{"id":1434,"date":"2018-03-15T00:00:00","date_gmt":"2018-03-15T00:00:00","guid":{"rendered":"https:\/\/leadersinsport.com\/performance-institute\/reports\/leaders-virtual-roundtables-finding-the-1\/"},"modified":"2025-12-15T05:12:42","modified_gmt":"2025-12-15T05:12:42","slug":"leaders-virtual-roundtables-finding-1","status":"publish","type":"article","link":"https:\/\/leadersinsport.com\/performance-institute\/articles\/leaders-virtual-roundtables-finding-1\/","title":{"rendered":"Leaders Virtual Roundtables: Finding the 1%"},"content":{"rendered":"\n\n
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\n Mar 15, 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

Leaders Virtual Roundtables: Finding the 1%<\/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 Human Performance<\/a> <\/div>\n
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https:\/\/leadersinsport.com\/performance-institute\/articles\/leaders-virtual-roundtables-finding-1\/<\/div>\n <\/div>\n <\/div>\n <\/section>\n\n\n
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An online meeting of Leaders Performance Institute members on 22 February 2018.<\/p>\n \n \n \n

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On 22 February we sought to explore the magic question of, where will we find that added 1%? We are all striving and searching for it, but what is that \u2018marginal gain\u2019 that is going to give us an edge over our competitors?<\/h4>\n
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The group discussed:<\/strong><\/p>\n

    \n
  • Looking at what we can\u2019t measure.<\/li>\n
  • New generation of athletes. Bringing in coaches to coach coaches.<\/li>\n
  • Case conferencing. Exploring how other teams from outside of sport collaborate.<\/li>\n
  • How do you know when you are ready to attack that 1%?<\/li>\n<\/ul>\n
    \n

    The participants<\/strong><\/p>\n

    Steve Waterfield, Executive Associate Athletic Director for Performance & Strategic Research, University of Nebraska-Lincoln<\/p>\n

    Adam Clarke, Head of Performance Services, British Swimming<\/p>\n

    Bryan Burnstein, Head of Performance Science, Cirque du Soleil<\/p>\n

    Peter Vint, Former Senior Director, United States Olympic Committee<\/p>\n

    Neill Potts, Former Head of Athletic Performance, Scottish Rugby Union<\/p>\n

    Malachi Thompson III, President, TACAMO<\/p>\n

    Tobias Ottley, Executive Manager – Elite Development & Performance Unit, The Sports Company of Trinidad & Tobago<\/p>\n

    Kyle Dubas, Assistant General Manager, Toronto Maple Leafs<\/p>\n

    Nick Chadd, Head of Sports Science (Academy), Manchester City<\/p>\n

    Karl Cooke, Head of Sports Science, British Swimming<\/p>\n

    Nelson Rodriguez, General Manager, Chicago Fire<\/p>\n

    Shaun Huls, Director of High Performance, Philadelphia Eagles<\/p>\n

    Jason Vescovi, Sport Science\/Sport Medicine, Lead, Tennis Canada<\/p>\n

    Richard Buchanan, Performance Director, Swansea City FC<\/p>\n

    \n

    Introduction<\/strong><\/p>\n

    It\u2019s the magic question, where will we find that added 1% to enhance performance? Interestingly, this particular conversation look at both sides of this coin by exploring new approaches that can aid the quest of finding that 1%, but also how we can be more effective and efficient with the other 99% that is already in motion.<\/p>\n

    Finding the 1% at Nebraska<\/strong><\/p>\n

    Steve our facilitator for this roundtable kicked off by sharing his thoughts on how the University of Nebraska approach this topic. \u201cThe way we look at it at Nebraska with regards to finding that 1% is internal and external. Internal is focused on the student athlete to athletic performance and the external is more organisation efficiencies outside of the organisation and how we can create those marginal gains in each of those areas.<\/p>\n

    \u201cInternally, we have based a lot of our work around the research of Jean Twenge, where she describes the new generation as the iGen generation that was born 1995-2012 and some of the challenges created with that group just happens to be that sweet spot of what we are trying to do with our student-athletes. One of the things we\u2019ve looked at internally is more cognitive, psychological profiles. Using tools to better ascertain an athlete\u2019s ambition, adaptability, perseverance and coachability. We wanted to look at how they interact and work with each other. We\u2019ve used a tool TAIS and also another one which builds off the NFL\u2019s PAT (Point After Touchdown), and we\u2019ve worked to make that more Nebraska specific.<\/p>\n

