{"id":1012,"date":"2019-11-15T00:00:00","date_gmt":"2019-11-15T00:00:00","guid":{"rendered":"https:\/\/leadersinsport.com\/performance-institute\/reports\/lessons-from-leaders-day-one-at-the-leaders-sport-performance-summit-london-2019\/"},"modified":"2025-12-15T05:12:26","modified_gmt":"2025-12-15T05:12:26","slug":"lessons-from-leaders-day-one-at-the-leaders-sport-performance-summit-london-2019","status":"publish","type":"article","link":"https:\/\/leadersinsport.com\/performance-institute\/articles\/lessons-from-leaders-day-one-at-the-leaders-sport-performance-summit-london-2019\/","title":{"rendered":"Lessons from Leaders: Day One at the Leaders Sport Performance Summit, London 2019"},"content":{"rendered":"\n\n
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\n Nov 15, 2019 <\/p>\n \t\t\t\t\t\t\n\t\t\t\t\t\t\t<\/span>Articles<\/a>\n\n\t\t\t\t\t\t

Lessons from Leaders: Day One at the Leaders Sport Performance Summit, London 2019<\/h1>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\n \n\t\t\t<\/div>\n\t\t<\/div>\n\n\t<\/div>\n<\/div>\n
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Check out all the key takeaways from Day 1 of The Sport Performance Summit, London 2019.<\/p>\n

Read Day one and looking for Day two? Click here<\/a>.<\/p>\n

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Session 1:<\/u><\/strong><\/p>\n

Die Roten Bullen: Leading & Building in the Modern Game (Ralf Rangnick, Head of Sport & Soccer Development, Red Bull)<\/strong><\/p>\n

    \n
  • Alignment: \u201cCreating synergies between the clubs was something we worked really hard on. We wanted to have a consistency across a number of different areas, as it was integral to organisational alignment.\u201d<\/li>\n
  • Identity: \u201cThe formation has nothing to do with our style of play. We made sure that \u2018being proactive\u2019 is a value that is overarching all our clubs and teams at all age groups.\u201d<\/li>\n
  • People: \u201cValues and characteristics were very important when recruiting both coaches and players – we needed players who were ready to be part of change and a project. We also had an Owner who had trust in the process, so managing that relationship up is so important in a leadership role like mine.\u201d<\/li>\n
  • Vision: \u201cAt the start of everything, you need a vision. Then you need to have the best people to start on that journey. Three C\u2019s: Capital, Competence, Concept. All crucial to implementing your vision.\u201d<\/li>\n
  • Support: \u201cFrom the head coach, to the bus driver to the sporting director – all the jobs are to be the service provider. Our job is to be able to support the athletes and make them as good as they can be. We scouted for every role in the organisation – chefs, video analysts, coaches – it was so important to get the best people aligned through the organisation.\u201d<\/li>\n
  • Ambition: \u201cWe worked a lot on the leadership, and the future leadership of Red Bull. Rather than an easy and maybe more stable decision, we have been ambitious in deciding who will lead not just now, but in the future too.\u201d<\/li>\n
  • Leadership: \u201cHead Coach vs. Sporting Director: The head coach is the most important person in the club. So, as a leader and Sporting Director, my job is to support the Head Coach. As a Head Coach, your focus is on the next game (short game), while a Sporting Director is setting the organisation up for the future (long game).\u201d<\/li>\n<\/ul>\n

    Session 2:<\/u><\/strong><\/p>\n

    Culture Creators: Lessons in Change Management & Influencing Organisational Culture (Paul Gustard, Head of Rugby, Harlequins RFC; Kevin Abrams, Vice President of Football Operations & Assistant General Manager, New York Giants)<\/strong><\/p>\n

