{"id":16020,"date":"2023-02-09T10:23:53","date_gmt":"2023-02-09T10:23:53","guid":{"rendered":"https:\/\/leadersinsport.com\/performance-institute\/?post_type=article&#038;p=16020"},"modified":"2025-12-15T05:11:21","modified_gmt":"2025-12-15T05:11:21","slug":"leaders-meet-high-performance-environments-the-key-takeaways-from-day-2","status":"publish","type":"article","link":"https:\/\/leadersinsport.com\/performance-institute\/articles\/leaders-meet-high-performance-environments-the-key-takeaways-from-day-2\/","title":{"rendered":"Leaders Meet: High Performance Environments &#8211; the Key Takeaways from Day 2"},"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\/2023\/02\/MicrosoftTeams-image-1-1.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                                9 Feb 2023                            <\/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 Meet: High Performance Environments &#8211; the Key Takeaways from Day 2<\/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-meet-high-performance-environments-the-key-takeaways-from-day-2\/\">Facebook<\/a>\n                  <a href=\"https:\/\/twitter.com\/intent\/tweet?url=https:\/\/leadersinsport.com\/performance-institute\/articles\/leaders-meet-high-performance-environments-the-key-takeaways-from-day-2\/&#038;text=Leaders Meet: High Performance Environments - the Key Takeaways from Day 2\">Twitter<\/a>\n                  <a href=\"mailto:?subject=Here's a Leaders In Sport article for you &amp;body=Check out this article: Leaders Meet: High Performance Environments - the Key Takeaways from Day 2. https:\/\/leadersinsport.com\/performance-institute\/articles\/leaders-meet-high-performance-environments-the-key-takeaways-from-day-2\/\">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-meet-high-performance-environments-the-key-takeaways-from-day-2\/<\/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\">The second day featured Google, the Australian Institute of Sport, Rugby Australia, Melbourne Symphony Orchestra and Wharton People Analytics discussing team cohesion and frameworks of success and more.<\/p>\n                            \n                            \n                            \n                                                            <div class=\"es-section__text content-area\">\n                                    <p><p>In partnership with<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" src=\"https:\/\/leadersinsport.com\/app\/uploads\/sites\/2\/2022\/02\/Keiser_Main_Logo_Red.png\" width=\"250\" height=\"100\" \/><\/p>\n<h6>By Luke Whitworth<\/h6>\n<h6>The focus of our inaugural Leaders Meet in Australasia centred on the theme of high performance environments.<\/h6>\n<p>Across the course of two days, we sought to break down this theme by watching a live environment in practice, exploring frameworks and perspectives on how to recruit talent for your environment, the power of teaming and how it drives collaboration and teamwork, and insights from different industries on how to design, shape and evolve environments.<\/p>\n<p>Here are the key takeaways from the second day.<\/p>\n<p>(Day 1 takeaways <a href=\"https:\/\/leadersinsport.com\/performance-institute\/articles\/leaders-meet-high-performance-environments-the-key-takeaways-from-day-1\/\">here<\/a>.)<\/p>\n<p><strong>Session 1: The Cohesion of Teams \u2013 What Are The Secrets of Effective Collaboration?<\/strong><\/p>\n<p><em>Speaker: Benjamin Northey, Principal Conductor in Residence, Melbourne Symphony Orchestra<\/em><\/p>\n<ul>\n<li><strong>Building culture:<\/strong> in the context of an orchestra, the building of the culture has to come from the players \u2013 how are they driving that? It is a complex challenge for leaders to navigate.<\/li>\n<li><strong>Proficiency:<\/strong> the proficiency of players to lead is a challenge \u2013 if we can create an environment where players or athletes take the lead in driving the internal culture, it can be harnessed in a much more powerful way.<\/li>\n<li><strong>Group psychology:<\/strong> the psychology of the orchestra is the biggest challenge for conductors \u2013 understanding personalities, managing energy, focus and harnessing the collective will of the players. They all want it to be great but have all of their own ideas of how to get there.<\/li>\n<li><strong>Communicate clearly:<\/strong> preparation happens incredibly fast, so there is pressure on the leader or conductor in this context to communicate the vision in a very clear way. Ben also talked about a leader having a point of focus that encourages clear alignment.