    \u201cExternal mostly focusing on analytics. We\u2019re looking at it from the angle of understanding the competition better. With our basketball programme we\u2019ve looked at all of the last 5 seasons in the NCAA and did a deep dive statistically into the at-large teams. Profiles, what did they do competitively so we had a r\u00e9sum\u00e9 on what got them to the NCAA tournament. We discovered that there was a strong correlation with the number of three-pointers made and the three-point shoot percentage between them and their opponent. We took that and started to work backwards and created an efficiency rating for each individual player and used that to create line-up efficiency ratings. We are having a better season and are in the running for an at-large bid. Interested to see if you guys are looking at this in the same way as us in the respect of internal and external.\u201d<\/p>\n

    What are we focusing on?<\/strong><\/p>\n

    Karl<\/strong>: My thoughts process around this is two-fold. There is this everlasting search for an opportunity or a gain, but you also know those smart gains are those that will be relatively strategic. They often fall around a number of pillars, probably one that is common to many of us is this concept of athlete availabilities. We still see that our best athletes are unrestricted by injury and illness. I\u2019d be keen to hear the thoughts on how people approach that particular area. Our biggest issue in an aquatic environment is respiratory illness, so we do a lot around profiling our athletes\u2019 respiratory function and understand what exposes them to this kind of illness through good sleep and nutrition practices. I get caught in these two places, we go to the big strategic ones, but if I see an opportunity next week to make a gain, I can\u2019t ignore some of those opportunities as well.<\/p>\n

    Steve<\/strong>: We are doing work on saliva testing looking at the stress hormones, as well as the immune system hormones and try to see how the body is breaking down towards the end of a season. We are tracking this over a three year period to see how the status changes. We are also grappling with monitoring sleep. It\u2019s about creating those interventions to get that gain with sleep, because it isn\u2019t in our control, it\u2019s going to be dependent on the athlete engagement.<\/p>\n

    Nick<\/strong>: We are looking at things that we can\u2019t measure. What we are finding is that the things we can measure relatively well like physical qualities, but the mental health and wellbeing of the athlete is having a significant factor on for example injury status and therefore restricting that athlete availability. Unfortunately we sometime don\u2019t find out until the injury has occurred. Players are experiencing significant levels of anxiety, and within our environment we have a lot of variables such as school, potentially sitting through exams parental breakups. I\u2019d be interested to get people\u2019s thoughts on how we can better manage those immeasurables.<\/p>\n

    Steve<\/strong>: Your population is similar to ours in a lot of ways. We\u2019ve got two mental health folks and what you see is the impact that is having. What we are trying to do that is a challenge is trying to use a profiling tool to assess what they are like coming in and the seeing how they perform academically and athletically and then trying to draw conclusions on who flourishes based on this profile.<\/p>\n

    Bryan<\/strong>: One of the things we\u2019ve piloted but haven\u2019t been able to implement is something we call our life challenges survey. It was created in collaboration with the national circus school that basically took the framework of the K6 psychological tool and started looking at what things go into the life and environment of the artists throughout their time with us. We started to score it and benchmark it so we had ranges where we have concern, all coming into one big pot and then can consider what to do with that information. It\u2019s looking at the information after they are in the organisation, we\u2019re not looking at this from a screening perspective. It\u2019s providing us insight on areas of the performance environment we need to work on and what kind of interventions we could look at implementing. We don\u2019t use availability which was mentioned earlier, we\u2019ve gone with durability, specifically durability by design. The durability includes the physical, emotional, the mental, all the different states of the performer and the design is how we manage and manipulate and create the environment for them to be available, successful and have long careers.<\/p>\n

    Jason<\/strong>: What approaches are being taken to identify when interventions or when some type of strategy might need to be developed and implemented for a given individual? What\u2019s being used when someone crosses that line to then say, they need help.<\/p>\n

    Steve<\/strong>: A lot of it is based around the psychologist working with the student athlete and then what level of information the student-athlete wants to allow the coach to know. What we\u2019ve found is that unless the coach knows and is part of that process, it\u2019s not going to be truly effective.<\/p>\n

    Jason<\/strong>: What about certain settings where you are using different types of questionnaires and there is a physical score to it. Are people using generic thresholds or changes in particular metrics?<\/p>\n

    Steve<\/strong>: Some of our teams use a wellness questionnaire. We use Edge10 as a performance database. Negative responses over a few days is then fed to our psychologist to be notified. They use sleep quality as a marker of where things are from a mental health performance standpoint. With Edge10\u00a0we have a categories which go into each student-athlete\u2019s profiles, so all of the performance staff can see that information as a way to see where they are trending, which hopefully is another way of being ahead of it and bot being reactive.<\/p>\n

