{"id":1404,"date":"2018-04-25T00:00:00","date_gmt":"2018-04-25T00:00:00","guid":{"rendered":"https:\/\/leadersinsport.com\/performance-institute\/reports\/leaders-virtual-roundtables-people-development-in-sport\/"},"modified":"2025-12-15T05:12:42","modified_gmt":"2025-12-15T05:12:42","slug":"leaders-virtual-roundtables-people-development-sport","status":"publish","type":"article","link":"https:\/\/leadersinsport.com\/performance-institute\/articles\/leaders-virtual-roundtables-people-development-sport\/","title":{"rendered":"Leaders Virtual Roundtables: People Development in Sport"},"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\/2021\/08\/Insight-People-Development-Virtual-Roundtable-Featured-Image.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                                Apr 25, 2018                            <\/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\">Leaders Virtual Roundtables: People Development in Sport<\/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\/coaching-development-performance\/\" rel=\"tag\">Coaching &amp; Development<\/a>, <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\/leaders-virtual-roundtables-people-development-sport\/\">Facebook<\/a>\n                  <a href=\"https:\/\/twitter.com\/intent\/tweet?url=https:\/\/leadersinsport.com\/performance-institute\/articles\/leaders-virtual-roundtables-people-development-sport\/&#038;text=Leaders Virtual Roundtables: People Development in Sport\">Twitter<\/a>\n                  <a href=\"mailto:?subject=Here's a Leaders In Sport article for you &amp;body=Check out this article: Leaders Virtual Roundtables: People Development in Sport. https:\/\/leadersinsport.com\/performance-institute\/articles\/leaders-virtual-roundtables-people-development-sport\/\">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\/leaders-virtual-roundtables-people-development-sport\/<\/div>\n                <\/div>\n                    <\/div>\n    <\/section>\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\">An online meeting of Leaders Performance Institute members on 19 April 2018.<\/p>\n                            \n                            \n                            \n                                                            <div class=\"es-section__text content-area\">\n                                    <p><h4>On 19 April we sought to explore the importance and challenges associated with developing our people. At the Leaders Sport Performance Summit in LA, this topic resonated through a number of sessions and members roundtables, and the general consensus was that sport has a long way to go to be on the same level as some of the world\u2019s top non-sport organisations.<\/h4>\n<hr \/>\n<p><strong>The group discussed:<\/strong><\/p>\n<ul>\n<li>Investing in people development.<\/li>\n<li>What does the people development process look like in your organisation?<\/li>\n<li>If you could implement one concept from another industry to develop people, what would it be?<\/li>\n<li>Challenges hindering the industry from running highly efficient people development programmes.<\/li>\n<li>The relationship between people development and culture.<\/li>\n<\/ul>\n<hr \/>\n<p><strong>The participants:<\/strong><\/p>\n<p>Neill Potts, Former Director of Athletic Performance, Scottish Rugby Union &amp; Independent Performance Advisor<\/p>\n<p>Steven Gunn, Football Operations Manager, Aberdeen Football Club<\/p>\n<p>David Slemen, Managing Director, Elite Performance Partners<\/p>\n<p>Gavin Makel, Head of Women&#8217;s Football, Manchester City FC<\/p>\n<p>Chris Domogalla, Head of Sports Science, Norwich City FC<\/p>\n<p>Alun Powell, National Talent Manager, ECB<\/p>\n<p>Adam Clarke, Head of Performance Services, British Swimming<\/p>\n<p>Ross Stewart, Elite Player Development Group Manager, Northampton Saints<\/p>\n<hr \/>\n<p><strong>Introduction<\/strong><\/p>\n<p><strong>NP<\/strong>: At the Leaders event in LA, the area of staff development ran across the course of conversation. Generally, people found themselves talking about how to develop players, which seemed to be done well. But sport is really a people business, and particularly when you are in that group that might be mid-table and are trying to find advantages, the group felt that it comes down to how many good people you have got and how you can make them better to make good gains without investing heavily in a budget that you may not have. So that was the basis that fuelled the idea for this roundtable.<\/p>\n<p><strong>The people development process in your organisations<\/strong><\/p>\n<p><strong>AC<\/strong>: It\u2019s still a developing area for us but we\u2019ve invested heavily in coach development and how that can impact the athletes, but often we forget about the wider support team. So we recently expanded the role of what was an Elite Coach Development Manager and enhanced it to a wider people development role, so some of the development approaches we were doing with the coaches we are doing with the wider team and staff. Some of the core themes were relationship-building and communication, some of the softer skills that we think we need to gel as a whole team, otherwise we get this detach between the team that are in the arena and the team that are doing the day-to-day work. It\u2019s very much an investment in the softer skills rather than the technical stuff.<\/p>\n<p><strong>AP<\/strong>: Like Adam we have invested a lot as a sport into coach development and not necessarily some of the wider skills. So something we\u2019re looking at is to be mindful that Academy Directors working in cricket don\u2019t just have coach development skills when we are looking at how we best support their understanding of talent but also critically their leadership and management skills, as their systems evolve and often grow, you need those skills especially around people, teams and stakeholders. So developing that side of it is the critical one moving forward rather than just necessarily the coaching side. At the ECB, what we try to do alongside our performance review process, is to ensure that our staff have custom development plans and try to ensure that those that are player-facing, spend as much time on their self as they would for the time dedicated to their players.