{"id":1418,"date":"2018-03-21T00:00:00","date_gmt":"2018-03-21T00:00:00","guid":{"rendered":"https:\/\/leadersinsport.com\/performance-institute\/reports\/lessons-from-leaders-leaders-sport-performance-summit-los-angeles-2018\/"},"modified":"2025-12-15T05:12:42","modified_gmt":"2025-12-15T05:12:42","slug":"lessons-leaders-leaders-sport-performance-summit-los-angeles-2018","status":"publish","type":"article","link":"https:\/\/leadersinsport.com\/performance-institute\/articles\/lessons-leaders-leaders-sport-performance-summit-los-angeles-2018\/","title":{"rendered":"Lessons from Leaders: Leaders Sport Performance Summit, Los Angeles 2018"},"content":{"rendered":"\n\n
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\n Mar 21, 2018 <\/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: Leaders Sport Performance Summit, Los Angeles 2018<\/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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Category<\/div>\n Coaching & Development<\/a>, Data & Innovation<\/a>, Human Performance<\/a>, Leadership & Culture<\/a> <\/div>\n
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https:\/\/leadersinsport.com\/performance-institute\/articles\/lessons-leaders-leaders-sport-performance-summit-los-angeles-2018\/<\/div>\n <\/div>\n <\/div>\n <\/section>\n\n\n
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The key takeaways from the Red Bull Media House in Santa Monica.<\/p>\n \n \n \n

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It was a jam packed day at Red Bull as we kicked off the 2018 Sport Performance Summit series in style at our third annual event in sunny California.<\/h4>\n
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We\u2019ve already gathered a bunch of lessons from all the sessions to make sure you can implement the learnings back into your organisations, and so you can prove you weren\u2019t just in L.A. for a jolly up, of course.<\/p>\n

As ever, all the session videos will be made available on the member\u2019s platform on the Leaders Performance Institute website as early as next week, and there\u2019ll be a variety of supplementary insight \u2013 in video, on podcast and through written pieces \u2013 to come.<\/p>\n

Without further ado, here, in brief, are the standout bits from the sessions of the Leaders Sport Performance Summit, Los Angeles 2018.<\/p>\n

Fancy joining us for our next s<\/strong>ummit in Chicago this July? Click here<\/a> to find out more about the event, or here<\/a> to get in touch.\u00a0<\/strong><\/p>\n

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1. Checkmate: A Masterclass in Evaluating Risk & Trusting Intuition<\/strong><\/p>\n

This was both a verbal and physical masterclass from Hikaru Nakamura, the Red Bull athlete and #1 chess player in the United States. He was honest, open and passionate when speaking of his raw talent as child prodigy-turned world class athlete, all the while he dismantled the \u2018amateur\u2019 Steve Gera, moderator and challenger, at numerous games of chess throughout the session. Hikaru was quick to highlight the mental toughness the impact of tech, pattern recognition amongst other factors that have helped him become world class. Oh, and he can play and win matches blindfolded, too. As you do.<\/p>\n

Key takeaways:<\/strong><\/p>\n

\u2022 Pattern recognition plays a big role in the way Hikaru learns. Not only does it help him memorise hundreds of moves, it also helps to highlight when he isn\u2019t doing things right.
\n\u2022 The hardest match is sometimes when you\u2019re winning. There\u2019s a tendency to get ahead of yourself or even to get complacent. It\u2019s important not to cloud the mind.
\n\u2022 Hikaru tries to work out the style of play and tactical strategy of his opponent in their first few moves. Like many sports, you\u2019re trying to solidify the middle of the \u2018board\u2019. Sometimes he can work out the opposition at the start, while sometimes it\u2019s on a move-by-move basis.
\n\u2022 The two most important things during a match: 1. Find the best solutions to your opponents game. 2. Stay calm.
\n\u2022 Hikaru is always looking 5-10 moves down the road, and has a bank of solutions in his head. In a lead up to a tournament he\u2019s practicing 6-7hrs every day for two weeks, so you have to be mentally strong and patient.
\n\u2022 He could play 50-100 boards at a time. Essentially, he could play blindfold for 15-20 boards up to at one time. It all comes down to pattern recognition.
\n\u2022 Body language is important. Being confident certainly plays a role.
\n\u2022 Nobody plays a perfect game. You\u2019re going to make mistakes, so it\u2019s important to then go and work out what you\u2019ve done wrong and how you can combat that.<\/p>\n