    Neill<\/strong>: I\u2019ve got a bit more of a generic view on this. It\u2019s an area that\u2019s come up several times in the last few months, with the generation that is coming through and largely just life skills and their ability to cope with the pressures of everyday sport. I\u2019m pondering whether or not in sport staff need to develop more counselling type skills to help pull this generation through, where a lot of people haven\u2019t experienced bumps along the road as it would have been in the past. It was brought up by someone I know in construction, one of the points he made was that he spend the first 6 weeks just teaching this generation how to talk to people and have conversations and alleviate that stress and anxiety. I\u2019d be curious to get people\u2019s thoughts on that.<\/p>\n

    Coaches coaching coaches<\/strong><\/p>\n

    Steve<\/strong>: We have a position here, where we have a psychiatrist with a sports psychology background who is in place to be a coach for our coaches, to work on different approaches which don\u2019t sabotage some of the work that is being done with our performance coaches. Some of our coaches have been here 30-40 years, and of course there\u2019s been a massive shift in how to interact with the student-athletes.<\/p>\n

    Adam<\/strong>: We brought in a Coach Development Manager from outside of swimming purely to focus on the non-technical side of coaching, for example of communication of messages and the relationship between the athlete and the coach. That has been very successful. In relation to Jason\u2019s question on who is driving this, this was driven by the Performance Director with buy-in from the coaching community and the athletes themselves.<\/p>\n

    Neill<\/strong>: In our case it was predominantly driven by the coaching staff, and the two Head Coaches brought two different people in, with not necessarily a sporting background. One was an ex-hostage negotiator and really because they recognised that there was a growing gap between the differences in generations.<\/p>\n

    Steve<\/strong>: Have their approaches changed since the implementation of this role?<\/p>\n

    Neill<\/strong>: It was a mixed bag. Ones that engaged with it had a lot of success and it would be surprising that typically the coaches who were a bit more intense would be the ones who engaged with it a lot more and you saw the biggest change in. In at least three case, it really transformed how the players perceived them and engaged with them, which made them bring issues to these coaches and collaborate with them a lot more.<\/p>\n

    Creating a holistic approach<\/strong><\/p>\n

    Steve<\/strong>: What I\u2019ve found is often that the marginal gain is right in front of you and you just haven\u2019t found it yet. I think often it is about connecting the things in front of you together is create that gain.<\/p>\n

    Richard<\/strong>: Our performance team at Swansea have work to create this holistic team where everyone prides themselves on the clarity of communication. All the performance information is stored in one\u00a0place, captured and interacted upon which acts as a safety net for our communication. So we have an electronic safety net when we are talking about the players. The overarching mantra is that it is about having the right outcomes. It\u2019s about having a practical application that impacts performance and to try and squeeze everything out of what you\u2019ve got.<\/p>\n

    Nick<\/strong>: I\u2019d echo that. One of the things we\u2019ve worked really strong on is pushing the lines of communication and making data absolutely accessible to everybody. Sometimes we\u2019re guilty of collecting a load of data and it is sitting in a database, but then never really going back into it. One of the ways we\u2019ve got around that is setting up what we call \u2018case conferencing time\u2019. It\u2019s where we get the multi-disciplinary teams together from each age group or phase. It\u2019s allowed us to proactively highlight issues going forward. We\u2019ve found that really powerful.<\/p>\n

    Steve<\/strong>: A new cancer hospital has been opened in Omaha and we took a tour of it and one of the things they do with cancer patients is every morning they convene a group of experts across the spectrums and they review cases. Very similar to the \u2018case conferencing approach\u2019 you were talking about. Did this organically occur when people realised that we weren\u2019t taking in all of information we were collecting?<\/p>\n

    Nick<\/strong>: Prior to this role I worked in an intensive rehab unit and the thing I found incredibly effective was a small team that convened regularly in the same office. The conversations in that \u2018case conferencing\u2019 environment 24\/7 were of an exceptionally high standard which meant to a certain degree we left no stone unturned. Every question was a valid question. Coming into a bigger organisation with more people, communication whilst you have more resource on the ground can create difficult with regards to communication lines. So we set up a process where we would formulise communication, so it would be away from ones like corridor conversations or relying on catching up with someone over a coffee. The level of detail with these conversations lacked the detail. By having it in a formalised area where it couldn\u2019t be interrupted, allowed as well for psychological safety for staff. It stimulated really good conversation.<\/p>\n

    Peter<\/strong>: In some of the experiences I\u2019ve had at the US Olympic Committee one of the things to complement Nick\u2019s experiences were when we began to add our competitive analysis data. It gave us this whole different level of which we could begin asking questions against. Prior to this it was based on our sports science and service providers having the closest interaction with our athletes. A lot of that was simple gut feel, experience, some kind of more personal over emotional subjective evaluation, but when that was cross-referenced to some of the more performance-orientated data, it really began to enlighten us and allow us to ask better questions.<\/p>\n