      \n
    • (KA) Starting from scratch: \u201cThe foundation of our culture comes from our owners. However, through the years there are always transitions, so you have to update your culture as you update your people. \u2018Once a Giant, always a Giant\u2019. We say this to each other a lot – it means that no matter how long you have been at the organisation, you put in the same work and intensity. And as a leadership, we are always there for the athletes or staff. It\u2019s authentic, it\u2019s not all signs and gimmicks. We\u2019re constantly updating and upgrading our culture.\u201d<\/li>\n
    • (PG) Practice what you preach: \u201cWe wanted to create a culture of high performance, but also one of support, work ethic. But it\u2019s important to remember where you\u2019ve come from, and where you\u2019re going. We\u2019re also setting up a benevolent fund to support \u2018Quins\u2019 in and out the building – we want believe in what we\u2019re doing across all elements.\u201d<\/li>\n
    • (PG) Player led: \u201cThe players decided the culture and strapline. They\u2019ve done their branding on t-shirts and hats. We try and create as many competitive elements within our player groups too. We make sure we have fun with it, but also practice what we\u2019re preaching.\u201d<\/li>\n
    • (PG) Why?: \u201cWe\u2019re working a lot on that higher cause and purpose, as we consider it so important. We need players to buy in to the culture, but we need to continue to answer the question: Why are we doing this?\u201d<\/li>\n
    • (KA) Onboarding: \u201cPlayers can be entitled. We have to emphasise things to the young guys to make sure they clean up after themselves, and don\u2019t take things for granted. As part of onboarding, we organise a scavenger hunt around the facility with new young people so they are pushed to introduce themselves to staff around the building.\u201d<\/li>\n
    • (PG) Embrace change: \u201cWhat\u2019s different in rugby now compared to 15\/20yrs ago? The things we look for are passion and resilience. They\u2019re usually the people who succeed the most. We as leaders need to embrace the change that has happened. It\u2019s a learning for us as leaders.\u201d<\/li>\n
    • (PG) Players, and people: \u201cWe\u2019re player centric, and that\u2019s one the most important things. Allow the players and people be themselves. \u2018Every day is a good day\u2019 is one of many mantras in our building.\u201d<\/li>\n<\/ul>\n

      Session 3:<\/u><\/strong><\/p>\n

      Performance Design: Insight into Creating an Experiential High-Performance Environment (Sam Erith, Head of Sports Science, Manchester City; Professor Roger Kneebone, Director of Surgical Education & Engagement Science, Imperial College London; Glenn Hunter, Performance Innovation, English Institute of Sport)<\/strong><\/p>\n

        \n
      • If you want to unlock and enhance human value, designing experiences for your athletes to go through will help to tease their potential out. These experiences will also be a powerful way to enhance the value.<\/li>\n
      • Is it correct to value the measureable, over the meaningful?<\/li>\n
      • Reality exists. So make sure you put that at the centre of any science based decision making.<\/li>\n
      • When solving a problem, you\u2019ll never have all the information you need at the start of the journey. Engage with the problem, because in time that will help you see the full picture. Even at the end of the process, the reality may be that there will be a huge gap in what we actually know.<\/li>\n
      • Embrace uncertainty. Improvise around different contexts. Work to close that gap between the info you have, and the info you need.<\/li>\n<\/ul>\n

        Session 4:<\/u><\/strong><\/p>\n

        Nurturing Googliness: How Google Maximises the Performance of Individuals & Teams (Kirk Vallis, Global Head of Creative Capability Development, Google)<\/strong><\/p>\n

