{"id":11561,"date":"2022-08-03T09:00:00","date_gmt":"2022-08-03T09:00:00","guid":{"rendered":"https:\/\/leadersinsport.com\/performance-institute\/?post_type=article&#038;p=11561"},"modified":"2025-12-15T05:11:31","modified_gmt":"2025-12-15T05:11:31","slug":"intelligence-debrief-july-2022","status":"publish","type":"article","link":"https:\/\/leadersinsport.com\/performance-institute\/articles\/intelligence-debrief-july-2022\/","title":{"rendered":"Intelligence Debrief &#8211; July 2022"},"content":{"rendered":"<!-- blocks\/hero-editorial -->\n<!-- inc\/hero-editorial -->\n<div class=\"hero es-hero__editorial hero--var-1\" role=\"banner\">\n\t<div class=\"hero__image\" style=\"background-image: url(https:\/\/leadersinsport.com\/app\/uploads\/sites\/2\/2022\/08\/GettyImages-1409041098-scaled.jpg);\">\n\n\t\t<div class=\"hero__overlay grad-overlay content-bottom\">\n\t\t\t<div class=\"container\">\n\n\t\t\t\t<div class=\"hero__content\">\n                    \n\t\t\t\t\t<div class=\"hero__content__inner\">\n\t\t\t\t\t\t                            <p class=\"es-label es-label--md\">\n                                3 Aug 2022                            <\/p>\n                        \t\t\t\t\t\t<a href=\"https:\/\/leadersinsport.com\/performance-institute\/articles\" class=\"theme-dark hero__back-link back-link es-label es-label--sm\">\n\t\t\t\t\t\t\t<span class=\"icon icon--md icon--arrow-left\"><\/span>Articles<\/a>\n\n\t\t\t\t\t\t<h1 class=\"hero__title\">Intelligence Debrief &#8211; July 2022<\/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    <section class=\"es-section theme-light hero__sidebar-wrapper container\">\n        <div class=\"hero__sidebar\">\n                            <div class=\"category-list\">\n                  <div class=\"es-label es-label--sm\">Category<\/div>\n                  <a href=\"https:\/\/leadersinsport.com\/performance-institute\/category\/leadership-culture-performance\/\" rel=\"tag\">Leadership &amp; Culture<\/a>                <\/div>\n                            <div class=\"share-list\">\n                  <div class=\"es-label es-label--sm\">Share<\/div>\n                  <a href=\"https:\/\/www.facebook.com\/sharer\/sharer.php?u=https:\/\/leadersinsport.com\/performance-institute\/articles\/intelligence-debrief-july-2022\/\">Facebook<\/a>\n                  <a href=\"https:\/\/twitter.com\/intent\/tweet?url=https:\/\/leadersinsport.com\/performance-institute\/articles\/intelligence-debrief-july-2022\/&#038;text=Intelligence Debrief - July 2022\">Twitter<\/a>\n                  <a href=\"mailto:?subject=Here's a Leaders In Sport article for you &amp;body=Check out this article: Intelligence Debrief - July 2022. https:\/\/leadersinsport.com\/performance-institute\/articles\/intelligence-debrief-july-2022\/\">Email<\/a>\n                  <a href=\"#copyLink\" id=\"copyButton\" class=\"copy-link-clipboard\">Copy Link<\/a>\n                  <div id=\"textToCopy\" class=\"font-hidden\">https:\/\/leadersinsport.com\/performance-institute\/articles\/intelligence-debrief-july-2022\/<\/div>\n                <\/div>\n                    <\/div>\n    <\/section>\n\n\n<!-- blocks\/section -->\n<section\n  class=\"es-section flexible-section  text-only theme-light\"\n    >\n                <div class=\"container\">\n                                    <div class=\"bg-striped-pattern__inner section-padding-top section-padding-bottom\">\n                <div class=\"es-section__inner col-parent col-parent--stack-sm\">\n                                            <div class=\"es-section__sidebar es-section__sidebar--sticky col col--12 \">\n                                                            <p class=\"es-section__label es-label es-label--md\">A summary of key learnings from Leaders Performance Institute members across the month of July.<\/p>\n                            \n                            \n                            \n                                                            <div class=\"es-section__text content-area\">\n                                    <p><h6>By Luke Whitworth with Matthew Stone<\/h6>\n<h6>Another month has drawn to a close, so it\u2019s time to review some of the key learnings from across the Leaders Performance Institute in July, including our fourth Leaders Meet event on Creativity &amp; Collaboration, which took place in New York.<\/h6>\n<p>We\u2019ve once again had a series of thought-provoking roundtable discussions and enjoyed joining the dots for you in connecting with great people in the network. Connecting and extending conversations will always be one of the most effective and powerful ways of driving your learning.