{"id":12395,"date":"2022-09-07T09:00:00","date_gmt":"2022-09-07T09:00:00","guid":{"rendered":"https:\/\/leadersinsport.com\/performance-institute\/?post_type=article&p=12395"},"modified":"2025-12-15T05:11:29","modified_gmt":"2025-12-15T05:11:29","slug":"intelligence-debrief-august-2022","status":"publish","type":"article","link":"https:\/\/leadersinsport.com\/performance-institute\/articles\/intelligence-debrief-august-2022\/","title":{"rendered":"Intelligence Debrief – August 2022"},"content":{"rendered":"\n\n
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\n 7 Sep 2022 <\/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

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Category<\/div>\n Leadership & Culture<\/a> <\/div>\n
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A summary of key learnings from Leaders Performance Institute members across the month of August.<\/p>\n \n \n \n

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By Luke Whitworth & Sarah Evans<\/h6>\n
Another month draws to a close, and the closer we get to the final two events of the year.<\/h6>\n

First up, we have our Leaders Meet: Interdisciplinary Performance Support<\/a> in collaboration with Loughborough University on the 21-22 September. Following this, the Leaders Sport Performance Summit<\/a> on the 15-16 November at Twickenham Stadium. We hope to see you there, as we strive to provide an environment for you to connect and meet fellow members that you have engaged with during the course of the year so far.<\/p>\n

Throughout August, we\u2019ve once again had a series of thought-provoking roundtable discussions and enjoyed joining the dots for you in connecting you with great people in the network. Connecting and extending conversations will always be one of the most effective powerful ways of driving your learning.<\/p>\n

We hope our key takeaways from across the Leaders Performance Institute from the month of August 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

So what really stood out to us in August? Here, we outline some choice cuts from across a number of the sessions.<\/p>\n

Virtual Roundtables<\/strong><\/p>\n

As usual, three virtual roundtables took place in the month of July \u2013 one topic-led conversation focused on coach development<\/a>. We also engaged in the first session of our third and final Performance Support Series of the year \u2013 Leaders Performance Institute Performance Advisor Dr. David Fletcher kicked off session one with some initial thinking around evolving team culture<\/a> \u2013 session two follows on 15 September. Finally, we had our fourth Leadership Skills session on strategic leadership<\/a>.<\/p>\n

Strategic leadership<\/strong><\/p>\n

One of the key challenges we all face as leaders is working out how to get the balance right between \u2018adding value for today\u2019 and \u2018adding value for tomorrow\u2019. This session explored concepts such as taking a longer time horizon, making choices (\u2018the hedgehog concept\u2019), scenario planning, and focusing on your key enablers. Below are some discussion points that stood out to us and we hope will support you too.<\/p>\n

The six dimensions of strategic leadership:<\/strong><\/p>\n

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  1. Add value for tomorrow:<\/strong> you have to add the value today to earn the right to compete for tomorrow. Leaders and organisations that are good in this space figure out how to carve out time to spend more time adding value for tomorrow.<\/li>\n
  2. Figure out \u2018what it takes to win\u2019 (WITTW):<\/strong> what are we going to pay attention to? At its heart, strategy is about making choices \u2013 this is something we struggle with. We can\u2019t do everything. You have to make choices on where you are going to focus.<\/li>\n
  3. Innovate:<\/strong> INSEAD research shows that if you look at organisations that have come into a market from the outside who have ended up dominating that market in under five years, over 80% had done it by playing by different rules. The vast majority don\u2019t do it by playing by the same rules \u2013 they change the game and disrupt. Challenge convention and test and learn.<\/li>\n
  4. Get the right people on the bus:<\/strong> this is possibly something people don\u2019t pay enough attention to. If you are struggling to get stuff done, look at the people you have around you. Once you have the right people around you, things begin to happen more easily. One of the most important strategic decisions we make is about who we allow on the bus, who do we make some tough decisions on to take off the bus? Also, who is surrounding the bus? Who is well placed to challenge you, give feedback and who are you tapping into to get external insight from?<\/li>\n
  5. Observe & adapt:<\/strong> constantly scanning the external environment to update our mental maps and assumptions around how the world around us is changing. It\u2019s about taking time out to think about what is different and what has changed.<\/li>\n
  6. Scenario planning:<\/strong> prepare for the unexpected. The key insight here is that by considering a scenario and considering what the plan would be if it were to happen, we are in a much better position to succeed.<\/li>\n<\/ol>\n

    Performance Support Series with David Fletcher: Evolving Team Culture – Session one<\/strong><\/p>\n

    This was the first session of a three-part series with one of our Performance Advisors, and Director of Performance Psychology at Loughborough University, Dr David Fletcher. In session one we explored that people are at the heart of culture, and as people are complex and hard to predict it means that cultures mirror this challenge.<\/p>\n

    We have highlighted a model below that Dave shared with us that encapsulates the relationship between leadership and evolving team culture<\/a>.<\/p>\n

    The vision-challenge-support leadership model<\/strong><\/p>\n

    This model originated in student development and was proposed for teaching and mentoring. The theory is about how to develop people. Within this process, there are three core components to bringing it to life:<\/p>\n

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    1. A need to establish a vision and reminding your followers of that vision.<\/li>\n
    2. Having the ability to challenge your followers to deliver their contribution, is key in achieving the vision.<\/li>\n
    3. Supporting your followers in delivering their contribution.<\/li>\n<\/ol>\n

      What underpins vision, challenge and support?<\/strong><\/p>\n

      Vision:<\/strong><\/p>\n