Key Performance Indicators. KPIs.
Sounds more like the title of an interdepartmental memo, rather than something that would be related to training. In fact, KPIs have been part and parcel of the corporate world since the 90s that have been used to periodically assess the performances of organisations, their employees, and departments, in order to keep an eye on the big picture. They're not, however, as much discussed in the fitness space as they perhaps should be.
When we're embarking on a block of training, we need to have a clear idea of our goals. Once those goals are set, we can determine the best method that will allow us to reach those goals. We create certain parameters, such as realistic time frames, decide on the frequency of our training, choose the most appropriate training split, choose the exercises (as objectively as we humanly can) that are most specific to our needs, set our reps, sets, and rest times, and divide volume and intensity appropriately across the training week.
In choosing said goals, we usually have to make some concessions. Unless you're an elite Cross-Fitter, we can't develop every fitness attribute at the same time, and even these guys and gals can't get better at everything all at once. We choose our primary focus and accept that in dedicating a specific portion of time to improve in that area, we're having to put other areas on hold to a degree (though there is overlap between different stimuli, and sometimes one can improve the other). This is where KPIs can come in.
We can split KPIs into 2 categories:
- quantitative that have specific objective numeric values measured against a standard and are not subject to personal interpretation
- qualitative that have non-numeric values and are often subject to the interpretation of personal feelings
Why are these useful? For a couple of reasons. For one, if we're clear on our KPIs, then we can use this information to decide on progression or regression methodology. Two, if we're doing something like a hypertrophy phase, but want to ensure that our total body coordination, strength, or endurance don't suffer in the process, having an objective metric to periodically measure can provide insight into the direction of our programming.
To put this into an example, using a quantitative KPI to help inform our method of progression or regression might look something like this:
Exercise: Contralateral Rear-Foot Elevated Split-Squat
Unsupported
Reps: 10-14
Sets: 2 (straight sets)
Here we've clearly established that we're doing 2 straight sets, the load isn't the main focus as we're only holding a weight on one side (absolute weight used will therefore be lighter), as well as not using external sources of stability (ie. holding onto something). Each time we look at progressing this movement through increasing the load, we have very objective criteria to determine when this is appropriate. Did I manage 2 sets of 14 reps with the same weight? Yes. Did I manage to do every rep without losing my balance and having to start again? Yes. Then increase the load. But if we answer 'No' to any of the questions, then we know that we haven't met the criteria for advancement, and need to ensure we do before we move forward. We must walk before we run.
A qualitative KPI to determine progression or regression could be assessing how the body feels during the warm-up sets and using that subjective feedback to determine if it's in our best interest to push forward in terms of load or take a more conservative route. Stiff hips, a niggling pain in the shoulder, and the weight feeling heavier than expected can all be utilised in decision-making.
Sometimes, the quantitative feedback from a previous session tells you that on paper everything is in place for you to go heavier, but on the day, the qualitative feedback might suggest otherwise. It's down to you as the individual or your coach to determine the best way to go ahead in that situation.
Stay tuned for part 2 next week!
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