<\/p>\n<p>As we do each month, we want to continue to share with you, our valued Performance Institute Members, what is going on across our different learning interactions and the key learnings and challenges being presented across the network. We hope this keeps you on the pulse with contemporary thinking across the high performance space and provides you with some inspiration to engage with the variety of opportunities on offer through your membership.<\/p>\n<p>So what really stood out to us in July? Here, we outline the key takeaways from across a number of the sessions.<\/p>\n<p><strong>Leaders Meet: Creativity &amp; Collaboration<\/strong><\/p>\n<p>The focus of our fourth Leaders Meet of 2022 was around two highly desirable characteristics of high performing teams: creativity and collaboration. Performance Institute members gathered at the home of the National Basketball Players\u2019 Association to connect, learn and share insights. Here is a selection of our key takeaways from the day.<\/p>\n<p>How can we be more creative:<\/p>\n<p><strong>Step 1: Place your brain in a learning state<\/strong><\/p>\n<ul>\n<li><strong>Salience:<\/strong> Why are you doing what you\u2019re doing? Why does it matter?<\/li>\n<li><strong>Engagement and motivation:<\/strong> Engagement is the action of performing an assigned task. Intensity of engagement is your level of motivation.<\/li>\n<li><strong>Enjoyment:<\/strong> The extent to which someone is taking pleasure in an activity.<\/li>\n<\/ul>\n<p><strong>Step 2: Expose yourself to novel and unfamiliar experiences<\/strong><\/p>\n<ul>\n<li><strong>Travel:<\/strong> Can increase creativity by up to 25%.<\/li>\n<li><strong>Biophilic spaces:<\/strong> You are up to 15% more creative in biophilic space.<\/li>\n<li><strong>Use psychedelics:<\/strong> Check with your doctor, and be controlled and responsible.<\/li>\n<\/ul>\n<p><strong>Step 3: Diversity. Equity. Inclusion. Build it into your life<\/strong><\/p>\n<ul>\n<li><strong>Our brains are designed for \u2018in group\u2019 \/ \u2018out group\u2019:<\/strong> Our brains want to lead us toward groups that look like us. This is the path of least resistance \u2013 In-group is \u201ceasier\u201d for our brain than out-group. Inhibition remains intact.<\/li>\n<li><strong>Diversity changes things:<\/strong> Deep relationships with someone from another country will lead to high levels of creativity.<\/li>\n<li><strong>MBA students who dated fellow students from another culture <\/strong>had more creative work breakthroughs.<\/li>\n<li><strong>Even \u2018thinking\u2019 about a deep relationship with someone from another culture<\/strong> will cause a temporary boost in creativity.<\/li>\n<\/ul>\n<p><strong>Five skills of innovation:<\/strong><\/p>\n<ol>\n<li><strong>Step change thinking:<\/strong> Set a very stretchy goal. How can we reach for that? x10?<\/li>\n<li><strong>Ideal world:<\/strong> In an ideal world what would be happening? Assuming we can\u2019t do that\u2026 How could we replicate that in another way?<\/li>\n<li><strong>Redefining or reframing the problem:<\/strong> How can I express this problem differently? How might we resolve this new problem?<\/li>\n<li><strong>Related world:<\/strong> Stay open to insights from outside our sector. Who addressed similar challenges? How did they do it? How has nature resolved this?<\/li>\n<li><strong>Mind mapping:<\/strong> Draw a map with the problem in the centre. What are all the different solutions we can generate?<\/li>\n<\/ol>\n<p><strong>Virtual Roundtables<\/strong><\/p>\n<p>As usual, three virtual roundtables took place in the month of July \u2013 one topic-led conversation focused on Evaluating Organisational Culture. We also engaged in the final session of our second Performance Support Series of the year \u2013 Leaders Performance Advisor Dr Edd Vahid explored the topic of <a href=\"https:\/\/leadersinsport.com\/performance-institute\/articles\/what-does-success-look-like-in-a-talent-development-environment\/\">\u2018Effective Transitions\u2019<\/a> as part of the talent development. Finally, we had our second Member Case Study session on the <a href=\"https:\/\/leadersinsport.com\/performance-institute\/articles\/are-your-athletes-applying-their-learning-in-the-most-effective-way\/\">\u2018Application of Learning<\/a>\u2019 led by fellow Leaders Performance Advisor Bobby Scales II.