning outlined in b) and c). The diary is communicated through a player's handbook or handout note at the earliest possible time to ensure a high degree of organisation throughout the team.

Elements making up the Tournament Diary will include:

i.            Training sessions

ii.          Recovery sessions

iii.        Games

iv.        Time off

v.          Development activities

vi.        Coaching/Management staff, team and individual meetings

Table 1 on page 5 provides an example of a general Tournament Diary.

Table 1 - Tournament Diary

b) Planning of Day to Day

The day to day planning organises the specific details and delegates the responsibilities of each element. Managers use standard forms to assist in the recording and communication of these specific details. Figure 1, 2 and 3 display examples of these meeting and daily action sheets. The extent of the planning may depend on support staff and age group and level of the players, however, it is recognised that planning is an essential component of the effective coaching process. The importance of planning increases in a tournament program due to time restrictions and inconsistent programming of events. Day to day planning will include:

i.            Training session plans

ii.          Game day format and game plans

iii.        Half time plans

iv.        Warm up plans

v.          Recovery session planning

vi.        Rest activities

i.           Training Session Plans

It is critical that training sessions are planned throughout the tournament. Planned sessions convey a professional and organised approach, enable effective time management and it enables important evaluation. Figure 4 and Figure 5 display examples of session formats. Once the plans are completed they can be communicated to other coaching and management staff and players in order to delegate responsibilities. Players will be able to recognise key objectives of the session and understand the successive planning in the overall team preparation.

It is important that the coaching and management staff evaluates each training session. The evaluation enables valuable player and team feedback and also allows for staff evaluation, which is another essential component of the effective coaching process. The session plans develop into a useful resource that can be used and reviewed through the tournament preparation and also for future tournament planning.

Next meeting:

DAY SHEET

DATE:

NOTES:

TRAINING PLAN

ii.         Day activities formats and game plans.

Day activity formats document the running of each day and are a valuable communication resource. The formats can be distributed as handouts or in a player's handbook so that all team members know the day's program. Managers may use these formats to place on notice boards or in team rooms to communicate the day's plan. Activities 13413d316n are listed along with starting and finishing times, notes on gear and venues are listed and the key team members taking responsibility for the activity are assigned. An example of a game day format is displayed in Figure 6 (a blank format is displayed in Figure 7). Managers also use game checklists (a blank checklist is displayed in figure 8)

Putting together a comprehensive game plan, or analysing the approach to the game by an opposition team, require identical skills.

One must have an organised approach to both tasks. Two points need to be remembered:

Although it is important to consider the strengths and weaknesses of your own team and the opposition when devising your game plan, once that has been done you should concentrate on your plan to create a positive and confident approach by your players. If a team enters a match waiting for the opposition to take the initiative and then reacting, they will have little chance of success.

Analysing the opposition strengths and weaknesses and compiling a game plan is only the starting point. Unless the plan is clearly communicated to the players and rehearsed at training the team will have difficulty maintaining it under pressure of game conditions.

If players have participated in the development of a game plan and understand the significance of their individual role they will be more committed to it.

The coach has a responsibility to ensure that no requirement of the match plan is beyond the skill level or understanding of any player. This point is extremely important during tournament programs where time is limited. Often the most effective plans are ones that are kept simple and the majority of the plan is derived from your own teams strengths and weaknesses. In its simplest form, the coach should be aware of the:

Strengths

Weaknesses

Opportunities, and

Threats of their own team and the opposition if time allows.

DAY ACTIVITIES FORMAT

DAY ACTIVITIES PLAN

GAME V. ____________________            DATE:_________________ VENUE:_____ _______ ______ ______ REFEREE

iii.      Half time plans

The half time of games is another area worth giving planning consideration. An effective half time talk will contain no surprises. A consistent halftime structure will minimise the chance of players being distracted by anything unexpected during this valuable period. At certain levels there may be a need to practice the talk at half time. This can be done during a break in the final team run before the playing of the game. Players do not need to know specifically that they are practising the half time talk. Employing some of the aspects of the half time talk during this break in training will create a familiar and comfortable structure for all players.