<\/p>\n<p><strong>NP: <\/strong>David, with your work in executive searches, it\u2019d be interesting to get your thoughts on this.<\/p>\n<p><strong>DS<\/strong>: We work with 14-15 clubs directly, and I think there a two things that come up more than any other in terms of what they want to work on the most is culture and leadership development. Obviously we are a recruitment business, but we look at how you develop the talent once it has been replaced and I think there are perhaps two key factors within that. One is the organisational culture you walk into and then how you create bespoke programmes to develop the talent beyond doing their day jobs. Almost every club or organisation we work with, they go into relentless mode, they get very busy very quickly and they simple don\u2019t create the time to focus on this. I think if you want to develop this you need to take the time do it. I\u2019m a surprised a couple of more teams don\u2019t do this, but we worked with a couple of teams from non-competing sports. Putting their senior management group together and trying to understand the challenges they face. In this instance it was a Rugby Union team and a cricket team. I think there is an opportunity to collaborate in this way but you have to ask the question: what are we trying to learn?<\/p>\n<p><strong>NP<\/strong>: I think making this part of the day job is a challenge we all face. Alun, I was wondering if you could share some of your thoughts on how this can become part of your culture?<\/p>\n<p><strong>AP<\/strong>: In our correspondence over the last couple of days, I was interested to learn how people do effective PDPs with staff. One thing we\u2019ve tried to do is to be clear in any one three-month period what a staff member\u2019s goal is and actually get them to be quite explicit about what learnings are taking place. We felt it was valuable to actually get it down on paper and actually commit to something, rather than simply being ad hoc with it.<\/p>\n<p><strong>SG<\/strong>: Picking up on one of the points David had mentioned, when you go into an organisation you can get caught up in the operational mode and that becomes your absolute priority, I think that is a particularly strong point for us because of the challenges facing us around finance, that we probably don\u2019t have the resource we need to be truly elite. It\u2019s something we\u2019ve tried to address internally, to try and move away from the survival mode. So for a number of years it was a case of just getting through that year, but what we\u2019ve tried to do is look longer term in terms of trying to develop our staff, it goes back to that word \u2018culture\u2019. It\u2019s something that needs to be set from the top of the organisation, all the way down. One of the challenges we\u2019ve had in trying to change the culture is making sure that the forums and structures are in place so we are not just trying to let it happen by itself. We\u2019re trying to be a bit more deliberate about how we can improve in that area. One thing we did was coming up with an AFC personality in the last 18 months. A key promise was back to our staff, that we were going to inspire and reward them properly and give them opportunities to grow, but ultimately that needs to tie in with what our motivational goals are. Previously through our performance management systems, we did support staff we learning opportunities, but they weren\u2019t necessarily aligned with what the organisation was looking to achieve. So one issue we recognised is that the turnover of staff on the coaching side was high, so we need to make sure that the succession plans were in place. So we\u2019ve put deliberate mechanism in place now where we need to have staff in place to move up the ladder. We\u2019re looking at a two-year plan for that individual, whereas before it was very reactionary. We want to get to a point where we have champions in the club, who are right behind the philosophy of what that culture is.<\/p>\n<p><strong>NP<\/strong>: What you highlighted there is something that came up a lot in the conversations in LA. That whole issue surrounding the turnover of performance teams and how does an organisation create that consistency and continuity so it becomes less about the manager at the time, and more about how the organisation grows, develops and continues to improve. It would be good to elaborate on that succession planning and how you, as the gatekeeper of the organisation, can make sure it is protected and grows as you get those transitions of staff.<\/p>\n<p><strong>SG<\/strong>: As a senior management team, we undertook an exercise where we looked at what our perception was of what our strategy is, and how good we believed we were at addressing each area of the strategy. So we took 14 key strategic areas and to give you an example, I\u2019ve picked out two areas. We got each of the senior management to score each of the areas, one for importance for success, success being scored by what our overall vision is which is winning on the field of play, and the second is how strongly we believe where we are in that moment in time delivering that success. In terms of our resources, people obviously being one of those, the average score was over 9, which wouldn\u2019t surprise anybody. The strength of our people as a whole was marked at just over 7. When we looked at staff development, importance for success was ranked tenth out of the 14 categories. So even though we rank our people at the top of the tree, the tools we are actually giving them to try and achieve was actually believed to be less important in the rankings. So I think that highlights that there is an education to undertake there to understand what the benefits these developments can have.