????不過，雖然訓(xùn)練賽有其用途，但《完美練習(xí)》（Practice Perfect?）的作者們卻認(rèn)為，常規(guī)演練更加有效。常規(guī)演練針對(duì)某一項(xiàng)技能，要求以一種夸張的方式不斷重復(fù)。這樣一來，人們就可以專注某項(xiàng)具體的技能。比如，假如要練習(xí)的是如何回答不高興的客戶提出的問題，而不是主持一整場會(huì)議。每次模擬意外的客戶投訴后，你會(huì)得到反饋，之后再結(jié)合反饋重復(fù)進(jìn)行練習(xí)。

????給這種常規(guī)演練命名，可以培養(yǎng)團(tuán)隊(duì)的友情，也能迅速讓人們了解應(yīng)該準(zhǔn)備哪些內(nèi)容。例如，回答客戶懷有敵意的問題，可以命名為“嚴(yán)苛考驗(yàn)”練習(xí)。比如，可以在員工會(huì)議中間調(diào)節(jié)一下，讓兩位團(tuán)隊(duì)成員進(jìn)行“嚴(yán)苛考驗(yàn)”練習(xí)。通過這樣的小練習(xí)，可以讓你的人在面對(duì)真正不滿的客戶時(shí)，不會(huì)被嚇倒。

????3. 讓練習(xí)日?；?/strong>

????But while scrimmages have their place, the?Practice Perfect?authors point to evidence that drills are more effective. Drills isolate a skill and call for its repetition in a distorted form so you can focus on a specific skill. Rather than run a whole meeting, you practice answering questions from a clearly unhappy client. After each iteration of a mock unexpected client interjection, you get feedback, and repeat the iteration incorporating the feedback.

????Naming such drills creates both camaraderie within your team, and a shorthand way of letting people know, quickly, what to prepare for. Answering hostile client questions, for instance, might become known as "the gauntlet" drill. Halfway through a staff meeting, to shake things up, you might call on two people to do the gauntlet drill -- a little way to squeeze in practice before people face down a disgruntled client for real.

????3. Make practice a daily thing

????Time is likely the biggest obstacle to implementing a culture of practice in any organization. In the firefight of daily life, no one wants to add one more thing to the to-do list. But practice has outsized returns. A great musician who ceased practicing would soon cease to be great, and an organization that does not focus on getting better will be outperformed by an organization not willing to stand still. "People crave it," says Katie Yezzi of practice. "Once you start doing it people want to do it more. They want to get better at their jobs."

????Rather than carving out an hour for practice, incorporate it, as much as possible, into existing events and conversations. Model it yourself. Ask for feedback on how you ran a meeting or conducted a negotiation, and start by listing something you did wrong, to show people who report to you that critical feedback is expected.

????4. Hire people who want to practice

????Ultimately, creating a culture of improvement means hiring people who want to improve. Try giving feedback during an interview and see how a person responds. "If we interview two people and one is a 4 [out of 10] but is hungry to learn and eager for feedback, and is writing down feedback during the interview session, and the other is good -- an 8 -- but smug, we'll take the 4 on the assumption they'll pass the 8 in 18 months and take a lot of people with them," says Lemov.

????As Lemov, Woolway, and Yezzi write in?Practice Perfect, they've found that the top performers are inevitably "those who continue to strive, grow, and develop -- in other words, they continue to practice."