<\/p>\n<p><strong>Performance Support Series with Edd Vahid: Sychronising Player and Coach Development: Session 3<\/strong><\/p>\n<p>This was a final session of a three-part series with one of our Performance Advisors, and Assistant Academy Director at Southampton FC, Edd Vahid. In the first two sessions, we looked at understanding the challenges associated with talent development and, in turn, how to support those challenges through interventions. For the final part of this series, we engage in conversations around celebrating and learning from talent development successes.<\/p>\n<p>When thinking about reviewing the success of your talent development framework, Vahid shared three cornerstones that are important to consider:<\/p>\n<p><strong>Perspective<\/strong><\/p>\n<ul>\n<li>Depending on where you stand or what level of experience you have, your perspective will be different.<\/li>\n<li>There are multiple different stakeholders and what success looks like to each will be very different, therefore having a clear and agreed vision is crucial.<\/li>\n<\/ul>\n<p><strong>Objective \u2013 strategy \u2013 tactics<\/strong><\/p>\n<ul>\n<li>It is critical to have clear processes as a basis for reviewing and reflecting.<\/li>\n<li>These should evolve over time as the environment around you constantly changes.<\/li>\n<li>Instead of being focused on the outcome of success, it\u2019s crucial to concentrate on the processes of the objectives, strategy and tactics, and the outcome will take care of itself.<\/li>\n<\/ul>\n<p><strong>Leading and legacy indicators<\/strong><\/p>\n<ul>\n<li>Leading indicators are those indicators that the team or athlete are heading towards success. An example of this would be young players signing academy contracts.<\/li>\n<li>An example of legacy indicators would be a percentage of minutes being played by academy graduates in the first team. They broadly focus on impact. Another example would be academy graduates moving on and having careers at other large clubs \u2013 e.g., Luke Shaw as a Southampton Academy graduate, leaving and having a successful career at Manchester United, highlights the impact the academy had on his success.<\/li>\n<\/ul>\n<p><strong>Evaluating Organisational Culture<\/strong><\/p>\n<p>Perhaps the most popular topic across the Leaders Performance Institute is culture. Everyone is striving for a strong and high performing culture. In our roundtable conversation, we explored how others go about evaluating their culture. Below are some key considerations for everyone when going about this process.<\/p>\n<ol>\n<li><strong>What is a Culture\u2019s Openness to Change:<\/strong> this can be an interesting question to ask yourself when considering the evaluation of the culture. This can be an integral measure to understanding how robust the culture is. Change is one thing in life that is guaranteed, but there is tension that exists as people often don\u2019t like it, so is there a growth mindset and adaptability that exists within the environment? What do you think you are losing if you are to engage in the change?<\/li>\n<li><strong>Language:<\/strong> we can engage in measurements, but as mentioned earlier, you can also see it, feel it and, most importantly, hear it. Are your people and staff using the language that aligns to the culture we want to live by?<\/li>\n<li><strong>Have a Culture Health Check Process:<\/strong> a couple of organisations on the call do an annual survey amongst athletes and staff to measure the strength of their culture. Another organisation from a different sport shared that they have introduced more frequent reviews and health checks, leveraging those every three months.<\/li>\n<li><strong>Wrestling with Tension:<\/strong> we have to find the balance between wanting something concrete that is easy to understand (quantitative insight) around our culture and how relevant and useful that is versus the awareness and insight of the culture that occurs through sitting, listening and talking to people (qualitative). It\u2019s critical to be aware of the tension between these two aspects in how we evaluate culture because it can be easy to jump to the measurable part of the evaluation and determine the health of the culture on that \u2013 be aware of what the data doesn\u2019t show us. There is a gap between these two factors that is often present within organisations.<\/li>\n<li><strong>Culture &amp; Interaction:<\/strong> you need to invest in the direction you want the culture to move in, but if you don\u2019t have the right level of interaction around it, the culture is dead. The challenges of the pandemic have naturally reduced the cultural interaction and engagement. How can you heighten the level of interaction?