<\/p>\n<p><strong>What are people finding are the challenges to doing this well and getting a good consistent structure in place to have an impact. <\/strong><\/p>\n<p><strong>AP<\/strong>: A real challenge we have is around geography. The staff are dotted all around the country, and the relative challenge is bringing people away from their day job. I\u2019m keen to see how we can better utilise technology to make sure we are adding value to people without being it becoming a burden.<\/p>\n<p><strong>AC<\/strong>: I think mindset is a big challenge. Our staff judge themselves in terms of adding value on how much contact time they have with the athlete, so trying to get coaches get away from the pool deck. They don\u2019t think they are doing their job unless they are by the pool deck. Trying to get them to understand that spending a bit of time away from the pool deck is going to have benefits in the medium and long-term. I think it\u2019s about getting people to buy-in to that philosophy and dedicate time on a regular basis to being away from the coaching environment isn\u2019t a bad thing.<\/p>\n<p><strong>NP<\/strong>: It is a challenge where senior people see the time vs value equation lies. It would appear across industry that senior people believe you need to be seen to be doing certain things to be effective and not necessarily growing your people. Although there seems to have been a big shift in some organisations, notably Facebook, Google, and the military among a few others.<\/p>\n<p><strong>GM<\/strong>: We are trying to balance this idea with the pressures of three fixtures a weeks, international camps and everything that comes with it. I know a lot of our staff haven\u2019t had the time to partake in CPD events because of our schedule, so we need to find a way in making sure that the retention that was mentioned earlier is retained, because we want to be able to move people internally as well, rather than staying in silos and being flat-footed. It\u2019s important to be creative and have a plan for each individual that aligns with their objectives.<\/p>\n<p><strong>NP<\/strong>: Time seems to be a huge challenge. It also seems to be the case through this conversation that CPD events are promoted to the group. Do we think there is an opportunity to approach these in a more bespoke way to individuals?<\/p>\n<p><strong>DS: <\/strong>With there being a lot of fixtures in football and rugby it can be easy to become outcome-focused and to be effected by the result the previous week with another just around the corner. Some teams we\u2019ve worked with have made it a genuine focus and having a clarity around everyone wanting to win but that\u2019s an outcome and not really a vision. What they\u2019ve done is asked themselves what they want to be known to be great at and that kind of shifts the mindset slightly through the language that they use and look at what four strategic buckets should we focus on that we can measure, what are bespoke to the organisation. In two cases it was to create the best learning environment in our sport. This allowed them to set the tone for what they wanted to focus on.<\/p>\n<p><strong>NP<\/strong>: There does seem to be a challenge around this idea of having a consistent, learning, reflective culture that has those consistent little behaviours creating a virtuous cycle that has a big impact.<\/p>\n<p><strong>DS<\/strong>: I think the key is get the coaches\u2019 buy-in. I think you need to make sure that they can see the benefit of it and understand that creating that environment will make better players or increase performance. So I think it was a case of putting a structure in place and making sure there was time in the week to make sure you are developing. A lot of time is spent on the tactical, technical side of things, so it\u2019s important to make sure you are talking about it so it becomes part of how you do things.<\/p>\n<p><strong>Making people development part of your language<\/strong><\/p>\n<p><strong>NP: <\/strong>There is something I can add to that. My role was to develop performance services across the nation, so from U16s through the pro teams and up to the national team. You can imagine, nobody is on the same cycle. One of the things we did to try and change this was that we made development part of everybody\u2019s contract, and as part of your contract you had a development fund set aside that was for you. You were responsible for the use of it and had to apply through your manager. Requests were usually accepted based on one of two things: one was that it added value to you as an individual and where you wanted to go in your career, and two, it added value to the business. The only requirement was that you had to produce a report within two weeks that was circulated around the group. There was then a set period where everyone came together and with more of a Q&amp;A to delve into what people learned. That became quite a good way of having individuals go and take ownership of their own development whilst the manager could use performance meetings to check progress of development. One of the things I got to do was go on a negotiation course led by FBI hostage negotiators; that added a lot of value dealing with individuals across groups. One guy did a tour of America around professional clubs and brought all sorts of ideas back, while others did degree courses. So it was a pretty good way of getting people to buy-in to their development as they were choosing what they did.<\/p>\n<p><strong>If failure is part of learning and growth, how do we create a safe environment to fail?