In November, we discussed those elusive leadership skills, the notion of collaborating with your rivals for the greater performance good, and the question of what it takes to deliver an effective mental skills programme.
We definitely saw some of you there but, if you didn’t make it, don’t worry. We were sat in the front row with a notepad and, having deciphered our handwriting, compiled a list of six factors for turning setbacks into springboards. It was one of the main themes across both days.
The summit wasn’t all that was happening at the Leaders Performance Institute during November and we reflect on insights into the fields of leadership, coaching, data and human performance and pose five questions.
Perhaps the answers will provide one or two nuggets to help you with your next project.
Do you have all the skills you need to lead?
Perhaps you’ve heard of the of the Peter Principle. The concept, devised by psychologist Laurence J Peter, states that people tend to be promoted to their ‘level of respective incompetence’. Think of the supreme technician who, upon promotion, finds themselves overwhelmed as a manager tasked for the first time with leading people.
Carole Mundell, the Director of Science at the European Space Agency, told the audience at the Oval that while she viewed herself as a creative and independent scientist, that wasn’t going to cut the mustard in an organisation designed by engineers.
“I’m learning to think like an engineer,” she said. “All of ESA’s structures and processes and how we operate comes from the mind of an engineer… We have a whole quality assurance system where we set our objectives and we say ‘what will we do?’ ‘What did we say we’d do?’ ‘Did we do what we said?’”
Take time to consider the missing element that might make you a better leader.
What is to be done during losing streaks?
David Clancy, a Learning and Development Consultant at the Houston Texans and Director at The Nxt Level Group, wrote that the answer lies in purpose. ‘In elite environments, whether you’re a player, coach, or part of the front office, the pressures and expectations are immense,’ he wrote. ‘But the best leaders, those who guide their teams with purpose, know that long-term success is rooted in meaningful work.
‘This drives individuals to not only execute their tasks but also to find value in how those tasks contribute to the big picture. Leaders who strive to inspire meaningful work allow individuals to not just survive pressure, but thrive under it, empowering them to embrace challenges as part of their career journey.’
Clancy highlighted three principles to cultivate meaningfulness in your teams:
Who are your friends in high performance?
You don’t need us to tell you how competitive things get at a world championships, Olympics or Paralympics, but there are things that transcend rivalry.
One such area is female athlete health, where the UK Sports Institute, US Olympic and Paralympic Committee, Australian Institute of Sport and High Performance Sport New Zealand have clubbed together to form the Global Alliance. This enables them to share resources and insight in this one particular field.
“We are all under-resourced, we’re overstretched in terms of the time that we’re wanting to spend in this space,” said Dr Rachel Harris, the Lead of the Female Performance & Health Initiative at the AIS. “We really wanted to try and allow the people that are working in our sporting organisations to be more proactive.”
Her peers are just as effusive. “I think it’s a natural step to build an international community; and we do have them, but they’ve been a bit ad hoc,” said Dr Helen Fulcher, the HPSNZ Athlete Performance Support Lead. The Global Alliance is, as she added, an opportunity to raise standards across female sport. “The focus is not just on individuals having great connections but what can we collectively do better for this group of athletes that we all care about.”
The Alliance has every expectation that its membership will grow in the near future.
How do you solve a problem like innovation?
Professor Fabio Serpiello, the Director of Sport Strategy at Central Queensland University, told attendees at Leaders Virtual Roundtable that the best way to approach innovation is to start by defining your problem.
To that end, he employs a range of models, including David J Snowden and Mary E Boon’s Cynefin Framework.
‘Cynefin’, which is pronounced ‘ku-nev-in’, is a Welsh word that signifies ‘the multiple factors in our environment and our experience that influence us in ways we can never understand,’ as Snowden and Boon wrote in their 2007 Harvard Business Review essay titled ‘A Leader’s Framework for Decision Making’.
The Cynefin framework, they continued, ‘helps leaders determine the prevailing operative context so they can make appropriate choices’.
Source: HBR
Snowden and Boone identified five operative contexts – simple, complicated, complex, chaotic and disordered. Serpiello touched upon each:
Simple contexts are stable and one can observe a clear cause-and-effect relationship (although there is a risk of oversimplification).
Complicated contexts are the world of known unknowns; multiple right answers exist, but they require analysis.
Here, there are unknown unknowns; and cause-and-effect relationships are only apparent in hindsight.
These are domains of no clear cause-and-effect relationships and high turbulence.
Is your mental skills work simple, relevant and applicable?
Mental skills coach Aaron Walsh wanted to understand the perceived gap between value and impact in his field and embarked on a research project.
It furthered his understanding and, as he wrote in an exclusive column for the Leaders Performance Institute, Walsh alighted on three principles for making mental skills work meaningful:
What we learned about turning underperformance into success at the Leaders Sport Performance Summit.
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A rich seam of answers ran through both days of this month’s Leaders Sport Performance Summit at the Kia Oval in London.
We listened to speakers from various sports organisations discuss their responses to setbacks. Teams including Chelsea, Racing 92, Harlequins and the Sydney Swans laid it all on the table. Several explained how they managed to turn things around.
Stephan Lewies, for example, captained a Quins team to victory over Saracens in October; their 17-10 win ending a miserable run of eight consecutive defeats to their Premiership rivals.
“Coming off a record like that,” said the South African lock, “you often look for answers in the wrong place.” Lewies explained that season after season Quins would change their usual approach when facing Saracens. This season they stuck to their guns and it paid off.
“When the pressure came on in this game, [we turned to] something we’d done for the whole season, for years previously, versus something new in the pressured moment.”
Kudos to Quins, but neither they nor anyone in sport has dealt with the difficulty of landing a probe on Mercury or the conundrum of trying to thaw a microscopic strand of ice on the lens of a space telescope 1.5 million km from Earth.
For Carole Mundell, the Director of Science at the European Space Agency [ESA], such stories represent another day at the office. Crisis after celestial crisis is routinely averted on Mundell’s watch by some of the brightest minds in astrophysics.
Of ESA’s triumphant run-in with the intrusive ice, she said: “Data gives you information. Information gives you knowledge. Knowledge only gives you insight and wisdom for action if you really understand what it’s telling you and how to interpret it with your own experience on top of that.”
Mundell feared impostor syndrome when stepping onto the Oval stage but her words instantly resonated with an audience of coaches and practitioners.
They also lead us nicely back to our original question: how do you turn setbacks into springboards? We bring you six interrelated smart tips from across both days of the summit.