          \n
        • If Rugby = 9, Tennis = 14, Football = 12, Hockey = 16, then Swimming = 16 <\/strong>Why?<\/li>\n
        • Beware that your expertise works well most of the time, but not all of the time. Sometimes it will let you down, and you as a leader should be prepared for that.<\/li>\n
        • There are gates which we use, but only because that has been the gate we\u2019ve always used. We do things sometimes just because they are the way in which they have always been done. Keep things fresh.<\/li>\n
        • Top 3 Most Demanded Skills in 2020: Critical Thinking, Problem Solving, Creativity. (World Economic Forum, Nesta, McKinsey, Adobe)<\/li>\n
        • Only 1-4 people feel they can be creative at work. Over half of us spend less than 30mins a day deliberating thinking.<\/li>\n
        • It\u2019s about mindset, not skillset. Having the balance between the two is of course important, but someone who has the correct skills is great, but if they don\u2019t have correct mindset it can be a non-starter.<\/li>\n
        • At Google, every option is given a chance. Ask and consider the question: Have we given this thought a bit of love before making a decision? Positivity is key. Get rid of that negative bias.<\/li>\n
        • Disruption: You don\u2019t have to be accurate (at first). Test the premise of your thinking, not the execution.<\/li>\n
        • \u2018We work on important stuff. We should enjoy working on it.\u2019 Remember that.<\/li>\n<\/ul>\n

          Session 5:<\/u><\/strong><\/p>\n

          Home & Away: Lessons in Instilling Philosophies & High Performance Coaching (Chris Fagan, Senior Coach, Brisbane Lions; Joe Montemurro, Head Coach, Arsenal Women)<\/strong><\/p>\n

            \n
          • (JM) Evolve: \u201cWhen we started, we wanted to put some rules in place so that we had some boundaries to our culture. However, the idea was to put this in place but absolutely continue to be creative around them. Players input key.\u201d<\/li>\n
          • (CF) Trust: \u201cOne of the key pillars of my leadership is to build relationships, and build trust. But this includes everyone in the organisation – all players, and all staff. It took 3 weeks or so. It helped me learn about the club, plus everyone felt like their opinion was valued. Trends emerged too, so that helped me identify the work that had to be done. I wanted everyone to understand what I believed in, and then I wanted them to hold me accountable on that.\u201d<\/li>\n
          • (CF) Listen: \u201cYou can never know too much about the people that you coach. Listening and observing players in the social situations can help to understand them. It\u2019s really important to me that you spend time with everyone, equally. The person, not just the player.\u201d<\/li>\n
          • (CF) Grow: \u201cYou have to discover a theme and style that suits your team, and organisation. You have to want to continue to grow it, and give the athletes the opportunity to shape it with you.\u201d<\/li>\n
          • (JM) Buy in: \u201cGiving your staff the empathy and freedom to own their own domain and area of expertise. But from a broader perspective, you need buy in on the wider vision to spread a feeling of shared leadership.\u201d<\/li>\n
          • (CF) Upskill: \u201cI spent my first year coaching my coaches a lot. Upskill them on the philosophy and style I wanted to implement, with their help.\u201d<\/li>\n
          • Talent vs. Character: (JM) \u201cYou may have a matchwinner but may not train the way you want – you have to balance that and be intelligent when making decisions on selection. Open discussions and transparency brings clarity.\u201d (CF) \u201cA combination of both is the ideal, but if push came to shove I\u2019d pick a good character who would get the best out of the group over talent. You can always change the mindset of some people sometimes.\u201d<\/li>\n<\/ul>\n

            Session 6:<\/u><\/strong><\/p>\n

            Serve to Lead: Lessons in Positive Psychology & Resilience from the Royal Military Academy (Gareth Bloomfield, Lead Psychologist, Royal Military Academy Sandhurst)<\/strong><\/p>\n

              \n
            • Most important thing for human resilience is sleep. You will get a neurological reset in no less than 6.5 hours.<\/li>\n
            • Training to failure is important; train a cognitive explanation that helps lower stress hormones and create adaptive persistence.<\/li>\n
            • When drilling new behaviours to become habitual, sleep needs to be at the top of the training list.<\/li>\n
            • When nurturing positive social drivers of resilience; look out for contempt as an indicator of group resilience failure.<\/li>\n
            • Control is integral to regulate how stressful you will feel. Naturally, the more you fear losing that control the more you will fear failure.<\/li>\n
            • Decision making and adaptability levels can be increased through slower coaching. Less repetition helps too – both \u2018tricks\u2019 to stimulate thinking more creatively.<\/li>\n<\/ul>\n
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