<\/li>\n<li><strong>Problem-solving:<\/strong> create an environment where there is self-correcting led by the players. Too often we see the leader listen or observe and start to provide solutions to the problem. In the orchestra, allow them to play, create a space for reflection as a group and in the second phase of rehearsal, you will see an impact straight away without the leading having to get involved.<\/li>\n<li><strong>Collaboration begins with listening:<\/strong> encourage people to listen to each other and the real time processes of creation. The players have roles to play but they all need the creative intelligence to adjust that role themselves in the moment to the response of what they are hearing around them \u2013 the parts that unify them around us.<\/li>\n<li><strong>Elite awareness:<\/strong> the cohesion of the orchestra is to find the understanding of not their own part, but the notes of others. The success of the group relies on connection, shared values and unified work. We are looking to generate elite awareness within the group.<\/li>\n<li><strong>Creative intelligence:<\/strong> use your own creative intelligence. This concept is something that needs to be reinforced all the time or else it disempowers the innate creativity of the individual. The success of an orchestra relies on individual perspectives to work \u2013 \u2018everyone is an artist\u2019 is a piece of terminology that is used within the Melbourne Symphony Orchestra.<\/li>\n<\/ul>\n<p><strong>Session 2: Change &amp; Transition \u2013 How to Lead When There is a Shift in Behaviours<\/strong><\/p>\n<p><em>Speaker: Reb Rebele, Senior Research Fellow, The Wharton People Analytics initiative<\/em><\/p>\n<ul>\n<li><strong>Consideration:<\/strong> how do you create sustained performance? Where does behavioural change sit within this?<\/li>\n<li><strong>Behavioural science:<\/strong> studying how to get yourself or others to do something helpful \u2013 or to stop doing something harmful.<\/li>\n<li><strong>Typical approach:<\/strong> when thinking about behaviour change, we collect all sorts of techniques and tools such as research and books. We collect nudges, techniques and hacks. In this toolkit we typically find something that works; rinse and repeat. However, contexts are different and it doesn\u2019t tend to happen the same way.<\/li>\n<li>Tap into a goal that someone already has or a core value, connecting the behaviour change to that.<\/li>\n<li><strong>Framework:<\/strong> am I trying to influence \u2018temporary\u2019 and \u2018enduring\u2019?<\/li>\n<\/ul>\n<ol>\n<li><strong>Temporary<\/strong><\/li>\n<\/ol>\n<ul>\n<li>One-time behaviours.<\/li>\n<li>Context-specific behaviours (particular time and place).<\/li>\n<li>Short-term shifts (some kind of disruption \u2013 change of behaviours for a period of time before returning to some form of \u2018normality\u2019).<\/li>\n<li><strong>Challenge for leaders:<\/strong> address the proximal cause \u2013 immediate goals, environment.<strong>\u00a0<\/strong><\/li>\n<\/ul>\n<ol start=\"2\">\n<li><strong> Enduring<\/strong><\/li>\n<\/ol>\n<ul>\n<li>Habit formation.<\/li>\n<li>Habit breaking.<\/li>\n<li>Personality change.<\/li>\n<li><strong>Challenge for leaders:<\/strong> address the root cause (beliefs, values and identity).<strong>\u00a0<\/strong><\/li>\n<\/ul>\n<ol start=\"3\">\n<li><strong> Motivated<\/strong><\/li>\n<\/ol>\n<ul>\n<li>Existing desire (someone who comes to you for help)<\/li>\n<li>Aligned interests \/ values (clear link between the behaviour change and their goals).<\/li>\n<li><strong>Challenge for leaders:<\/strong> reinforce current goals and values.<strong>\u00a0<\/strong><\/li>\n<\/ul>\n<ol start=\"4\">\n<li><strong> Unmotivated<\/strong><\/li>\n<\/ol>\n<ul>\n<li>Indifference (lack of interest \u2013 doesn\u2019t see any reason to change).<\/li>\n<li>Aversion (active dislike \/ resistance to the behaviour change).<\/li>\n<li><strong>Challenge for leaders:<\/strong> create new goals and values.<\/li>\n<\/ul>\n<p><strong>Bringing the Framework to Life<\/strong><\/p>\n<ul>\n<li>How can I help someone to follow-through on that motivation in a particular instance? <strong>(Motivated x Temporary)<\/strong><\/li>\n<li>How can I help someone be more consistent? <strong>(Motivated x Enduring)<\/strong><\/li>\n<li>How can I help someone stretch outside their comfort zone? <strong>(Unmotivated x Temporary)<\/strong><\/li>\n<li>How can I help someone achieve transformation? <strong>(Unmotivated x Enduring)<\/strong><\/li>\n<\/ul>\n<p><strong>Session 3: Fostering Googleyness \u2013 How to Recruit &amp; Retain for a World Class Culture<\/strong><\/p>\n<p><em>Speaker: Tova Angsuwat, Recruiting Lead, Google<\/em><\/p>\n<ul>\n<li>Google wanted to figure how to create the highest performing team \u2013 one of the hypotheses was if you bring the same people together with the same characteristics together, they would perform well. The second, bringing the best people in the organisation together. Neither yielded the results the organisation expected.