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2. Showstoppers: The Key to a Blockbuster Performance<\/strong><\/p>\n

With this being our third event in Los Angeles, it seemed about time that we delved tapped up some Tinsel Town royalty to add to the speaker line-up. And Jim Whitaker certainly didn\u2019t disappoint. With films such as Friday Night Lights, Robin Hood, American Gangster and 8 Mile on his r\u00e9sum\u00e9, it was no surprise that this interview \u2013 led by Dr. Dehra Harris \u2013 was nothing short of a blockbuster. Joy and emotion were two words that cropped up time and again, and it was clear that Jim saw his role on set, and as a leader, to maximise the performance of his team and create an environment where award winning performances were possible.<\/p>\n

Key takeaways:<\/strong><\/p>\n

\u2022 It\u2019s important to talk about the downs as much as the ups. When Friday Night Lights came around, he wanted to make a film that highlighted the importance of knowing and learning how to lose, emotionally \u2013 \u2018the emotionality of losing\u2019 if you will.
\n\u2022 Before the start of a project, he really works hard to see the movie in his head. As a leader, you need to be clear about the vision for any project. Be protective about holding the vision.
\n\u2022 If you\u2019re a collaborator, which Jim believes is an important trait of a good leader, then you have to have clarity and an open mind. Be clear when you are making a decision, but also be open to other people\u2019s opinions.
\n\u2022 Jim\u2019s philosophy is that he always wants to lead in a way which is joy based, but also civil.
\n\u2022 To achieve the end goal, you need to infuse a sense of privilege and joy, but also say to them that its great to be focused on the end point
\n\u2022 Jim believes in leading from behind. Watch. Pay attention. He wants to create the most open and creative environment for everyone to show up to perform. From food services to electricians, we need everyone to be in a good moment to perform.
\n\u2022 I\u2019m very resistant to strong arming people. My experience is that not one person is always right. There is usually emotional complexity too. Recognise that it\u2019s an emotional venture, you want to create a safe space for everyone.
\n\u2022 The ecosystem of the movie that is good, will be connected to an outcome that has integrity that is good.<\/p>\n

3. Be Connected. Be Discovered: How Facebook Continues to Scale its Culture<\/strong><\/p>\n

\u2018Culture isn\u2019t a given. Everyone owns the culture, not just the leaders\u2019 was the first quote of the session from Amy Hayes of Facebook, and it immediately set the tone. Just like the company\u2019s culture, we felt on-boarded from the get-go. There was a real passion in the way in which Amy described how they develop employees at Facebook, and lessons of transparency, feedback and development were clearly transferable to sport.<\/p>\n

Key takeaways:<\/strong><\/p>\n

\u2022 At Facebook, they start on-boarding before an employee starts at the company. They let the first day of a new employees career with the company be what they want it to be.
\n\u2022 They used to get the new employees to list what they didn\u2019t like about previous companies \u2013 don\u2019t bring that here! \u2018This is now your company\u2019 is splatted across the walls of the office.
\n\u2022 Facebook conducted a company-wide study to find its best managers \u2014 and 7 behaviours stood out:<\/p>\n

1. They care about their team members.
\n2. They provide opportunities for growth.
\n3. They set clear expectations and goals.
\n4. They give frequent, actionable feedback.
\n5. They provide helpful resources.
\n6. They hold their team accountable for success.
\n7. They recognise outstanding work.<\/p>\n