1. Find the right skills to help you in a crisis
How does it feel to be under the cosh in your role? What tools do you lack in those moments? Carole Mundell has allowed herself to be shaped both by the crises she’s confronted and the organisation she leads. Instinctively, she’s a creative scientist, a physicist with the urge to investigate independently. Yet her work at ESA requires her to think like an engineer and commit to the team; these newly acquired skills have proven crucial in moments of crisis.
Carole Mundell
2. Seek key allies above you
Racing 92 were treading water in France’s Top 14 league when they appointed Stuart Lancaster as Director of Rugby. Lancaster, whose tenure began in 2023, was hired to transform their fortunes, but faced considerable obstacles. Language was one, culture another; he also knew he’d be working under his predecessor, Laurent Travers. Nevertheless, Lancaster felt that he was “pushing on an open door” thanks to the quality of his coaching work with England (2011-2015) and, in particular, Leinster (2016-2023).
The big question he asked himself was: should he tiptoe in or smash down the door? As Racing’s revival required more than a cosmetic makeover, he opted for the latter. With the help of his French coaching staff, Lancaster introduced a new working week, a new playbook, and called time on Racing’s long lunch culture. He could disregard those who labelled him an ignorant ‘Anglo-Saxon’ thanks to the relationships he forged with Travers and the Racing board.
Stuart Lancaster
3. Who are your key influencers?
The Sydney Swans had to dust themselves off following their 2022 AFL Grand Final defeat. John Longmire, who this week stepped down as the Swans’ Senior Coach, led them back to the Grand Final again this year. Since leaving London, he has handed the reins to his assistant Dean Cox, who will renew the team’s fight for a first flag since 2012. The factors that propel a team one season will not necessarily apply the next, but Cox is sure to emulate Longmire in learning and applying the lessons from another painful defeat. In dealing with setbacks, Longmire always leaned heavily on the key influencers in his “ecosystem”.
John Longmire
4. Don’t be afraid to let the wrong people walk away
When Chelsea won the Champions League in 2021, the club would not have expected to slump to a 12th-place finish in the Premier League just two years later. Nor would they have predicted the organisation narrowly avoiding oblivion and a subsequent change of ownership. Bryce Cavanagh was hired as Performance Director in the summer of 2023 and, while he has long been considered one of the best in the business, an arduous task awaited him.
He admitted his presence created a sense of risk and vulnerability in some quarters, but he was fair in setting out his stall. Some relished the challenge of staying to help build a fresh performance strategy (a work in progress, he admitted), but others sought roles elsewhere. Cavanagh was willing to let them go.
Bryce Cavanagh
5. Have the difficult conversations quickly
As captain of Harlequins, Stephan Lewies regularly faces difficult conversations. They are of added importance when the chips are down and tempers are frayed. Time and again, as Lewies explained, he has been able to plot a path out of disharmony by being proactive, acting fast and ultimately putting the team first. A leader should also strive to understand multiple points of view without leaping to conclusions.
Stephan Lewies
6. Prioritise your stress and emotional responses
Success and failure both present psychological and emotional challenges. In 2021, the UK Sports Institute introduced its ‘Performance Decompression’ tool to help athletes and support staff transition back to daily life following intense competition periods. The tool consists of four phases: first there’s the post-event ‘hot debrief’ followed by ‘time zero’, which, as the UKSI website explains, focuses on ‘restorative care in a soothing place’; then it’s ‘process the emotion’ and, finally, a ‘performance debrief’.
The tool can be used anywhere. British 1,500m runner Jake Wightman, for example, chose a sofa in a Twickenham café to unpick his underperformance at the Tokyo Olympics. A year later he was world champion and, while there was much more to it, psychologist Sarah Cecil believes the tool helped Wightman to plot his comeback. She and the UKSI’s Head of Performance Psychology, Danielle Adams Norenburg, are also happy to teach their tool to any individual or organisation who may find it useful.
Sarah Cecil
So says Fabio Serpiello of Central Queensland University, who explains that innovation will remain elusive if all the technology does is complicate your problems.
Your answer is likely to be governed by your levels of confidence in a tech modality, which will be influenced by its accuracy and reliability, its ability to help deliver insights, and its applicability to the performance problem at hand.
In the second session of this three-part virtual roundtable series titled ‘How to Approach Innovation’, Professor Fabio Serpiello, the Director of Sport Strategy at Central Queensland University, led a discussion on how coaches and practitioners might employ a decision-making framework to inform how they use technology to innovate.
“I think we’re on a plateau in tech when it comes to innovation,” he told the virtual roundtable. “Technology needs to solve problems for the decision maker. The definition of ‘innovation’ is finding new ways to solve problems. Technology needs to support the decisions you make – if tech is not supporting that, then you have a problem.”
This session explored David J Snowden and Mary E Boon’s Cynefin Framework to help attendees better understand and define both their innovation challenges and the role technology might play in solving them.
Software: the difference-maker
Serpiello contemplated the future and is in no doubt where tech will best aid innovation work. “If you look at hardware or software, there is some cool innovation coming in the hardware space with patches and smart materials,” he said. “But I think the future is in the software.”
He feels that effective software will be defined by its ability to:
The Cynefin Framework
Serpiello spoke of his efforts to find a framework for decision-making and adapting it for tech in the world of sport. He alighted upon the Cynefin Framework.
‘Cynefin’, which is pronounced ‘ku-nev-in’, is a Welsh word that signifies ‘the multiple factors in our environment and our experience that influence us in ways we can never understand,’ as Snowden and Boon wrote in their 2007 Harvard Business Review essay titled ‘A Leader’s Framework for Decision Making’.
The Cynefin framework, they continued, ‘helps leaders determine the prevailing operative context so they can make appropriate choices’.
Source: HBR
Snowden and Boone identified five operative contexts – simple, complicated, complex, chaotic and disordered. Serpiello touched upon each:
Simple
Simple contexts are stable and one can observe a clear cause-and-effect relationship (although there is a risk of oversimplification). “Your job as a leader is to make simple, quick decisions based on categorising the information available to you,” said Serpiello. “The technology that we use in the simple domain should be able to categorise information and communicate it easily.”
Complicated
Complicated contexts are the world of known unknowns; multiple right answers exist, but they require analysis. Serpiello said: “Your job as a leader is to sense, analyse and respond” and “the tech in this space needs to be focused on analysing the environment and then communicating a response”.
In Serpiello’s opinion, training falls between simple and complicated from a decision-making point of view. “The majority of what we do happens in training and it’s where we can control the most variables,” he added.