Warren Robilliard, Australian Rugby Union Coach Education Manager, lists some important issues of the half time talk to be clarified by the coach in the Level II Coaching workbook. Some of these issues include:

Who walks out with the coach at half time?

Where is the best place to sit?

- location to noise, distractions, crowd

How will the team be stationed?

- seated, kneeling, standing, spread out.

When should the coach/trainer/physiotherapist/doctor check injuries?

When do the players hydrate?

Who should talk and when?

How much should be said?

Should the coach be positive or negative?

Each of these questions requires addressing and further thinking.

Example Half Time Framework

It is important to ensure that all staff and players are familiar with their roles and the objectives of the half time break.

0 - 1 min.             In the initial 30 seconds after the whistle the trainer and/or

physiotherapist is on the field early to check for any injury concerns needing attention during the break. Players know that if they have these concerns they will head for the trainer ASAP.

The coaches have moved quickly onto the field to meet the players rather than the players having to travel to meet the coach.

The remainder of this time is taken up by hydrating, players having conversations and the coach addressing the captains for their ideas and comments.

1 - 3 min.             Hydration continues.

Coach communicates 2-3 major aspects of the game and provides constructive and positive feedback.

Next, the assistant coach has time to provide specific feedback on areas the team can improve for the second half and the play of the opposition.

(Both coaches have planned the information to be delivered during the first half. It is important the coaches are in a position to communicate with each other).

3 - 4.5 min.          Forwards and Backs units separate.

Coaches discuss specific unit strategies. This time is used for problem solving and gives individual players an opportunity to contribute. The coach can also discuss issues with individual players during this time.

Hydration continues.

- 5 min.      Captain talks to players as one group. The captain directs

attention to the major issues addressed throughout the

break.

Hydration continues.

iv.       Warm up plans

Planning the pre game warm up and including the format in the players' handbook or as handout notes can be valuable in using time effectively during tournament programs. The pre game warm needs to be practised during training so that all players and staff are familiar with the plan and no surprises occur that wastes time or takes the attention away from the game to be played. An example of a pre game warm up has been included in Figure 9.

v.         Recovery session planning

See Recovery section of handbook on page 26.

vi.       Rest activities

The activities planned for rest during tournaments will be dependent on factors such as venue facilities and location, accessibility to transport, and tournament programming. Rest activities during intense tournaments need to address mental recovery as well as physical recovery. Therefore, activities removed from training or playing the game are best to assist in recovery between games and making best use of rest time.

The times made available for rest activities need prior planning so that transport, venues and staff can be organised to again make best use of the free time scheduled through the tournament. Tours outside of the tournament playing venue can be useful and may involve local attractions, sightseeing, movies, shopping, beaches or other sports.

PRE GAME WARM UP

c)  Delegation of responsibility in all areas of the plan.

It is considered vital that regardless of defined roles, the persons in the Management function as a unit or "Team within a Team". The ability and willingness of all members of the management to pitch in and assist others where and when required is a crucial element in the building of team spirit both within Team management and in the larger team. Role descriptions are listed below:

i.           Manager

The Manager is the senior official in charge of the entire group. His/her role is to lead the group and to ensure that the highest standards are maintained on and off the field. Remembering that the team is there to play rugby, he/she should liaise closely with the coach to ensure that playing and training takes first priority of time and resources. However, he/she must maintain the balance taking into account the need to rest, sightsee, attend to official responsibilities and build team harmony. His/her job is principally one of leadership, communication and consultation with players, officials, host unions, parents/spouses and management. However, if a final decision must be made or responsibility borne, then this role falls to the manager.

Reference see Appendix 2 page 44

ii.         Head Coach

The Head Coach is responsible for the Team from the perspective of playing and training. His/her primary role is to produce the best possible performance from the team while not forgetting the importance of developing players and maintaining the highest standards of behaviour and sportsmanship. He/she needs to be an effective communicator of his/her requirements both to the players and other members of the management.