<\/li>\n<\/ol>\n<p><strong>Application of Learning<\/strong><\/p>\n<p>Applying new learning or ideas continues to be a fascinating theme of discussion across the world of high performance sport, yet it remains a challenge. The ability to learn quickly and efficiently is a huge opportunity for competitive advantage. In this case study virtual roundtable, we explored six points that can be a great starting point for everyone when thinking about your approach to learning.<\/p>\n<ol>\n<li><strong>Learning with intent:<\/strong>\u00a0we read articles, listen to podcasts and attend conferences. Curious people acquire tons of information but are we learning for enhancement or are we learning for entertainment? When preparing to engage in a learning opportunity, what is it that you want to learn? It\u2019s extremely important to learn in a purposeful and pragmatic fashion \u2013 follow up and make it impactful.<\/li>\n<li><strong>Focus:<\/strong>\u00a0leaving the learning environment (speech, conference etc.) with several pieces that made significant impact. Focus on one or two that you can apply to your organisation. Utilise the flight or train home \u2013 that can be a vital period in reviewing what made an impact on you.<\/li>\n<li><strong>Process:<\/strong>\u00a0quickly create a process by which you plan to implement those ideas. Formulating an actionable plan is key to making the knowledge that you acquired \u2018sticky\u2019. How can you dig deeper on what stood out to you?<\/li>\n<li><strong>Board of directors:<\/strong>\u00a0share what you have learned and how you plan to implement your ideas with your \u2018board of directors\u2019, these are people close to you either in or outside of the organisation. People on your board of directors will hold you accountable because they care about you and your success on a personal level. This is a powerful way to debrief ideas and build them out further.<\/li>\n<li><strong>Be aggressive:<\/strong>\u00a0this is where a lot of the learnings can get lost. Move quickly and decisively with applying the learning in your environment. The more time between information ingestion and action the more likely you will end up seeing the conference as a social gathering.<\/li>\n<li><strong>Keep lifting:<\/strong>\u00a0it\u2019s exceedingly easy for the learning and ideas to never leave the notebooks we write them in. The true test of lifting any idea off the page is to make it real. What you are really seeking is behaviour change, as such you must model the behaviour that you want.<\/li>\n<\/ol>\n<p><strong>Community Group Calls<\/strong><\/p>\n<p>Across our Community Group conversations bring together Leaders Performance Institute Members with similar job functions and challenges. This month, the groups tackled some current areas of interest they have across their respective professions. Below are some headlines and thoughts that came out of some of those discussions from our Talent Pathways &amp; Development group:<\/p>\n<ul>\n<li><strong>Influencing change:<\/strong> across a couple of different organisations in the group, there is a large amount of change taking place. How are you selling the challenge or problem? Support it with evidence, play back the concerns people have previously raised, outlining principles for proposals and asking for people\u2019s input\u2013 take others\u2019 views and shape it accordingly. Where there are concerns, consider putting in unconditional rules.<\/li>\n<li><strong>Strategy planning:<\/strong> creating platform for substantial development. This process naturally includes a large amount of change, leading to a number of challenges and opportunities for development \u2013 from here it\u2019s about mitigating the risks and pressing on with the biggest opportunities, in line with the strategic planning process that has taken place. How do you adapt and tailor that long-term thinking so you get engagement from other stakeholders?<\/li>\n<li><strong>Growth &amp; maturation:<\/strong> Australia has been successful in swimming in utilising machine learning in relation to performance analysis. With younger performers, it also considers growth and maturation where there are algorithms that can implement corrective adjustments.<\/li>\n<li><strong>Machine learning:<\/strong> we are not too far away from it being feasible that instead of a coach going with intuition about how the game is going, the probabilities of how things have been going in the first part of the game will have been run to inform the coach on probabilities for outcomes.