Complex
Here, there are unknown unknowns; and cause-and-effect relationships are only apparent in hindsight. “Most sport competition is complex,” said Serpiello. “You have relationships between athletes, coaches, the environment, the scorelines etc.”
Here, “your role as a decision maker is to probe the environment, sense, and respond,” he continued. “So probing, as in inserting something into the system to get a reaction, to get an answer – technology should be able to support that.”
Chaotic and disordered
These are domains of no clear cause-and-effect relationships and high turbulence. “In a chaotic environment,” said Serpiello, “you act first, then you sense, then you respond”. This tends to refer to catastrophic events, although if an athlete failed a doping test, for example, the team may be thrown into chaos and disarray.
“If you’re using tech, it needs to be able to support your quick action. So I don’t think it applies often in performance,” he added. “So, in my opinion, performance happens between a simple, complicated, and complex environment.”
Load monitoring: from the complex and complicated to the simple?
Using load monitoring as an example, Serpiello explained how tech use in the complicated or complex domains can lead to confusion and leave decision-makers overwhelmed.
“Most of this technology is sold to us as allowing you to do complex stuff, complex analysis, 100 metrics,” he said, “and you collect all this data, but perhaps it’s not the right way to use it.” Instead of focusing on sensing and analysing, “tracking technology should be used in a simple decision-making framework”.
He emphasised that technology should simplify decision-making rather than complicate it; and perhaps load monitoring technology currently has its best application in categorising the outcome of drills. “Your athlete management system tells you ‘yes, you’ve met this goal’ or ‘no, you haven’t’,” he added.
Serpiello also suggested that once the simple aspects were well-managed, organisations can then explore more complicated or complex analyses. “Is the decision maker at training – the coach – actually making the right decision with their tech? I don’t know.” He explained that he would use the aforementioned frameworks if he were a coach. “I would use an innovation framework first to inform the performance challenges and a decision-making framework to say, ‘OK, do we actually have the right tech for the right decisions?’”
Final thoughts
Can technology help define problems more effectively? By leveraging technology, perhaps a coach or practitioner can identify the necessary expertise and perspectives needed to tackle their challenges.
Sustained innovation may appeal for its perceived lower risks, but it is important to first define the problems you face. With this in mind, should the focus, in fact, shift to better research?
There is immense value in engaging external experts who can provide different viewpoints on interpreting data and findings.
The Cynefin Framework can help people to organise their thoughts around decision-making and technology. It also allows for a better understanding of how to align technology with the specific needs of their environment.
Further reading
‘Innovation’ Means Different Things to Different People – No Wonder Progress Can Be Hard to Track
The Leaders Performance Institute reflects on an afternoon of learning at the Tate Modern.
Clancy, a learning and development consultant with the Houston Texans and Director at The Nxt Level Group, was speaking at the October launch of his new book Essential Skills for Physiotherapists: a Personal and Professional Development Framework at London’s Tate Modern Gallery.
“Maybe this day will make you think a little bit more into that question,” he continued.
The gallery’s East Room, with its panoramic views of London, is a suitable backdrop for some of the brightest minds in sports science and medicine. Each of them knows there’s more to their success than talent.
“When we’re in college, we’re taught the technical, clinical, hard skills, but it’s the soft skills that make a difference,” said Clancy.
Essential Skills is an effort to address that reality, bringing together as it does experts who, in some cases, had never previously met in order to collaborate. “That’s the beauty of the book because it shows we can all get better together.”
The book’s proceeds will go to Children’s Health Ireland [CHI], a cause dear to Clancy and his family given the care they have provided to his four-year-old daughter Grace. “This way I can help people like my daughter and her friends.”
Clancy then introduced his roster of speakers – friends, collaborators and mentors – all of whom had wisdom to share.
Here, the Leaders Performance Institute picks out five thinking points to help you reflect on Clancy’s original question: are you doing what you want to be doing?
1. Define the behaviours that will take you from potential to peak
First onstage was James Kerr, the author of the renowned Legacy, who detailed the lessons leaders can take from New Zealand’s All Blacks.
He explained that the right behaviours are the real “force multiplier”. Good behaviours, whether you’re an athlete, coach or practitioner, will “take you from potential to peak more consistently”.
For the All Blacks, that may mean ‘sweeping the sheds’ but how does that look in your environment? What will enable you to show up more often and apply the right behaviours?
2. Seek to understand, find common ground
Behaviours shouldn’t be separated from your values, but how comfortable are you calling out poor behaviours? Any discomfort you feel may be amplified if you’re a woman trying to progress in a male-dominated environment.
Alicia Tang, the Head of Academy Medicine & Physical Performance at Derby County, recognises this “internal battle” well enough and believes the first step is to speak to the relevant stakeholders. “Seek to understand, find common ground, and then work on the resolution,” she said during the second session.
This view is shared by business consultant Michelle Carney, who said, “If you meet people where they are, you’ll find the right people”. They will not only be colleagues but allies.
“I think it’s definitely empowering when you have those people around you,” says Ashar Magoba, the Lead Academy Physiotherapist at Charlton Athletic, who is also starting to work with the club’s first team. “Perhaps those people can see something in you that you don’t quite yet see yet.”
3. Take a look over the fence
Where do you look for insights and inspiration? Jack McCaffrey, a six-time All-Ireland Senior Football champion with Dublin GAA, enjoys himself in his day job as a paediatric doctor at CHI at Temple Street in Dublin. “I get to hang out with kids all day; and kids are just great,” he told performance coach Ronan Conway during their fireside chat in session three.
In some ways, McCaffrey’s medical career is a sanctuary from his Gaelic football (particularly following a bad result). One could say the players of the strictly amateur Gaelic games in Ireland have a natural separation between the athlete and person that can often be lost in professional sports.
During his intercounty career, McCaffrey’s work also gave him lessons to take back to the Dublin panel, where the training environment was, to all intents and purposes, a professional setting.
“Most of my learning of dealing with high-pressure situations has come from work,” he said. “How to remain cool, how to have feedback loops, how to make sure you’re sticking to algorithms.”
4. Find the information in your trauma
In sport, we continually speak of ‘controlling the controllables’ and yet 95% of human brain activity is subconscious. It is a troubling thought for life coach Mark Whittle, the Founder of the Take Flight performance consultancy, as he told us during the fourth session.
His presentation returned to the question of behaviours, which he said are governed by both our drive towards pleasure and wish to avoid pain. Tied up in that avoidance of pain is fear, which can be born of trauma.
