Friday Forward - Dress Rehearsal (#494)
If you want to build a better team and deliver more consistent results, you need this training framework
Last week, I returned from a week of challenging hikes, beautiful bike rides, and great company, hosted by a company called Backroads. I wrote a previous Friday Forward about Backroads’ deep commitment to training and preparation, which became even more apparent this time.
Backroads dispatches several team members on each trip. Each trip features both trip leaders and a support team, with Backroads’ employees rotating roles across their various trips. Their hierarchy relies on servant leadership, where everyone takes turns leading and supporting.
While all the staff were incredibly friendly and engaged, one support team member stood out to me based on a conversation we had midweek. He shared that he would soon be leading the exact same trip itinerary for the first time, and he was preparing extensively for that responsibility. Each day, he took detailed notes—written, audio, and mental—on everything from scenic viewpoints to subtle trail turns where guests could get off course. He also had a comprehensive PDF guide, created specifically for that itinerary, that he constantly reviewed.
I was already impressed, but what the support team member said next really caught my attention. Once our tour group departed, Backroads was sending him on the same trip, solo, to experience it from a guest’s perspective. He would stay in all the same hotels, complete every hike and ride, and immerse himself in each part of the experience. That’s an extensive investment of company time and money, but that commitment to guest experience clarifies why Backroads earns a 9.8 out of 10 average trip rating and deep customer loyalty.
The quality of what’s delivered on stage is almost always the result of what happens behind the scenes. That’s true in hospitality, sports, and the arts. In contrast, business is one of the few areas where people are regularly asked to perform in high-stakes situations with little to no preparation. You’d never expect a theater actor to perform on opening night without rehearsing, but we routinely hand team members a slide deck and ask them to deliver a pitch without ever practicing. Think of this the next time you’re sitting in an all-company meeting where a presenter is running several minutes past their allotted time.
Business teams could benefit from the equivalent of a dress rehearsal. I learned this lesson firsthand nearly a decade ago.
My team and I were preparing for one of the biggest pitches in our company’s history: a $1 million per year opportunity. We happened to arrive at the client’s office several hours early and used the extra time to rehearse in an empty conference room, something we had not done previously and weren’t planning before we arrived. During that run-through, we found several small but critical issues in the flow, transitions, and timing of our presentation that we wouldn’t have caught without the rehearsal. We made the adjustments, walked in more confident, and ultimately won the business. That experience forever changed how I prepare for high-stakes opportunities.
Backroads takes this kind of preparation seriously. Their guides train thoroughly, shadow experienced leaders, learn customer service frameworks, and improve with each trip. They also seek ample feedback: guests are encouraged to share thoughts throughout the journey, not just at the end. They seem to want every bit of feedback, however small, that may improve the journey for future customers.
That level of humility and commitment to getting better is something more organizations should strive for. If you want to build a better team and deliver more consistent results, here’s a framework worth adopting:
Identify what great looks like, rather than assuming people will know. Document best practices clearly and create internal case studies.
Start with shadowing. Let newer team members observe experienced colleagues before they’re asked to lead.
Encourage intentional practice. Build in time for simulations, role-plays, or dry runs. Great practice leads to strong performance.
Do the work and get feedback. Afterward, gather input from both customers and team members. Reflect, adjust, and improve.
Too often, organizations leave these critical steps to chance. They assume people will figure things out on the fly or rise to the occasion without the guided preparation required to succeed. That approach might work occasionally, but it rarely leads to consistent excellence or a 98% satisfaction rating.
You can’t build a world-class team by skipping steps. Excellence is never an accident; it’s the result of thoughtful, deliberate preparation.
Quote of The Week
“Amateurs practice until they get it right. Professionals practice until they can’t get it wrong.” – Author Unknown
Have a great weekend!
-Bob
robertglazer.com
PS: Preorder my new book, The Compass Within: A Little Story About The Values That Guide Us, in hardcover and get the $100 companion core values course for free.
The U.S. military is also good at practice and rehearsal (training). The Army conducts war games and a variety of other simulated engagements. This rehearsal occurs at all echelons of the organization, and engages every leader and team member at some point.
Specific individuals are assigned as “observers” for these events and they record what happens and note opportunities for improvement. Each of these events is followed by an “after action review” where the training event is reviewed with input from the observers as well as the participants. Almost like 360 degree feedback.
Rehearsal, training, feedback, and continuous improvement is ingrained in the culture of the organization.
Practice, sharpen , fine tune to the very best on a continuous basis constantly improving performance guaranteeing better outcomes.