Reference see Appendix 1 page 42

iii.      Assistant Coach

The Assistant Coach needs to develop an excellent working relationship with the Head Coach. He/she must be able to function effectively in his/her own right as a coach, while maintaining the integrity of the coaches' demands. The Assistant Coach should be able to offer suggestions, advice and observations to the Head Coach but ultimately the Head Coach must be the final arbitrator on technical and tactical matters. Ideally these two people are able to work closely together and share a similar "vision" for the team. The Assistant Coach must also be prepared to offer assistance to the Manager before and during the tournament.

iv.       Physiotherapist

The physiotherapist performs the crucial role of caring for the physical welfare of the group. There professional position is to diagnose, treat and rehabilitate the injuries and sickness of members of the team. In addition he/she may find themselves in the role of conditioner and fitness consultant in a tour situation. He/she should liaise closely with the Coaches on matters of player injury, recovery and fitness. His/her unique position often affords them an insight into the mental state of players and his/her ability to communicate with players and management is an important aspect of the position.

Although the head coach's primary role is to coach the team, the role also involves many aspects outside of on field coaching. In a tournament situation it is necessary for many roles and responsibilities to be delegated by the head coach to other team members. Assistant coaches, managers, support staff including medical and trainers, and players can be delegated particular responsibilities to ensure the team has the best chance to be successful. Many of these responsibilities are obvious, for example the agendas and running of team meetings may be the responsibility of the manager whilst injury rehabilitation may be planned by the coach and medical staff but will be the responsibility of the player to seek attention and attend organised recovery sessions.

For all planning and organisation it is important that all people involved understand and recognise their roles and responsibilities (Appendix 1 & 2). Coaches, managers, support staff and players need to be aware of the areas of the planning for which they need to take responsibility. It is important when communicating the plan that the head coach takes time to make sure there is full understanding.

Assigning responsibility on the formats that communicate the plan is one way of informing various team members of their roles. Team meetings that are run by the team manager may be another method of communicating the responsibilities of each team member during the tournament or day to day activities.

Once responsibilities have been delegated it is important that the actions of those in charge are evaluated. For example the players responsibility of arriving to planned sessions on time is easily monitored and evaluated by coaching staff or management. The actions of coaching, management and support staff can be evaluated day to day and feedback delivered during management meetings. Constructive feedback (including positive evaluations) of delegated responsibilities is critical to ensuring the effective performance of the team on and off the field.

d) Contingency Planning.

Even the most planned and organised coaching/management staff sometimes has to revert to "plan B". Any number of events/actions can occur to disrupt the plan set out by the delegated team member and it becomes the responsibility of the team and ultimately the head coach to be able to modify the plan in light of the circumstances. Events disrupting any plan need to be identified as early as possible and acted upon to ensure the team is given the best opportunity to effectively perform.

Contingency Planning stems from prior planning and effective delegation and understanding of team members' roles and responsibilities. Just as for any tournament planning, it is important that surprises are limited so that clear, team objectives can be achieved. Despite the initial disruption from circumstances that were not originally forecast, all team members must be able to adapt to a contingency plan. The contingency plan will often not be planned prior to the event, therefore the adaptation relies heavily on the coach and management to quickly organise what has to be done in order to best achieve the objectives set out for the original plan.

Limited disruptions to the team and the ability to still achieve the objectives of the contingency plan indicate a team that is understanding of their roles and responsibilities. It also indicates that the coaching and management team is under control and ready to modify prior planning to give the team the best opportunity to perform.

e) Procedural Guidelines

i.           General Explanations

The importance of Team Management forming a good working relationship and developing the ability to work as a "team" cannot be overstated. All Role Descriptions, Lists of Duties and Procedural Guidelines should be able to be applied and used by all members of the Management should the need arise.

ii.         Air Travel

Teams would generally leave and arrive back dressed in Number Ones if applicable.

Teams should be clearly briefed on the need for excellent behaviour on flights. Drinking alcohol, rowdy behaviour, poor language or rudeness are examples of unacceptable behaviour.

