I feel that a crucial element of improvement is continuous assessment of performance. We have seen that things can look very different depending where you stand – so this implies that for well rounded performance we need to capture a range of opinions on our progress.
Who helps you to assess your riding performance?
Do you feel satisfied with the amount and quality of feedback you receive? If not, why not?
In my business work, career development was structured around an annual appraisal process. This was punctuated by two key appraisals every six months with the consultant’s staff manager. One of these appraisals was primarily backwards looking and was about assessing performance. The other was primarily forwards looking and focussing more on goal setting and action planning. Between these key events consulting staff received regular feedback in the form of project appraisals with project managers (specific to a piece of work and usually in consultation with clients).
For the annual performance assessment, consultants also gathered 360 degree feedback. This utilised a basic feedback form highlighting 3 key strengths and development opportunities. This form was sent to a sample of individuals the consultant had worked with. These included those working for the consultant, as well as senior staff, to provide a rounded view. Those providing feedback were encouraged to give specific and balanced feedback. Statements of behaviour patterns were to be supported by examples. The consultant and the appraiser completed various sections of the form separately and independently before the appraisal meeting. The consultant also provided an “upward review” for the staff manager (strengths and development opportunities). The contents of the form were discussed and irregularities addressed in the appraisal meeting. The aim of the process was to achieve a consensus on recent performance and a way forward.
I found this structured and rigorous approach to performance assessment to be very useful indeed. It is something that I feel is lacking in riding performance assessment. In general, the rider receives very little of what I call balanced feedback. And hardly any written feedback at all. Dressage competitors are privileged to receive written feedback on their test performance. I wonder how many see it that way?
It is easy for me to draw comparisons between my project appraisals at work and the test assessment of a dressage judge. However, what seems to be missing is how these individual test assessments fit within an overall performance improvement regime.
Another potential problem is that the dressage test sheets are often seen as primarily “horse” assessments. There is only one explicit rider mark on the sheet and one rarely sees the full range of this mark being used! It is worth noting that at the equivalent of our British Dressage Elementary tests, in France the collective mark for the rider has a coefficient of 4!
Talent spotting competitions exist for our younger riders and these appear to be well organised and supported. But what about we older riders? Indeed, for the non-competing rider there doesn’t appear to be any structured feedback scheme at all.
The British Horse Society (BHS (40)) and Association of British Riding Schools (ABRS) provide a regime of examinations. I have studied for and taken BHS stage examinations. These are assessments at a point in time and are unidirectional (no discussion involved). They do not provide the kind of opportunity that an annual or six monthly appraisal provided in my work.
I think that if we want this then the impetus will have to come from riders. Get yourself a file. Keep all your dressage test sheets. Afterwards, perhaps with your coach, note down the issues arising and agree an action plan to address them. Once or twice a year arrange a dismounted meeting with your coach (or an independent person) and work through an appraisal. Gather 360 feedback in advance of this meeting. If you don’t want to do this actively then make believe you are them. What would your horse, other horses you ride, your friends, your trainers say about you. Be brutally honest.
Figure 32 360 Feedback
Set yourself up to three SMART goals (Specific, Measurable, Achievable, Realistic, Time frame) for the year ahead;
Try to capture your longer term vision as well eg to be on the Olympic Team; to be the best rider I can be; to enjoy my relationship with my horse.
Use these and your development opportunities to work out how to address the gaps and to prioritise;
Think through your SWOT (Strengths, Weaknesses, Opportunities, Threats).
For example:
Strengths – body shape, motivation
Weaknesses – tension, back pain
Opportunities – Pilates lessons, riding other horses
Threats – insufficient time
You will need to make best use of the resources you have - Time, Money, Health, Knowledge – and your connections. Remember, if you fail to plan you plan to fail.