<\/li>\n<li>Project Aristotle: great teams can be measured. Google\u2019s research came up with five characteristics:<\/li>\n<\/ul>\n<ol>\n<li><strong>Psychological safety<\/strong>: comfortable to take risks and be vulnerable in front of each other. These teams challenged leaders, asked lots of questions and shared lots of things in meetings \u2013 it drove innovation and enhanced the ability to collaborate. As a leader, a good question to ask in a meeting or conversation is \u2018what is something I might have missed?\u2019<\/li>\n<li><strong>Dependability:<\/strong> getting things done on time to a high standard of excellence.<\/li>\n<li><strong>Structure and clarity:<\/strong> clear roles, plans and goals.<\/li>\n<li><strong>Meaning:<\/strong> work is personally important to team members.<\/li>\n<li><strong>Impact:<\/strong> their work matters and creates change.<\/li>\n<\/ol>\n<p><strong>Keys to defining culture:<\/strong><\/p>\n<ul>\n<li>Mission, transparency and voice underpin the Google culture.<\/li>\n<li><strong>Transparency:<\/strong> Google provides access to all of the information, even if you are an intern. Each Friday there was a TGIF with the founders where you can ask any question you like. This aspect of transparency is incredibly powerful. Can you push to be more transparent? It increases people engagement and buy-in to the organisation.<\/li>\n<li>You told us this, so we are doing that \u2013 a really powerful line for anyone to consider and use as a leader.<\/li>\n<li><strong>Voice:<\/strong> how do you help everyone in the organisation an aspect of voice? Employee engagement surveys, opportunities for asking questions etc. Every time you do that, thank them for the feedback and share it back with them.<\/li>\n<\/ul>\n<p><strong>Tips for recruiting and retaining top talent<\/strong><\/p>\n<ol>\n<li>The most important skills to assess are not role-related: this can be very counterintuitive. Every person that is hired is interviewed against four attributes \u2013 role-related knowledge, problem-solving ability, leadership, and values fit.<\/li>\n<li>Your greatest value proposition is meaning and purpose: sense of meaning and purpose is what people want from their jobs. What\u2019s important to them and what can you offer?<\/li>\n<li>Don\u2019t hire people like you: who is going to complement you? In your teams, you need more of what isn\u2019t there or who is going to add to you. Consider \u2018culture add\u2019 versus \u2018culture fit\u2019.<\/li>\n<li>Share your \u2018fungus\u2019: as you think about retaining talent, you want to share what is going on within the organisation because they will see it when they do join.<\/li>\n<\/ol>\n<p><strong>Session 4: Inclusive Environments &#8211; Can High Performance Sport Create a Culture of Belonging?<\/strong><\/p>\n<p><em>Speaker: Matti Clements, Acting Director, Australian Institute of Sport<\/em><\/p>\n<ul>\n<li>Can \u2018belonging\u2019 drive a high performance culture?<\/li>\n<li>If belonging should be considered as a variable or aid of a high performance culture, how much time in a week do you spend actively prioritising it in your leadership role?<\/li>\n<li><strong>Self-determination theory:<\/strong> autonomy, competence and belonging. This theory is about how an individual interacts with and depends on their social environment. It is based on the fundamental humanistic assumption we lean towards growth in ourselves.<\/li>\n<li><strong>Autonomy:<\/strong> have some control over their lives and that they make choices they want to make.<\/li>\n<li><strong>Competence:<\/strong> achievements, knowledge and skills \u2013 the need to build competence and mastery over the tasks that are important to them. We need to feel effective in the culture or environment we are in.<\/li>\n<li><strong>Belonging:<\/strong> a sense of connectedness.<\/li>\n<li>Psychological research shows that cultures and environments that show these three needs, that people engage really deeply in the tasks and activities they are asked to commit to, thus enhancing performance. These organisations also have higher psychological health.<\/li>\n<li>\u2018Belonging allows the individual to regulate and focus their attention on the things they need to thrive. It allows the individual to give more to something greater than their own personal needs.