<\/li>\n<li><strong>Selection:<\/strong> in individual sports, there is a large focus on \u2018winning\u2019 at such a young age in the pathway \u2013 we make some key selections on players, so we need to be sure to base these on more than just who is winning. There is a focus on unpicking the theme of future potential.<\/li>\n<li><strong>Duty of care:<\/strong> philosophy and practice around duty of care was an area outlined within one of the discussions. What level of responsibility do you take for people and how long for? Once someone leaves your programme, what is the level of responsibility towards that person? Sport is held to different standards as opposed to different industries. How are we checking for understanding as we go through the pathway?<\/li>\n<\/ul>\n<\/p>\n                                <\/div>\n                            \n                            \n                            \n                                                    <\/div>\n                                        <div class=\"col visibly-hidden col--flex-align-right\">\n                                            <\/div>\n                <\/div>\n            <\/div>\n        <\/div>\n        <\/section>\n","protected":false},"excerpt":{"rendered":"","protected":false},"featured_media":11649,"menu_order":0,"template":"","categories":[20],"pathway":[],"topic":[],"sport":[],"class_list":["post-11561","article","type-article","status-publish","has-post-thumbnail","hentry","category-leadership-culture-performance"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v26.6 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Intelligence Debrief - July 2022 - Performance Institute<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/leadersinsport.com\/performance-institute\/articles\/intelligence-debrief-july-2022\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Intelligence Debrief - July 2022 - Performance Institute\" \/>\n<meta property=\"og:url\" content=\"https:\/\/leadersinsport.com\/performance-institute\/articles\/intelligence-debrief-july-2022\/\" \/>\n<meta property=\"og:site_name\" content=\"Performance Institute\" \/>\n<meta property=\"article:modified_time\" content=\"2025-12-15T05:11:31+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/leadersinsport.com\/app\/uploads\/sites\/2\/2022\/08\/GettyImages-1409041098-scaled.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"2560\" \/>\n\t<meta property=\"og:image:height\" content=\"1627\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"WebPage\",\"@id\":\"https:\/\/leadersinsport.com\/performance-institute\/articles\/intelligence-debrief-july-2022\/\",\"url\":\"https:\/\/leadersinsport.com\/performance-institute\/articles\/intelligence-debrief-july-2022\/\",\"name\":\"Intelligence Debrief - July 2022 - Performance Institute\",\"isPartOf\":{\"@id\":\"https:\/\/leadersinsport.com\/performance-institute\/#website\"},\"primaryImageOfPage\":{\"@id\":\"https:\/\/leadersinsport.com\/performance-institute\/articles\/intelligence-debrief-july-2022\/#primaryimage\"},\"image\":{\"@id\":\"https:\/\/leadersinsport.com\/performance-institute\/articles\/intelligence-debrief-july-2022\/#primaryimage\"},\"thumbnailUrl\":\"https:\/\/leadersinsport.com\/app\/uploads\/sites\/2\/2022\/08\/GettyImages-1409041098-scaled.jpg\",\"datePublished\":\"2022-08-03T09:00:00+00:00\",\"dateModified\":\"2025-12-15T05:11:31+00:00\",\"breadcrumb\":{\"@id\":\"https:\/\/leadersinsport.com\/performance-institute\/articles\/intelligence-debrief-july-2022\/#breadcrumb\"},\"inLanguage\":\"en-US\",\"potentialAction\":[{\"@type\":\"ReadAction\",\"target\":[\"https:\/\/leadersinsport.com\/performance-institute\/articles\/intelligence-debrief-july-2022\/\"]}]},{\"@type\":\"ImageObject\",\"inLanguage\":\"en-US\",\"@id\":\"https:\/\/leadersinsport.com\/performance-institute\/articles\/intelligence-debrief-july-2022\/#primaryimage\",\"url\":\"https:\/\/leadersinsport.com\/app\/uploads\/sites\/2\/2022\/08\/GettyImages-1409041098-scaled.jpg\",\"contentUrl\":\"https:\/\/leadersinsport.com\/app\/uploads\/sites\/2\/2022\/08\/GettyImages-1409041098-scaled.jpg\",\"width\":2560,\"height\":1627,\"caption\":\"SOUTHAMPTON, ENGLAND - JULY 15: England team huddle ahead of the UEFA Women's Euro England 2022 group A match between Northern Ireland and England at St Mary's Stadium on July 15, 2022 in Southampton, England. 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