<\/strong><\/p>\n<p><strong>AP<\/strong>: It\u2019s an interesting one on how we expect people to learn from failure. I think it\u2019s about making sure there are parameters, and when you are working with them actually giving them projects that are going to allow them to grow, but also the right amount of support around it. Yes you want to give them enough freedom in order to grow and make mistakes, but for the benefit of everyone we don\u2019t want them to fail badly, so I think it\u2019s about putting certain parameters around it would be my experience. It\u2019s also being transparent with conversations and what your intent is. If your intent is to support somebody to get better, then I think you can develop long trusting relationships.<\/p>\n<p><strong>NP: <\/strong>To add value to this conversation, I think it would be good to gather an insight from everyone on another organisation who is doing this well, which could be useful for us to take away.<\/p>\n<p><strong>What organisations are doing people development well?<\/strong><\/p>\n<p><strong>NP<\/strong>: One of the most interesting ones I\u2019ve come across in a while, which came up at Leaders in LA, was Facebook. They do this thing they call \u2018strength space\u2019. The principle is that you should not get promoted into a management position just because you\u2019re trying to move forward in your career. So what they do is this. If you are a really good practitioner, they will promote you to be a better practitioner. That means you can end up being paid the same salary as if you went into management, but you will still be a practitioner and they will increase their expectation of you. For those wanting to transfer into management they give windows to go and experience it and work with smaller-sized teams alongside an established manager to try it out and see if it works for you. They said transitions can be very fluid. In one example, someone went to be a manager and ended up coming back to be a practitioner after a few years, working for a member of his team that became the new manager. It was really about taking your strengths as an individual and making sure they were used to the benefit of the organisation, not just moving into another role to get more kudos. I thought it was very interesting and wondered how that could be applied to sport.<\/p>\n<p><strong>AP<\/strong>: I think along similar lines I was quite taken by recently reading the book \u2018<em>Work Rules\u2019<\/em> by Laszlo Bock who used to be at Google. They had three key areas, one was around making sure that work was meaningful, but the other one were really around being open with conversations that were transparent and there was a real emphasis within this that if we are not open with people, we are actually being dishonest with them. The third point that I thought was particularly unusual was about every person in the organisation having a voice regardless of what their role was, and to create real opportunities for dialogue, and getting away from the suggestion boxes in the foyer, but creating an environment where people are encouraged to give ideas about how they can move things forward. Typically organisations are quite hierarchical in their decision making.<\/p>\n<p><strong>SG<\/strong>: We started to talk internally about a concept called \u2018comfort zone\u2019, it\u2019s not a particularly new idea, but it actually ticks one of the three points Alun just mentioned, that everyone has a voice. The example I can give is to do with our youth academy. We put a group together with an individual from each different department, so a member from the club shop, a member from customer services, somebody from the marketing team, and we\u2019ve got a group of about eight individuals. We call them youth academy ambassadors. The idea is they would be the champions for the youth academy in their department, so that allows us to educate people internally. What we\u2019re trying to do is facilitate a platform where they can have a voice and also learn about the club and what we are trying to achieve, and that they might bring a totally different perspective on what we are trying to do.<\/p>\n<p><strong>RS<\/strong>: I actually have a question if that\u2019s ok, there\u2019s been a lot of talk around values and culture, I was really interested to see how many people have a set CPD framework for employees, that continues to work on the values of organisations and how much develop is done for individuals around that.<\/p>\n<p><strong>NP<\/strong>: This is an area that seems to be a struggle across organisations. The few groups that seem to do it very well are considered super-elite organisations. For the rest it\u2019s unfortunately almost a case of just words on the wall. Certainly it\u2019s a core topic in Daniel Coyle\u2019s book <em>The Culture Code<\/em>. It\u2019s certainly worth reading within this area. He looks at a number of elite organisations and the common threads they have surrounding values and culture.<\/p>\n<hr \/>\n<p><strong>Previous Virtual Roundtable Takeaways<\/strong><\/p>\n<p><a href=\"https:\/\/leadersinsport.com\/performance\/leaders-virtual-roundtables-driven-benevolence-coaching\/\">Driven Benevolence in Coaching<\/a><\/p>\n<p><a href=\"https:\/\/leadersinsport.com\/performance\/leaders-virtual-roundtables-finding-1\/\">Finding the 1%<\/a><\/p>\n<p><a href=\"https:\/\/leadersinsport.com\/performance\/leaders-virtual-roundtables-turning-vision-reality\/\">Turning a Vision into a Reality<\/a><\/p>\n<hr \/>\n<p>Want to join our next Virtual Roundtable? <a href=\"https:\/\/leadersinsport.com\/membership\/\">Enquire today.<\/a><\/p>\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":"<p>An online meeting of Leaders Performance Institute members on 19 April 2018.<\/p>\n","protected":false},"featured_media":1405,"menu_order":0,"template":"","categories":[22,20],"pathway":[],"topic":[],"sport":[],"class_list":["post-1404","article","type-article","status-publish","has-post-thumbnail","hentry","category-coaching-development-performance","category-leadership-culture-performance"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v26.6 - 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