Consider a setback you’ve suffered: how can you learn from that event and respond appropriately? “What can you make it mean?” Whittle asked the audience.
5. Identify your gaps
It takes humility to recognise what it takes to excel in a new role. In the final session, Jeff Konin and Trevor Bates warn of the Peter Principle. The concept, devised by psychologist Laurence J Peter, states that people tend to be promoted to their ‘level of respective incompetence’. Think of the supreme technician who, upon promotion, finds themselves overwhelmed as a manager tasked for the first time with leading people.
For Konin, the important thing is finding your ‘where’ when looking five or ten years into the future. “What skills do you need that you don’t currently possess?” said the Clinical Professor from Florida International University.
Similarly, Bates may be the President & CEO of Mercy College in Ohio, but he has no problem with being the “pupil”. He said: “I might be the one who moves a programme forward, but intellectually I might be a pupil in that space.”
Essential Skills for Physiotherapists: a Personal and Professional Development Framework is available now from Elsevier.
David Clancy and Alexia Sotiropoulou set out strategies for leaders to inspire meaning, fulfilment and belonging in their people.
Purpose is the north star that guides us through adversity, keeps us focused amidst distractions, and fuels our long-term engagement. When leading yourself and others, the power of purpose cannot be understated. It’s about creating an environment where every individual finds meaning in their role, feels fulfilled in their contributions, and experiences a sense of belonging to something greater than themselves.
Purpose-driven leadership is not just about results. It speaks to human connection; when one feels seen and heard. Great leaders cultivate deep relationships with their teams, which comes by empathy, trust, and support. The connection between a true leader and their team hinges on a shared understanding of what motivates everyone on a deeper level. As John C Maxwell puts it, “People don’t care how much you know until they know how much you care.”
It’s more than just retention
Gallup and studies reported in HBR often highlight that employees who find meaning in their work show increased productivity and retention. One well-cited article is ‘Meaning Is More Important than Happiness’ by Emily Esfahani Smith, which explores the impact of meaningful work on wellbeing, productivity and engagement. Deloitte highlighted in their Global Human Capital Trends Report of 2019 how employees who find purpose in their work are more likely to stay with their employer. That makes sense. A great place to work is a great place to work.
As Simon Sinek, leadership expert and author of Start with Why, says: “People don’t buy what you do; they buy why you do it.” This fundamental concept applies not only to customers but also to team members, colleagues, and leaders. By fostering purpose in yourself and others, you align actions with deeper values, creating a culture where high performance and personal fulfilment coexist.
Meaningfulness: a compass in uncertain times
Meaningfulness isn’t just about liking what you do; it’s about understanding why it matters. In elite environments, whether you’re a player, coach, or part of the front office, the pressures and expectations are immense. The need to win, deliver results, and meet expectations often dominates the narrative. But the best leaders, those who guide their teams with purpose, know that long-term success is rooted in meaningful work. This drives individuals to not only execute their tasks but also to find value in how those tasks contribute to the big picture. Leaders who strive to inspire meaningful work allow individuals to not just survive pressure, but thrive under it, empowering them to embrace challenges as part of their career journey.
Three principles to cultivate meaningfulness:
Fulfilment, fuel for high performance
Fulfilment is about finding personal satisfaction in the work you do. It’s that feeling of deep contentment that comes from using your strengths to their fullest potential and knowing that what you do matters. In high-performance sporting environments, the external pressures can sometimes overshadow personal fulfilment, but when fulfilment is present, individuals feel more locked-in and resilient.
Fulfilment creates a ripple effect throughout the entire organisation. When team members feel fulfilled – filled full if you would like – they bring their best selves to work, inspiring those around them to do the same.
Four ways leaders can foster fulfilment:
Case in point, Dennis Rodman. Here is a prime example of where recognition can be seen, by how Head Coach Phil Jackson managed his Chicago Bulls squad during the 1995-96 season. Jackson often recognised Rodman, not just for his defensive prowess, hustle and rebounding, but for his unique role, style and intensity on the court. By publicly acknowledging Rodman’s contributions, Jackson built Rodman’s confidence and reinforced his core value to the team, despite his unconventional approach. This clear recognition played a critical role in fostering trust, thereby maximising Rodman’s performance. The Bulls had a historic 72-win season.
Belongingness, the glue that binds it all
At its core, belongingness is about feeling valued and accepted by the group. High-performing teams that experience a strong sense of belonging operate on a different level.
One of the guiding principles within the All Blacks is the Māori concept of ‘Whānau,’ which means ‘family’, but it extends beyond immediate relatives to include the team as a whole unit. Players are taught to understand that when they put on the famous black jersey with the silver fern, they are not just playing for themselves, but for their teammates, their country, and the generations of players who came before them.
Belonging. Part of something bigger.
It’s a powerful feeling to know that you are a part of something bigger than yourself, like helping to put someone on the moon.
Four strategies to create a sense of belonging:
Final thoughts
Leading yourself and others with purpose is about much more than reaching performance goals. Before you can lead others, you must first lead yourself. Leading with purpose involves setting common value-based goals, staying focused in the choppy seas of collaboration and motivating yourself and your team to stay on track, with eyes on the prize.
To lead yourself with purpose, you need to define your own personal mission, vision and values.
Start there.
These are your guiding principles to help shape decisions and actions aligned with your purpose. You must also set clear goals for yourself and develop a plan to make them happen. This will take discipline and fortitude. Give it a go, starting today.
As with anything in high performance, you need to find what works for you first. So off you go.
David Clancy is a Learning and Development Consultant at the Houston Texans and Director at The Nxt Level Group. He is also the Editor of Essential Skills for Physiotherapists: A Personal and Professional Development Framework, which is available now from Elsevier.
Alexia Sotiropoulou is a Co-Founder & International Markets Specialist at the The Nxt Level Group. She is also a Public Relations & International Sales Specialist at the Isokinetic Medical Group.
If you would like to speak to David and Alexia, please contact a member of the Leaders Performance Institute team.
David Clancy, Richard Kosturczak and Ronan Conway explore the identifiers of team cohesion and the fundamental building blocks that separate the great from the good.
Without it, even the most skilled groups falter. As Peter Guber, the CEO of Mandalay Entertainment and Co-Owner of the Golden State Warriors, LA Dodgers and LA FC said, “Without social cohesion, the human race wouldn’t be here. We’re not formidable enough to survive without the tactics, rules, and strategies that allow people to work together.” This principle is as true in modern business organisations and elite sports as it was in our evolutionary history.
