Beyond-Brawn-2nd-Edition

BEYOND BRAWN
are unlikely to be exactly the same. Never allow a training partner to oblige
you to do something in your training that is not appropriate for you.
5.82 Remember that you must not become dependent on supervision. Always be
able to train well by yourself. Have spells where you intentionally train by
yourself, to be sure you can still deliver the goods alone.
Daily review
5.83 For a few minutes every evening, review your day. Be sure you have a specific
time you do this review. If you just leave it for when you can fit it in, you will
end up not fitting it in.
5.84 Find out how you did in trying to make today another step towards achieving
your next set of short-term goals. Have all of today’s actions—training
(if a training day), diet and rest—met or exceeded the goals for the day? If
not, why not?
5.85 A daily critical analysis of what you did and did not do to take another step
forward will help you to be more alert to improving tomorrow. Some days
will be ruined by mini crises that destroy your good planning. When this
happens, learn from how you coped—or did not, as the case may be—so
that when something similar happens again, you are prepared for dealing
with it.
5.86 Never miss this daily appointment with yourself. is will help to ensure—
calamities excluded—that you always keep to your plan for training success.
If you extend this daily review to other aspects of your life—especially work
or business—you will find that it will help you there too.
5.87 Take as much control over your life as you can. Learn from your mistakes.
Capitalize on the good things you have done. Do more of the positive things
you are already doing, and fewer of the negative things.
Putting it all together
5.88 e combination of a training diary, training partner or supervisor, and the
daily review can bring about a huge increase in your training application. It
can move you into another sphere of seriousness and organization.
5.89 But all of this is academic. You must supply the determination, hard work
and persistence needed to make the organization deliver the goods. Most
114