Good manners in these situations create a very favourable impression of the team.

Players should be instructed to remain seated on landing until all other passengers have moved past.

iii.      Baggage

Players should be encouraged to travel as light as practical, lots of extra gear and clothes add weight and simply provide more opportunity for lost gear.

Bags should be clearly marked and easily identified.

Group bags are the responsibility of all members of the team or tour party.

iv.       Personal Gear

Players should be given a list of personal gear to bring for tours.

Players should be discouraged from bringing very expensive personal items on tours.

Players need to be clearly briefed on the need to respect the property and privacy of their teammates and billets.

v.         Accommodation (including Billets if applicable)

This is a very important area and players need to be clearly briefed on expected behaviours.

Players are to abide by the set rules and regulations relating to the place of residence.

Billet lists (hotel room lists) and contact phone numbers should be put together by the Manager and the Assistant Coach of each team. The Manager should be aware that some players prefer to be billeted singly while others do not. As far as practical the comfort of players should be a priority when placing billets but the comfort of one should not compromise justice or a "fair go" for the whole team.

Players should be aware that a small gift for each billet is a clear expectation.

Players need to be aware of policies such as: use of billets phones; offering to help with household chores; washing clothes; general tidiness; respect for billets property; respect for billets wishes; food and eating habits; clear communication with billets; transport and timing arrangements and the vital need to be polite and friendly at all times.

Players must not change accommodation without the express permission of the Manager.

Players should stay and socialise with the billet family rather than constantly be looking to go out with their teammates.

Players must always return to their accommodation each evening and at a reasonable hour ie. one agreed to by the manager/billeting family.

vi.       Management of Reserves and Non-Players

The good management of reserves is a very important technique in the development of excellent team spirit.

Reserves need to be clearly briefed on their responsibilities which might include: keep warm at all times; assume you are on at any minute; keep warming up and stretching ie don't wait to be told; deliver drinks onto the field at every opportunity; carry messages if required; collect tracksuits and so on.

At every opportunity stress to players that this is a "Team" and that all players are valued and respected. It is very poor management if some players feel other teammates are "special" or treated differently. The development of a high level of team spirit and harmony should be one of the top priorities of the management.

vii.            Team Leadership

The selection and appointment of a Team Captain and Vice Captain are very important decisions. The Management should meet and discuss a process to make these decisions. Various factors such as - playing experience, leadership experience, personality, playing position and so on may all be factors in the final decision.

The establishment of a "Player's Committee" can be a very positive step towards the creation of a happy and successful team. It provides all players with a conduit to the Management on matters, which may concern them.

viii.          Management of Players Valuables

The minding and management of airline tickets/passports is best done by the Team Manager.

ix       Team Spirit

The establishment and maintenance of "team spirit" is a crucial part of the role of all Management.

A strong sense of unity of purpose and co-operation established among the Management is highly contagious. If the Management is happy and united, then players will usually follow.

The use of affirmation and positive feedback should be a goal for the Team Management both for the group and individuals.

Directness, openness and honesty in discussions and the management of problems with both the group and individuals is essential and does not conflict with the building of team spirit.

x.         Team Discipline

The methods that Team Management team use to handle problems of ill discipline may vary from management to management and depend on the situation.

Minor problems should be dealt with "in house" as far as possible and the support of the Players Committee or Team Leadership can be a valuable tool in dealing with such issues. Some typical measures might include - appropriate fines, extra duties, apologies and so on.

More serious offences need to be dealt with fairly but firmly. It is essential that the Team Management present a "united front" in dealing with such issues. A meeting among the Team Management (which may or may not include Team Leaders) should decide upon an appropriate course of action and support this position. In cases where agreement is difficult then the Tour Manager has the final say on any disciplinary matters. Some typical measures to deal with a more serious incident would include - restitution of monies and apology, banning from any social activities for a period, suspension from playing, informing player's parents and in a severe case, expulsion from the team.

If the Management reach the decision that expulsion from the team is the desired course of action then as far as possible this should be discussed with the Tournament Director and Executive of the Union prior to this occurring. Expulsion should be as discreet as practical.