High-performing teams aren’t just thrown together without thinking. They are intentionally built through careful design, clear communication, and shared goals. It’s about finding the blend where roles, responsibilities, and diverse perspectives align, allowing every individual to leverage their strengths for the benefit of the collective.
So, how do we achieve that cohesion, especially in environments where team members may not fit neatly into traditional roles? How do we ensure that the whole team operates as a cohesive unit, even when differing opinions and reporting lines exist?
Finding the sweet spot
Cohesive working requires creating an environment where finding the sweet spot means aligning team members’ roles and responsibilities in a way that meets both organisational goals and individual capabilities. It’s about meeting in the middle – ensuring that while everyone contributes their unique expertise, they also respect the collective objective.
Leaders play a pivotal role in facilitating these moments of alignment, ensuring that when opinions or methods differ, the focus stays on finding the most effective solution, rather than reinforcing silos, judgements or personal agendas. In this sense, cohesion is about not just collaboration, but collaboration that works toward shared objectives, adapting as needed to meet challenges in real time.
The building blocks
The foundation of a cohesive team lies in four critical elements:
These building blocks allow for cohesion even in complex or unconventional team structures.
Identifiers of high cohesion
How a team clicks: does it work in harmony? Knowing where to look is essential for identifying how well a team is functioning together. Here are some concepts to look at for indexing this sense of ‘teamwork’.
These markers are crucial for evaluating is a team functioning as a tight unit. You could use these identifiers as a means for tracking and measuring how well the team is doing.
When these indicators are robust, the team’s ability to perform at a high level is elevated.
Ensuring that everyone is on the right bus – and in the right seat on that bus
Ensuring that people have the right roles and responsibilities in a team isn’t as simple as matching a title to a task. Often, it requires rethinking traditional organisational designs. Instead of relying on predefined job descriptions, high-performing teams focus on matching skills, expertise, and interest to the actual needs and musts of a team. This flexibility ensures that individuals are positioned to succeed, even if their role falls outside a traditional org chart.
The best approach is to identify the key outcomes the team needs to achieve and then allocate responsibilities based on who is best suited to drive those outcomes. It’s not uncommon for someone to hold responsibilities that cross functional boundaries, but as long as clarity exists, cohesion can still thrive.
The goal is not to fill predefined slots but to build a dynamic, flexible system that adapts to the needs of the moment, such is the demands of elite sport.
Good on paper vs good in reality
It’s easy to assume that a team looks perfect on paper – each role clearly defined, each person seemingly in the right position. But the reality is often far more nuanced. Good on paper might mean that organisational charts, roles, and responsibilities are technically correct, but it doesn’t account for the personal dynamics, communication styles, or agility of the individuals involved.
Good in reality, on the other hand, refers to teams that function well in practice, in the training room, on the field – when it counts, when pressure comes. This requires fluidity, acknowledging that roles may overlap, opinions may diverge, and people may need to step outside of their ‘assigned’ lanes to help the team succeed. Cohesion in the real world demands malleability, trust, and a willingness to change when necessary.
Managing differing opinions
It’s quite common for teams to have two people with different opinions or views reporting to different leaders. This could be shaped by the individual’s personality predisposition, such as are they more Type A and Type B, for example. These differing views, opinions and traits can create friction – but in high-performing teams, this diversity of thought is seen as a strength, something to be amplified, if positioned well. It pushes the team toward innovation and deeper problem-solving. The key is to ensure that these differing opinions don’t lead to disjointed decision-making and fragmentation.
This is where a decision-making model becomes critical. Leaders should establish processes that guide how decisions are made, who gets the final say, and how differing viewpoints are resolved. For instance, a performance director may not need to make the final call on a return to play decision, but having the A-Z flow will make this decision ‘cleaner’. Each professional stays within their expertise, but they collaborate through a framework that aligns with the team’s overarching goals, such as getting the player back on the pitch after an injury.
Overseeing the decision
Who oversees the decision-making model depends on the structure of the team, but it’s crucial that not every decision needs to reach the top. In well-functioning, cohesive teams, there are levels of authority and autonomy, allowing for faster and more efficient decision-making. Sometimes, well-oiled departments have decentralised command structures, often seen in the military. For example, a doctor doesn’t need the performance director’s approval to prescribe treatment, but the doctor and the PD must work within an established system that ensures consistency and alignment with the team’s overall strategy and vision from a sporting director.
The model should be overseen by those who understand both the day-to-day operational needs and the bigger picture. One needs to be able to zoom in, but also out. This is often a middle ground between front-line team members and senior leadership; this ensures that decisions are informed, timely, and strategic.
Cohesion reading
As a leader, you have likely accumulated a bank of time in teams and groups, from school, university, your organisation, etc. Thus, you have experienced a wide spectrum of people dynamics, cultures and environments. Think of the moments where something felt ‘off’. The energy seemed blunted. People were preoccupied with relational issues, toxic rhetoric, or disgruntlements. In these environments, the task at hand sometimes became secondary. On the flip side, when a team felt closer, it felt ‘right’. In these moments, energy flows… it bends… it adapts like a river. People are locked in, focused on the team vision. Why? Because these relationships are grounded on bone-deep trust and mutual respect.
Call it intuition. Gut feel. Emotional intelligence. This is how you gauge how cohesive a team feels, like a barometer for linkages.
The next time you walk into a team meeting or the changing room, allow yourself a moment to take a reading of the room. Pause and step back. Take a breath. Watch your people. Track their body language and eye contact. How do they greet each other and interact? Listen in. Note the intonation, the laughter, the silence. This is all data.
Is the energy flowing or is it stuck? Notice what you are picking up. Trust it. Take note.
Connection is a separator of great teams
If role clarity, conflict resolution, collaborative decision-making and mutual accountability are the bricks in the house, connection is the cement that binds it all. The quality of our team interactions is heightened when we feel psychologically safe with others, valued and respected. We remain open and engaged and are less likely to shut down or retreat into a corner.
So, how do we foster this connection more?
The elite coaches and managers take no chances in this area. Connection must be intentional. It is not something that one assumes will happen in a performance café or at a team-building Christmas party per se. Just as time is allocated in the weights room to build muscle, elite teams dedicate time to strengthen the collective muscle. This can be bridged by facilitating conversations with individuals to enable them to take stock and interact on a meaningful level. In doing so, they reinforce their connections between teammates, the jersey, their why, legacy and their higher purpose.