    Steve<\/strong>: Did this change the approach of embracing data?<\/p>\n

    Peter<\/strong>: The onus fell on those that where providing the data and the alternative sources of information, that until then it really hadn\u2019t been available. It was really just a bit of a growing process for everybody to come to understand that in this grand continuum were analytics sits in the spectrum of sport performance, that it wasn\u2019t ever going to override the more subjective, personal feelings that our staff had with the relationships athletes had with coaches, but rather that it was there to either check whether those feelings were actually being picked up and seen the more objective sources of information that were now being bought to bear. Some I think really embrace\u00a0it because it gave them a different way to look at things and gave them a greater level of objectivity that let them challenge what they think or felt they saw, and come back with different questions they could approach athletes and coaches with.<\/p>\n

    Shaun<\/strong>: I\u2019d agree with Peter there, that\u2019s one of the things we have found is that a lot of times we tend to fall in one bucket or the other and I believe that really where the data comes valuable is where we is where you combine that quantitative and qualitative components together. That helps leverage both the data and the timeliness on whatever intervention or decision point you need to make on an athlete. I feel like that is often something we are trying to get people to buy in to the analytics, but also be empathetic through their lens as well.<\/p>\n

    Peter<\/strong>: I wanted to come back to one of the things Nick mentioned, I think it is really so valuable to be able to draw from other domains, Steve you also mentioned this earlier. Being able to see how examples of case studies and patient rounds can be really empowering for sports performance staff. Often, if you haven\u2019t come from an environment like that, you may not have been exposed to it. There have been a number of really good studies come from Harvard Business Review by organisations that have done those patient rounds and these deeply multi-disciplinary interventions.<\/p>\n

    Finding the 1% or trying to perfect the 99%?<\/strong><\/p>\n

    Nelson<\/strong>: You\u2019re all in a different place to where our club is, but it does highlight for me that essential question: I worry that the pursuit of this magical, mythical 1% is coming at the expense of the other 99%. My question is when do you know you are down to the 1% margin? I don\u2019t think we get the 99% right.<\/p>\n

    Peter<\/strong>: I think you are spot on. A lot of things get neglected in the course of athlete development, particularly youth development. It even exists at the highest levels of the game in terms of basic aspects of sleep, nutrition, of practice design, of how we go about finding time to acquire skill, which really needs to be manifested in the course of competition. I think these conversations on marginal gains sometimes get eaten up by assuming that all those other building blocks, yet those other building blocks aren\u2019t really working at 100%.<\/p>\n

    Bryan<\/strong>: One of the hardest challenges I have is that all of performance team on the ground can be turned by something they see that they think make all the difference, you don\u2019t want to demotivate them, but the reality is that we don\u2019t do all the other things right, so many other things that can impact high performance. When you get one thing right, you have to go round the whole cycle again refuel everything else around that. You clean up one thing, but it automatically affects something else.<\/p>\n

    Jason<\/strong>: The one piece I would add to this conversation is one word: context. I think context always need to be front and centre of the conversation whether we are focusing on the 99% or the 1%.<\/p>\n

    Peter<\/strong>: In my career as a sports scientist I was certainly guilty of presenting results in the context and language of science, and particularly the domain of biomechanics I worked in. It wasn\u2019t until later that I saw the value in translating and contextualising those. If you can document or even model the benefits of shooting percentages for example and how that translates into wins and losses, now you\u2019ve got the attention those players.<\/p>\n

    Malachi<\/strong>: In our organisation our leadership is more or less stable throughout different terms. Obviously you guys at Nebraska have a new coach and you guys at the Eagles have lost your offensive coordinator to a new role, how does that impact your pursuit for that 1%?<\/p>\n

    Shaun<\/strong>: This time around we felt that we had prepared by preparing some of our younger coaches so that they can step up. One of the benefits, which I attribute to our head coach. He invests and trusts the coaches around him and contribute to the greater good of the organisation. So it\u2019s almost a natural response when coaches leave that we had candidates in house that we could rely on. A lot of that goes back to our leadership and the culture we have here.<\/p>\n

    Additional thoughts<\/strong><\/p>\n

    Maple Leafs Assistant General Manager Kyle had some technical difficulties with his Skype account, but wanted to share three areas that the Maple Leafs are looking in attempting to aggregate marginal gains:<\/p>\n

      \n
    1. Mindfulness Training: added as a component to our mental skills\/fitness program.<\/li>\n
    2. 3D movement screening: used to properly analyse all movement in player skating, identifying issues objectively and build a complete and comprehensive plan to improve skating technique using the data from the screening versus using an eye test analysis.<\/li>\n
    3. Character strengths building program: using draft combine, player interview process to identify character strength\/flaws of athletes not to increase or decrease draft stock, but rather to properly build a program to help build character if we draft the players.<\/li>\n<\/ol>\n
      \n

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

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