\u2022 Employees jump in and out of \u2018management\u2019, to become \u2018individual contributors\u2019 again. Some people get to a point when they are done with management, and they just want to be a contributor again. Facebook commends that.
\n\u2022 There are no \u2018masks\u2019 at Facebook \u2013 there is no one thing at home, one thing at work. Employees are more open and vulnerable because of this, which is a good thing.
\n\u2022 Facebook are constantly scanning external companies to make sure they have a good scale of culture, best practice etc. If they like something, they take it and make it \u2018Facebooky\u2019.
\n\u2022 Post-project analysis \u2013 what did we do well? How can we improve? It\u2019s not about blame, it\u2019s about truly learning. It starts with the leader.
\n\u2022 Lack of psychological safety is a big thing when it comes to obstacles to learning. Facebook want to have an attitude that failure is a good thing, as it\u2019s about learning. If there are risks, and they come to be, then they\u2019re able to combat that and use it as a learning.<\/p>\n

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4. Improv & Comedy: Lessons from One of the World\u2019s Most Successful Groups<\/strong><\/p>\n

The award for the most entertaining session goes to Brandon, Ari and the Upright Citizens Brigade. No doubt about that. But what was the best thing about the jokes, improv and acting? They clearly annotated the entertainment with lessons that can be aligned with high performance. Not always an easy thing to do. How can you apply improv to sport I hear you ask? Here\u2019s how\u2026<\/p>\n

Key takeaways:<\/strong><\/p>\n

\u2022 Yes And \u2013 Using positive language is a must. As well as this, creating spaces where people feel supported as they are pushing their comfort levels, creating team dynamics where are confident to communicate with one another, sharing ideas, brainstorming, being honest, all while looking to find solutions to problematic scenarios. The ability to listen and observe are big factors.
\n\u2022 Authenticity \u2013 Being yourself will lead to more engagement, more trust and being more persuasive. If you have to make a presentation or speech to your team or colleagues, being authentic will make it more dynamic and stimulating. It will also build chemistry with teammates.
\n\u2022 Being Present & Reading the room \u2013 You must be ready to adapt, especially when work in a one-to-one or team dynamic, and have the ability to read what they are doing and saying. This can also be applied to when you are trying to read your opposition, which will help you lead your team. The ability to listen and observe are huge factors.
\n\u2022 People come because they want to perform, but also because they want to be positive and in the right frame of mind to work with teams.
\n\u2022 Improv comedy is a fail based act and form of performance. If we fixated on when we didn\u2019t get it right, we\u2019d never achieve anything.
\n\u2022 When you run into a \u2018catastrophe\u2019 in improve, you need to realise that although you try and avoid failure, you actually need to use it to spur you on and improve your performance.
\n\u2022 When Upright Citizens Brigade train and perform, they don\u2019t count goals, they count assists. We use everything as a building block rather than a stumbling block.
\n\u2022 As a leader, you should be open to ideas and finding the positive in something that could be negative. Creatively listening to someone\u2019s problem, then spinning it as a positive. Building off each other\u2019s ideas is an important way to share ideas and build upon performance.<\/p>\n

5. Leading the Lakers: The Methodologies of One of Sport\u2019s Brightest Coaches<\/strong><\/p>\n

We were joined by one of the brightest of young coaches in not only in the NBA, but the whole of sport. Two seasons in at the Lakers, the former player, now coach who comes from a family background of basketball is undertaking a rebuilding project with one of the sport\u2019s biggest franchises. No pressure\u2026<\/p>\n

His task is to return the Lakers to the dominating times of the \u201850s, \u201880s and \u201800s, as well as stamping his own brand of basketball upon the franchise. He was clearly passionate, enthused and dedicated to the job at hand, and doing things the right way \u2013 his way, and the Lakers way.<\/p>\n