A great example of this deliberative connection-building comes from Europe’s Ryder Cup win in 2023 at the Marco Simone Golf and Country Club. Post victory, Rory McIlroy reflected on when his team started to take shape, under the leadership of Luke Donald, their team captain at the time, and European Captain for the 2025 Ryder Cup. On a practice trip in the lead-up to the tournament, putting greens, driving ranges and tactics boards were swapped for an ‘amazing experience’ around a fire pit. The team reflected on topics like ‘why they love the Ryder Cup so much’, and ‘having parents that sacrificed a lot for them’. This moment helped galvanise the European team.
Now to The Last Dance. In 1998, Phil Jackson, the Head Coach of the Chicago Bulls, gathered Michael Jordan, Scottie Pippen, Dennis Rodman, and co. He asked them to write about what their Bulls team meant to them before each player read aloud to the group. After they all had their turn, Jackson symbolically lit the tin cup filled with papers on fire, and all the Bulls watched on and felt more connected. “One of the most powerful things I’ve ever seen”, said current Head Coach of the Golden State Warriors and former Chicago Bull, Steve Kerr. The rest is history.
Final thoughts
Building cohesion and connection is about far more than getting the right people in the right roles – it’s about finding that sweet spot where collaboration thrives, even when team structures or opinions don’t fit the mould.
The successful teams of the past, whether this is Manchester United Football Club under Sir Alex Ferguson, the All Blacks of 2011 to 2015, or the Red Sox after they broke the curse, they all built strong foundations of trust, clear communication, and adaptable roles.
Teams can become great, making decisions that are informed by a diverse range of perspectives yet aligned toward shared goals. By implementing robust decision-making systems and processes, and fostering environments where flexibility, connection and trust are prioritised, high-performing teams can unlock their full potential…navigating complexity with confidence, and a higher sense of team.
David Clancy is a Learning and Development Consultant at the Houston Texans and Director at The Nxt Level Group. He is also the Editor of Essential Skills for Physiotherapists: A Personal and Professional Development Framework, which is available now from Elsevier.
Richard Kosturczak is a Market Specialist at The Nxt Level Group and Specialist Physiotherapist.
Ronan Conway is a Team Connection Facilitator, who has worked with teams including the Ireland men’s rugby team and Dublin GAA, Ireland’s most decorated Gaelic football team.
If you would like to speak to David, Richard and Ronan, please contact a member of the Leaders Performance Institute team.
David Clancy and Richard Pullan set out their strategic and intentional approach to network building in a high-performance world of ever-growing complexity.
In today’s fast-paced world, high-performing individuals and teams face increasingly complex cognitive demands. These challenges are not just about processing information but also about managing stress, navigating uncertainty, and maintaining clarity amid competing priorities. This is where the power of strategic and intentional network building comes into play.
There are several means available to help build this network. They include purposeful twinning with others, developing an ecosystem of critical friends and identifying a web of second-opinion teammates. Each of these connections provides leaders with the means to make more informed and rounded decisions, make perspective shifts as well as provide objective feedback.
Twinning
‘Twinning’ refers to the practice of forming reciprocal partnerships with other teams or organisations that share similar goals, challenges, or conundrums – perhaps they might even be competitors, if the context makes sense. This is a huge part of what the Leaders Performance Institute does, in fact, forging ‘partnerships’ with teams and individuals. This is how the Houston Texans of the NFL became professional friends with the Texas Rangers of MLB, as an example. This symbiotic relationship allows for mutual learning and growth, where both parties can share best practices, resources, and insights. A term we often hear is ‘collaboration over competition’ – we can all row the boat faster if we are willing to exchange protocols, philosophies and pain points.
Professional sports teams all face their unique set of struggles but, oftentimes, there are numerous similarities with these. Sharing best practices and ways to approach challenges is a significant benefit downstream of this pairing. By ‘linking’ with another team, leaders can expand their knowledge base, reduce the isolation often felt in high-pressure roles, and benefit from other viewpoints.
In terms of innovation, if teams are open to sharing what they do (to a degree), how they do it, etc, they can draw on the experience and solutions already implemented elsewhere. This save them time, effort, and energy. Food for thought.
Critical friends
Critical friends play a unique role in leadership, deliberation and decision-making. A critical friend is someone who offers candid, constructive feedback and is unafraid to challenge assumptions. This is ideally someone outside the team/ franchise. They are trusted individuals who can act as a sounding board for ideas, provide a second perspective, and offer checkpoints when needed.
Creating and nurturing these ‘friends’ requires energy and effort, but the payoff can be huge. As an example, if you are ideating a new return-to-play system and method, bouncing ideas off someone with exposure to this in another environment could help make your system better. A no-brainer if you ask us!
We have witnessed the benefit in relation to cognitive demand also, as critical friends offer a safe space to validate thinking and refine or rethink ideas. Critical friends help prevent blind spots, biases and assumptions by encouraging the leader to pause and reflect before executing a critical task. The best critical friends strike a balance between support and challenge. They are not afraid to disagree, but they do so with the intention of helping the leader grow.
Second-opinion teammates
Second-opinion teammates (teammates being a crucial word) serve a similar purpose, offering alternative viewpoints to ensure a more well-rounded decision-making process, such as another set of eyes on an MRI report and image for a hamstring injury.
Particularly in high-stakes environments, seeking a second opinion reduces cognitive stress by distributing the weight of responsibility and allowing leaders to feel more confident in their choices. Knowing that a trusted colleague has reviewed the same data or proposal with rigour and objectivity can provide a sense of reassurance and clarity.
Strive to stock a bullpen of second-opinion teammates. It’s a game-changer.
Mentorship
“The delicate balance of mentoring someone is not creating them in your own image, but giving them the opportunity to create themselves”, said Steven Spielberg. To create themselves entails helping one to find their way. Consider giving a project to a more junior member of staff from a senior ‘mentor’, rather than the ‘easier’ option, of giving the project to a ‘middle manager’ who has done the type of project before. That’s an example of what this could look like.
Mentorship is a timeless strategy – one for managing both the emotional, physical and intellectual demands of leadership. This is typically someone with more experience who can offer guidance, advice, and lessons learned from mistakes, and successes. Great mentors provide leaders with the tools to think more effectively for themselves, enabling them, giving them their own toolkit; this helps them navigate complexity, prioritise, and mitigate stresses. They leave breadcrumbs behind.