\u2019<\/li>\n<\/ul>\n<p><strong>Takeaways from the development of strategy: belonging<\/strong><\/p>\n<ul>\n<li>We often go to a small group of people \u2013 made a concerted effort to go wide and broad so everyone had an opportunity to contribute. Constantly asking who might think they don\u2019t belong to this strategy and how do we get them in the room? Who is not represented and how do we make sure they get a voice?<\/li>\n<li><strong>Check and challenge:<\/strong> scenarios were set up with questions such as \u2018what won\u2019t work?\u2019 and \u2018what\u2019s the challenge?\u2019 The purpose was creating connectedness to the process.<\/li>\n<li><strong>Background work:<\/strong> very intentional on helping people to speak up and those that can dominate where spoken to around letting others speak up.<\/li>\n<\/ul>\n<p><strong>Vision &amp; core values:<\/strong><\/p>\n<ul>\n<li>Vision: We win well to inspire Australians.<\/li>\n<li>Core values: excellence \/ belonging \/ courage \/ connection.<\/li>\n<\/ul>\n<p><strong>HP 2032 and belonging levers:<\/strong><\/p>\n<ul>\n<li>Connection to country.<\/li>\n<li>Inclusive design.<\/li>\n<li>Win well.<\/li>\n<\/ul>\n<p><strong>Session 5: The Application of Knowledge &#8211; Making Learning a Successful Process<\/strong><strong>\u200b<\/strong><\/p>\n<p><em>Speaker: Eddie Jones, Head Coach, Rugby Australia<\/em><\/p>\n<ul>\n<li><strong>Levers to make a difference:<\/strong> you\u2019ve got to have understanding of how you want to play and become automatic in that. Players can do it when there isn\u2019t any pressure, but when the heat is on and being able to turn it on when it matters is a huge differentiator.<\/li>\n<li><strong>Intent:<\/strong> when you are coaching with a team without long preparation periods, you have to get the intent right. Players will be given a framework with clarity, but then they have to think and work it out.<\/li>\n<li><strong>Environment:<\/strong> give your athletes a good environment. The element that coaches do the worst is belonging \u2013 with the younger generation today, belonging is so important for them. Simple best practices such as shaping a room in a \u2018U\u2019 shape instead of rows to generate eye contact.<\/li>\n<li><strong>New generation talent:<\/strong> the modern leader also needs to create an environment to generate skills they aren\u2019t experiencing in society as easily anymore. They want a coach they can trust, who will push them to optimise themselves, but who is also loving.<\/li>\n<li><strong>Be context-specific:<\/strong> be specific on taking learnings back to your teams to contextualise.<\/li>\n<li><strong>Specificity of training:<\/strong> after travelling to meet the US Navy SEALs, a key takeaway from Eddie\u2019s visit was the specificity of training towards the harshest moments of \u2018the game\u2019. We train our athletes to make the game easier. Free your players so you don\u2019t just stick to tradition.<\/li>\n<li><strong>Power of observation:<\/strong> as a coach, your greatest skill is your observation skills \u2013 your players have a pattern of behaviour, so you are looking for those changes. Good coaches observe behaviours and interactions.<\/li>\n<li><strong>Modern head coaching:<\/strong> the role has become much more complex. In elite sport, staffing has doubled, larger playing squads both inside and outside of the environment \u2013 leaders need more assistance. Who is your critical friend and set of eyes to challenge what you are doing? If you are starting off as a young coach, keep an experienced coach close to you.<\/li>\n<li><strong>Key learnings: <\/strong>quality of staff, don\u2019t shortcut them or else you get caught. Recruit really well for your staff and have a criteria for what you need. Secondly, teams are much more dynamic than before, you have to be prepared to adapt really quickly.<\/li>\n<\/ul>\n<p><strong>Further reading:<\/strong><\/p>\n<p>Check out the takeaways from the first day <a href=\"https:\/\/leadersinsport.com\/performance-institute\/articles\/leaders-meet-high-performance-environments-the-key-takeaways-from-day-1\/\">here<\/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":"","protected":false},"featured_media":16032,"menu_order":0,"template":"","categories":[22,20],"pathway":[295],"topic":[298,308,338,299],"sport":[349],"class_list":["post-16020","article","type-article","status-publish","has-post-thumbnail","hentry","category-coaching-development-performance","category-leadership-culture-performance","pathway-leadership-development","topic-communication","topic-influence","topic-listening","topic-team-building","sport-australian-football"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v26.6 - 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