All disciplinary matters should be dealt with as soon as practical (given the need for discussion within the Management) and action taken. It is not good practice from a team spirit point of view to leave issues "hanging".

xi.      Selection of Team

The selection of the team to play while at a tournament is a task best undertaken by the whole Management. The formal process of a "meeting" should still be undertaken as far as possible even if it is staged over a meal. The Coach should take on the role of Chairman of Selectors.

It is a matter of policy that all players in the squad are given fair playing time while at the tournament.

Conclusion

The successful management of teams usually comes down to three basic tenets:

Good organisation and judgement.

Plenty of common sense.

A desire to keep the players and management happy.

Playbooks and Team Notes

Due to the time constraints involved in rugby tournaments it is important that information that can be forwarded outside of training schedules and tournament play is passed to all team members. Examples of such information include tournament diaries and notes that are commonly put together and distributed by the Team Manager (see page 4 and 5) and playbooks that describe aspects of play that can be reviewed off the training and playing field. Both important examples of information can be combined to provide all team members with a detailed plan of the teams attack on the tournament.

The Head Coach should oversee the compilation of the playbook and ensure all team members understand the information contained within the document. As mentioned previously the playbook could be combined with the team diary or notes to form one document more easily managed by all team members.

The playbook provides team members with information on certain aspects and patterns of play that are integral to how they are to play the game. It is important that all aspects of play detailed in the playbook use common language/terms and the information is directly related to how the team is to play the game. Often playbooks can be complicated and lengthy documents containing information that is not particularly important to playing the game, but more a document showing the coach knows their stuff! Coaches may use diagrams or photos to help communicate ideas and patterns expressed in the playbook.

Aspects of play that may be contained in the playbook include:

Game strategy and tactics

Team structure, patterns and plays relating to -

Attack

Defence

Restarts, Scrums, Lineouts

Specific communication for scrums, lineouts, restarts, backplay, phases, general play.

Key Performance Indicators (KPI's) for team and individual evaluation.

Player assessment and feedback mechanisms

The coach will be required to check through the playbook with all team members to ensure understanding and to delegate roles and responsibilities. All team members need to be aware of channels for communication if questions arise from the playbook. These details must be contained with any information forwarded to team members.

Recovery

Recovery is a critical aspect of tournament play due to the intensity and time frames associated with training and games. Effective recovery enables the players to always perform at their optimum giving them the best opportunity to reach their own and the teams potential. Through aspects of planning discussed earlier in the handbook, the Coach and Management Staff can effectively timetable recovery training into the tournament schedule. The types of recovery training that can be incorporated into the teams program are varied and can be modified to take into account the time constraints and facilities available. Recovery training will ensure the players are physically and mentally rejuvenated to successfully cope with the rigours of tournament play.

Various types of recovery need to be taken into consideration. They include:

Recovery during training sessions

Recovery post training and games

Recovery during the tournament

NB: Many coaches will not possess the skills or knowledge necessary to teach or take full advantage of the various recovery techniques. It is highly recommended that specialists be consulted to provide information on recovery training and also to instruct the players in how to perform the techniques correctly.

Recovery during training sessions

Coaches must ensure that recovery is an important and planned aspect of each training session. Recovery will need to be factored into the number of repetitions for each activity/drill and also between activities and session units. Breaks between activities and repetitions will commonly involve hydration and active recovery in which players do not totally stop moving. Responsibility of providing hydration for players' needs to be delegated as it is a vital requirement for any training session and game.

Although recovery is planned into the session the coach will sometimes have to call for extra recovery stoppages during a training session. The extra stoppages may be due to climate factors (eg. heat/humidity) and /or player exertion rates. The Coach can sometimes ascertain the players' exertion rates, however it is the players that can provide the most accurate perceived rate of exertion. Therefore it is recommended that the players are questioned regularly on their perceived rate of exertion particularly during intense sessions or tournaments so that effective recovery can be incorporated or added.