Mentors can help leaders manage cognitive demands by offering perspective on what truly matters, helping to sift through the noise and focus on the signal i.e. what is essential. They also provide historical insight, showing leaders that many challenges they face are not new and can be tackled using time-tested methods. This reduces the sense of overwhelm that comes with thinking one must always reinvent the wheel. The issue you are facing has been faced and solved before.
Moreover, mentors are invaluable in helping leaders manage their wellbeing, as they can provide reassurance and encouragement when times get tough and they can acknowledge that these times come with the intense world of competitive sport.
Building a network
In high-pressure environments, leaders often find themselves juggling multiple competing priorities, balancing short-term, ‘urgent’ demands with long-term, ‘important’ goals.
Here are five reasons for nurturing a network to help with this:
What makes a good mentor?
The best ones share several key traits that make them invaluable in helping leaders grow and meet the demands of high-performance sport.
Here are five traits we often see:
And let’s not forget that mentors need mentors. This could be your partner at home, as an example.
So, here’s our challenge for you reading this article today – take on a mentorship role in some capacity, to give back…to pass the ladder down, as it were.
Final thoughts
In today’s fast-paced and ever-evolving landscape in high-performance sport, a leader’s success isn’t just defined by individual strength – but by the strength of their network. Jobs these days in sport are complicated and complex. It is now rarely possible for one individual to serve a function fully without seeking support from other disciplines, to deliver the final solution to a given problem.
By cultivating relationships through twinning, critical friends, second-opinion teammates, and mentorship, leaders create a support system that fosters psychological safety, collaboration, and continuous learning. These connections enable leaders to confidently navigate complexities, make incisive decisions, and lead afront with impact. After all, just as every great athlete stands on the shoulders of their team, no leader can truly flourish without a trusted network standing behind them.
David Clancy is a Learning and Development Consultant at the Houston Texans and Director at The Nxt Level Group. He is also the Editor of Essential Skills for Physiotherapists: A Personal and Professional Development Framework, which is available now from Elsevier.
Richard Pullan is a Director at The Nxt Level Group, the Visionary Founder of The Altitude Centre, and leads the training of clients for flash ascents of Everest and other 8,000m peaks, while also preparing professional athletes and elite sports teams. He is formerly of Sporting Health Group.
If you would like to speak to David and Richard, please contact a member of the Leaders Performance Institute team.
In the second part of this miniseries, David Clancy and Michael Davison explain why there’s more to interdisciplinarity than merely assembling experts. In fact, it requires an environment that lets diverse knowledge flow, interact and coalesce into something far greater than the sum of its parts.
A story of interdisciplinarity
Let’s start with Jack Draper.
Imagine Draper, who is the currently the No 1 British men’s tennis player (currently ranked 20th on the ATP Tour) seeking that extra edge to stay at the top. His success isn’t just the result of raw talent or relentless training. Behind the scenes, he has a backroom team seemingly working in support of him – a nutritionist optimising food intake and hydration, a sports psychologist fine-tuning performance under pressure, a physiotherapist managing recovery, and a strength coach – pushing physical limits. Each expert has mastery, but what sets this team apart is how they interact and click.
To reach this point, Draper’s coach, James Trotman, didn’t just talk tennis strategy. He collaborated with Draper’s physiotherapist to adapt his game around his body’s capabilities. The psychologist worked closely with the strength coach to ensure mental resilience matched Draper’s physical preparation. Let’s not forget that the player himself was at the centre of this interdisciplinary team, which like most sports is player-focused. Each discipline flowed into the other, creating a holistic approach that made Draper not just a better tennis player, but a stronger, more balanced athlete.
The secret to his rising dominance wasn’t just in individual expertise, it was in the ‘interdisciplinary’ synergy that allowed his team to anticipate challenges, innovate, and help him evolve in a way no single expert could have achieved alone. This ‘collective intelligence’, and high-level teamwork, propelled him to achieve even greater heights, proving that in today’s complex world, true success is a team effort built on the integration of diverse applied knowledge and experience.
So, what is interdisciplinarity and how is it different?
Interdisciplinarity is the fusion of knowledge from multiple fields to tackle complex problems that no single discipline can solve on its own. This differs to a multidisciplinary or transdisciplinary model; the former is when experts from different disciplines work in parallel on a common problem, but each remains within their own disciplinary boundaries. The latter relates to the integration of academic disciplines by involving stakeholders outside of traditional academia (e.g., community members, policymakers) to co-create new knowledge and solutions.
All approaches seek to leverage multiple perspectives and areas of expertise to solve complex problems, but they differ in how deeply the knowledge is integrated and in the level of collaboration. Multidisciplinary maintains strict disciplinary boundaries, interdisciplinary integrates them, while transdisciplinary dissolves these boundaries completely. Multidisciplinary focuses on parallel efforts, interdisciplinary on integrated collaboration among academic disciplines, and transdisciplinary on forming external stakeholder engagement. Multidisciplinary brings together separate expertise, interdisciplinary synthesises it, and transdisciplinary creates frameworks that include non-academic insights, in a nutshell.
Back to interdisciplinarity
In a world where challenges are increasingly multifaceted – spanning biology, psychology, sociology, technology and beyond – interdisciplinary approaches are critical to innovation, creativity and progress. Research shows that teams combining diverse expertise produce more inspired and robust solutions, with improved and more accurate group thinking (Rock & Grant, 2016), leveraging what’s known as collective intelligence. This approach fosters interactional expertise, where individuals, though not specialists in all fields, become adept at understanding and integrating knowledge across domains, enhancing the team’s ability to solve problems from multiple perspectives. This is cross-functional working at its best.
Studies in cognitive science and organisational behaviour confirm that interdisciplinary teams outperform homogeneous ones in problem-solving, originality, and adaptability. By blending insights from different scientific traditions, interdisciplinarity accelerates breakthroughs that shape our future in high performance sport.
The Expert Compass
Visualise a group of elite performers – whether it’s a special operations military unit or an executive leadership team at a multinational – coming together to tackle a complex challenge.
What sets these teams apart from the rest? It’s not just that they each possess individual expertise, it’s that they know how to navigate their combined expertise with precision and ownership. Enter the Expert Compass, a mental map that allows high-performing teams to leverage the unique knowledge of each member while orienting toward a shared, clearly aligned goal.
In an interdisciplinary team, the compass acts as a guide, ensuring that no single expertise is overvalued or sidelined. Instead, the team becomes adept at knowing not just what expertise is needed, but when and how to use it effectively. They know who to turn to for specific knowledge, and more importantly, they understand how to integrate that knowledge seamlessly into the problem-solving or decision-making process.