Key takeaways:<\/strong><\/p>\n

\u2022 It\u2019s important not to focus on the result of winning and losing. Finding the joy within the parts of the game as they try to build that culture out is imperative. If the players win but in the wrong way, he\u2019ll come down on the team hard. If they lose but the right way, he\u2019ll say good job. Habits are important, as they\u2019re rebuilding something.
\n\u2022 It starts by the way in which they come into work. \u201cI came from Golden State. Best team. On top. Loose environment. I liked the way that felt. We weren\u2019t ready to do that when we got to LA. So, we stripped it back, and asked what we need to do?\u201d
\n\u2022 \u201cWe have a young team, so we can embed things within them and their habit as they won\u2019t know any different. We are on them as a coaching staff, every day in training.\u201d
\n\u2022 \u201cIf we\u2019re doing the same thing now as we were 30 games ago, then we are failing the players. We want to be a championship team, so we need to inbed the qualities that we want in our culture.\u201d
\n\u2022 Luke voiced the need for patience. Nearly two seasons in and they\u2019re still at the beginning phases of it. \u201cIt\u2019s the identity of how we play. Where are we now? Where were we at the start of the season?\u201d
\n\u2022 Luke puts some of the recent successes down to continuing to build respect with his group, and knows it takes time to get athletes to commit completely. Something they have worked hard on.
\n\u2022 Core to Luke\u2019s leadership style is the ability to understand and work with people. He\u2019s creating a family environment, not purely centred on the business. Top coaches teach you more about life than basketball, and Luke makes sure his door is always open.
\n\u2022 Respect comes above friendship. Yes, Luke wants every to get along, but having respect for one another is the most important thing. \u201cBe a good teammate. \u201c
\n\u2022 Luke wants his staff to be creative in their approach. Create a culture and environment where you are evaluating, analysing and critiquing everything.
\n\u2022 \u201cPart of it is being who I am, being true to who we are.\u201d<\/p>\n

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6. Making the Right Call: Evaluating and Implementing New Technologies for a Competitive Advantage<\/strong><\/p>\n

Jeanne has one of the most impressive r\u00e9sum\u00e9 of any speaker we\u2019ve had on stage at Leaders. She\u2019s currently the Deputy CIO, Asst. GM and Senior Tech Advisor to the Mayor of Los Angeles \u2013 a mouthful itself \u2013 but with roles with NASA and President Obama on her CV, she knows what she\u2019s talking about when it comes to advising on tech. Investing and implementing new innovations is a constant deliberating in sport, with so many new companies pushing the envelope. Jeanne shared her experience on what to look for making the right decisions, and how to tell if your organisation is ready for tech.<\/p>\n

Key takeaways:<\/strong><\/p>\n

\u2022 The biggest challenge is understanding what will give an organization a competitive advantage. The most important focuses are evaluation of potential new technologies, and consequently efficient processes for implementation.
\n\u2022 Technology Readiness Levels (TRL) are a type of measurement used to assess the maturity level of a particular technology.
\n\u2022 At NASA, Jeanne was head of the team responsible for evaluating the technology, and used a rating system that helped them decide on tech from project to project. It was called the TRL (Technology Readiness Levels) with 1 being the lowest, and 9 being the highest. See below:<\/p>\n

NASA\u2019s Steps to Technological Readiness: <\/strong><\/p>\n

1. Basic principles observed & reported
\n2. Technology concept and\/or application formulated
\n3. Analytical and experimental critical function and\/or characteristic proof-of concept
\n4. Component and\/or breadboard validation in laboratory environment
\n5. Component and\/or breadboard validation in relevant environment
\n6. System \/ subsystem model or prototype demonstration in a relevant environment
\n7. System prototype demonstration in a space environment
\n8. Actual system completed and \u2018flight qualified\u2019 through test and demonstration
\n9. Actual system \u2018flight\u2019 proven through successful mission operations<\/p>\n<\/p>\n <\/div>\n \n \n \n <\/div>\n

\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/section>\n","protected":false},"excerpt":{"rendered":"

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