Recovery post training and games

One of the initial recovery training techniques that can be used immediately after training sessions or games is an on field warm down. The warm down involves movement at continually decreasing intensity and short lightly held static stretching. Hydration is important during the warm down.

Outside of the on field warm down other recovery techniques that can be used post training or game include:

i.            Stretching

ii.          Hydrotherapies

iii.        Massage

iv.        Nutrition

It is important to note that specialists in recovery techniques such as physiotherapists should be sought to provide information and ideas on hydrotherapy techniques and also to demonstrate methods and training activities.

i.           Stretching

Stretching used in post training and game recovery sessions should be static stretches lightly held for 6 - 10 seconds (Angie Calder, 2000). The stretching is performed in a warm environment such as indoors, warm shower or pool (Angie Calder, 2000).

ii.         Hydrotherapies

Showers, spas, baths and pools are the most commonly used facilities for hydrotherapy recovery techniques. Showers, baths and spas provide suitable and often accessible facilities in which to contrast hot and cold environments to assist in physical recovery after training and games. Angie Calder, author of the publication "Advanced Study Pack: Recovery Training" (2000) reports that the contrasting hot cold environments accelerates the removal of lactic acid through an increase in blood flow to the working muscles. Guidelines for hot/cold recovery techniques using showers, baths and spas have been included in Table 2 on page 29. It is important to note that hydration must be continued throughout any hydrotherapy recovery training.

Pools provide ideal environments for active recovery training post training and games. It is important to note that such an active recovery session will require the players to use energy, therefore players need to be adequately hydrated and warmed down through stretching and showering to maximise recovery benefits - or plan to conduct the session the following morning or later in the evening (Angie Calder, 2000). The advantages of using the pool in recovery training is that the water provides resistance properties and buoyancy that enable players to undertake low intensity exercise with minimum impact on the body (Angie Calder, 2000). An example of a pool recovery session is provided in Table 3 on page 30.

iii.      Massage

Sports massage has the major benefits of increasing blood flow to fatigued muscles and facilitating the removal of lactic acid and secondly, warms the soft tissues providing temporary flexibility gains (Angie Calder, 2000). Self-massage for lower legs, chest, neck, shoulders and forearms take only a few minutes and are an effective recovery technique to minimise muscle strain problems (Angie Calder, 2000). Self-massage can be performed in showers, baths or whilst relaxing.

iv.       Nutrition

After training or games players are required to begin the renewal of energy stores quickly to enhance the recovery process. Players need to work towards carbohydrate replacement within one-hour post training or game through consuming high carbohydrate drinks and foods. Fluid replacement is an important part of the energy renewal process and water and sports drinks are appropriate during this time and beyond.

Recovery during the tournament

As mentioned previously in the handbook, rest activities (both active and passive) are important aspects of planning that need consideration during a rugby tournament. The rest activities are important in player recovery allowing for both physical and psychological regeneration.

Active rest can be advantageous to the recovery of players during a tournament. We have mentioned the use of a pool recovery as an example of an active rest activity. Cross training can be used as an active rest activity and may include basketball, volleyball or golf. Active rest may also involve simply walking to the cinema to view a movie. During tournament play, a light aerobic workout following an intense game or training will enhance recovery and the ability of players to compete/train the next day. Commonly the active rest activity is one removed from the tournament, training or playing so that psychological, as well as physical recovery benefits are achieved.

Passive rest involves switching off altogether from the tournament environment. Examples include sleep, imagery and relaxation, breathing exercises and social occasions such as the movies.

It is important that times are allocated into the tournament program for both active and passive rest and responsibilities are delegated. As with most planning there is sometimes a need to modify the program to include different or further rest activities in light of tournament and/or team circumstances.

Summary of Recovery Training Techniques

Table 2

Taken from:           Angie Calder, "Advanced Coaching Study Pack"

Australian Sports Commission, 2000. Page 22

References

Angie Calder, "Advanced Coaching Study Pack"

Australian Sports Commission, 2000

Table 3      Pool Recovery Training Session Example