This is where the power of interdisciplinarity reveals itself. Instead of working in silos, where experts are isolated in their own domains, the team leverages their diverse knowledge bases to create solutions that are more progressive, rigorous, and resilient. It’s a fluid process, navigating complex terrain with the agility of a compass, constantly adjusting and recalibrating based on the input from different fields.
Interactional expertise
But it’s not enough to just assemble a group of experts and hope they collaborate. The secret sauce of interdisciplinary success is interactional expertise: the ability of team members to understand and communicate across disciplines, even if they aren’t trained specialists in those areas.
This form of expertise allows a neuroscientist to engage meaningfully with a software engineer, or a physiotherapist to collaborate with a performance analyst, even if they don’t have deep technical knowledge in each other’s fields. They’ve developed enough fluency in the language, messaging and logic of the other disciplines to ask the right questions, contribute valuable insights, and understand the broader implications of their colleagues’ expertise.
Interactional expertise is what prevents interdisciplinary teams from becoming chaotic, disjointed or fragmented. It creates the connective fascia that holds different domains together, that interwoven fabric of performance, and allows them to produce something greater than the sum of their parts.
Collective intelligence
When interactional expertise is present, a team taps into a powerful phenomenon – this is known as collective intelligence. This is the magic of interdisciplinarity done well. When the team becomes smarter than any individual could be on their own. They think, adapt, and solve problems with a kind of emergent intelligence that draws from the diverse perspectives and knowledge sets within the group.
Collective intelligence doesn’t happen automatically. It’s the product of deliberate design, creating environments where knowledge flows freely, trust and psychological safety is high (Reynolds & Lewis, 2017), and each expert is empowered to contribute. It thrives on a sharing environment and culture, but also articulated shared goals. It relies on individuals having the humility to know the limits of their own expertise, and the curiosity to learn from others by sharing and challenging one another with questions like ‘Why are we doing this?’ and ‘Is there a better way?’.
The secret to success (and why others fail)
So why do some teams excel at interdisciplinarity while other teams flounder? The secret lies in the ability to manage both ego and ego-less collaboration. High-performing interdisciplinary teams have members who are confident in their own expertise but are humble enough to acknowledge when they need input from others…that they do not have all the answers. They’ve mastered the balance of asserting their knowledge without overstepping their lane.
On the other hand, teams that fail at interdisciplinarity often do so because of misaligned priorities or a failure to establish clear lines of open communication. Experts can become territorial, clinging to their domain and shutting out contributions from others. Or, in the absence of interactional expertise, conversations become broken, with different disciplines speaking past each other instead of to each other.
The best teams recognise that interdisciplinarity isn’t just about bringing together experts. It’s about building bridges between those experts and creating a culture where learning from one another is just as important as showcasing your own knowledge.
Acquiring interactional expertise
Developing interactional expertise requires intentional effort and a willingness to engage.
Here are a few keys to acquiring it:
The role of leadership and processes
The leverage in interdisciplinary teams lies in both the individual leader and the processes they put in place. Leaders play a critical role in setting the tone for collaboration, fostering psychological safety, and modelling interactional expertise. Great leaders make a point of being learners themselves. They actively engage with other disciplines and encourage their team members to do the same.
But leadership isn’t enough on its own. There must be systems and incentives in place to support interdisciplinarity. This includes structured opportunities for cross-functional work, regular knowledge-sharing sessions, and mechanisms to ensure that all voices are heard. High-performing teams often use formal frameworks like design thinking, agile methodology, or interdisciplinary reviews to ensure that expertise is integrated, not isolated in silos.
Leadership plays a pivotal role in fostering diverse perspectives that lead to innovative problem-solving and knowledge creation. However, the benefits of the diversity are maximised when coordination is effective, particularly in environments with low task uncertainty (Fang He., et al. 2021).
In short, leadership provides the vision, mission and the encouragement, while systems, processes and team behaviours ensure that the objective is realised in a sustainable and scalable way.
Actions
In the world of sports, athletes often have a team of private practitioners – physiotherapists, nutritionists, psychologists – who work closely with them. When these practitioners interact with a broader team, especially in high-performance settings, the principles of interdisciplinarity become even more important.
The key is to establish a collaborative ecosystem where information flows freely, and each practitioner is seen as an integral part of the athlete’s overall performance.
This requires…
Conclusion
Interdisciplinarity in high-performing teams is about more than just assembling experts; it’s about creating an environment where diverse knowledge can flow, interact, and coalesce into something far greater than the sum of its parts. By cultivating interactional expertise, leveraging collective intelligence, and fostering a culture of trust and humility, teams can unlock the true potential of their combined expertise.
And in fields like sports, where collaboration between the team behind the team and broader teams is critical, the principles of interdisciplinarity can be the difference between good performance and greatness. As Matthew Syed, author of ‘Rebel Ideas: The Power of Diverse Thinking’ said, ‘collective intelligence emerges not just from the knowledge of individuals, but also from the differences between them’.
David Clancy is a Learning and Development Consultant at the Houston Texans and Director at The Nxt Level Group. He is also the Editor of Essential Skills for Physiotherapists: A Personal and Professional Development Framework, which is available now from Elsevier.
Michael Davison is an International Sports Performance Consultant at the Houston Texans and Director at The Nxt Level Group and Board Member of the Football Research Group.
If you would like to speak to David and Michael, please contact a member of the Leaders Performance Institute team.
References
Fang He, V., Krogh, G., and Siren, C. (2021). Expertise Diversity, Informal Leadership Hierarchy, and Team Knowledge Creation: A study of pharmaceutical research collaborations. Volume 43 (6). European Group for Organisational Studies.
Reynolds, A. & Lewis, D. (2017). Teams Solve Problems Faster When They’re More Cognitively Diverse in Collaboration and Teams. Harvard Business Review.
Rock, D. & Grant, H. (2016). Why Diverse Teams Are Smarter in Diversity and Inclusion. Harvard Business Review.
Acknowledgements
Special kudos to Carl Gombrich of the London Interdisciplinary School, who spoke at the 2022 Leaders Sport Performance Summit in London. One of the school’s courses, titled ‘Cross-Functional Leadership’, was very insightful. This article has been influenced by that programme, as well as research on the Expert Compass, requisite knowledge and expertise from Tim Davey and Amelia Peterson.
Gombrich also contributed a chapter to Essential Skills for Physiotherapists: A Personal and Professional Development Framework by Clancy, et al. (2024), about interdisciplinarity and soft skills.
