{"id":17273,"date":"2023-03-30T15:16:03","date_gmt":"2023-03-30T15:16:03","guid":{"rendered":"https:\/\/leadersinsport.com\/performance-institute\/?post_type=article&#038;p=17273"},"modified":"2025-12-15T05:11:17","modified_gmt":"2025-12-15T05:11:17","slug":"leaders-meet-building-winning-organisations-the-key-afternoon-takeaways","status":"publish","type":"article","link":"https:\/\/leadersinsport.com\/performance-institute\/articles\/leaders-meet-building-winning-organisations-the-key-afternoon-takeaways\/","title":{"rendered":"Leaders Meet: Building Winning Organisations \u2013 the Key Afternoon Takeaways"},"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\/03\/52778110589_1740bf4354_o.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                                30 Mar 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: Building Winning Organisations \u2013 the Key Afternoon Takeaways<\/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\/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-building-winning-organisations-the-key-afternoon-takeaways\/\">Facebook<\/a>\n                  <a href=\"https:\/\/twitter.com\/intent\/tweet?url=https:\/\/leadersinsport.com\/performance-institute\/articles\/leaders-meet-building-winning-organisations-the-key-afternoon-takeaways\/&#038;text=Leaders Meet: Building Winning Organisations \u2013 the Key Afternoon Takeaways\">Twitter<\/a>\n                  <a href=\"mailto:?subject=Here's a Leaders In Sport article for you &amp;body=Check out this article: Leaders Meet: Building Winning Organisations \u2013 the Key Afternoon Takeaways. https:\/\/leadersinsport.com\/performance-institute\/articles\/leaders-meet-building-winning-organisations-the-key-afternoon-takeaways\/\">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-building-winning-organisations-the-key-afternoon-takeaways\/<\/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 afternoon at the Scotiabank Arena featured Toronto Metropolitan University, Klick Health and Management Futures discussing both the theory and application of strategies designed to create winning environments.<\/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>Leaders Meet: Building Winning Organisations, hosted alongside the Toronto Maple Leafs, was our first physical North American event of the year. Throughout the course of the day, we engaged in case study sessions, an observation experience, roundtable discussions and skills-based learning centred around some key ingredients that contribute to building a winning or high performing organisation.<\/h6>\n<p>These are the highlights from the afternoon programme, which featured Dr Cheri Bradish, the Director of the Future of Sport Lab at Toronto Metropolitan University; Glenn Zujew, Chief People Officer at the world\u2019s largest independent commercialisation partner for life science, Klick Health; John Bull, the Director &amp; Lead for High Performance at leadership and organisation consultancy Management Futures.<\/p>\n<p><em>[Already up-to-date with the afternoon? The morning takeaways are available <a href=\"https:\/\/leadersinsport.com\/performance-institute\/articles\/leaders-meet-building-winning-organisations-the-key-morning-takeaways\/\">here<\/a>.]<\/em><\/p>\n<p><strong>Session 4: Designing the Environment &amp; Innovating at Pace<\/strong><\/p>\n<p><em>Speaker: Dr Cheri Bradish, Director of the Future of Sport Lab, Toronto Metropolitan University<\/em><\/p>\n<p><strong>Innovation + Culture<\/strong><\/p>\n<ul>\n<li><strong>Innovation:<\/strong> the action or process of innovating. Innovation is crucial to the continued success of any organisation. Includes new methods, ideas, products, etc. Linked to technological innovation(s).<\/li>\n<li><strong>Innovation economy:<\/strong> supports that knowledge, entrepreneurship, innovation, technology, and collaboration are the key drivers of economic growth. Companies can increase their value by creating new ideas which can be developed into products, services, and business models that bring us collectively into the future.<\/li>\n<li><strong>Does innovation culture work:<\/strong> \u201cwe found a significant correlation between the ideation rate at these companies and success (growth in profit or net income): The more ideation, the faster they grew.\u201d<\/li>\n<li><strong>Sport innovation:<\/strong> proactive and intentional processes that involve the generation and practical adoption of new and creative ideas, which aim to produce a qualitative change in a sport context.<\/li>\n<li><strong>Key growth areas:<\/strong> fan experience and player performance.<\/li>\n<li><strong>Global sport innovation ecosystem:<\/strong> there has been increasing trends in innovation and additional technology.<\/li>\n<li><strong>Designing a winning innovation environment:<\/strong> what do good organisations do who innovate effectively? \u201cWhat gets measured, gets managed!\u201d<\/li>\n<li><strong>Open innovation:<\/strong> internal and external innovation. Resourcing and Collaboration.<\/li>\n<li><strong>Decentralised innovation:<\/strong> internal labs, ventures, M&amp;A, partnerships.<\/li>\n<li><strong>Product development:<\/strong> design labs and studios.<\/li>\n<li><strong>Project time commitments:<\/strong> 10-25% of time in the organisation dedicated to time to intentionally innovate and foster an innovation mindset.<\/li>\n<li><strong>Maintaining a culture of sport innovation:<\/strong> it\u2019s an extraordinary time for innovation. Technological change and industry disruption seem to be accelerating. And digital information networks are linking individuals, organisations, and nations as never before. Five themes have emerged in maintaining this culture:<\/li>\n<\/ul>\n<ol>\n<li>Be comfortable being uncomfortable: both leaders and staff.<\/li>\n<li>Be connected, build a strong network: what are other people doing in their space?<\/li>\n<li>Prioritise good, committed and collaborative people.<\/li>\n<li>Diversity of thought and team.<\/li>\n<li>Stay curious.<\/li>\n<\/ol>\n<ul>\n<li>In those that do it well, there is a clear culture of innovation across the organisation.<\/li>\n<li><strong>What\u2019s holding sport back:<\/strong> we know that sport is an early adopter industry. A lot also depends on the culture of the organisation.<\/li>\n<li><strong>Leading innovation:<\/strong> where is the support and leaders perspective in all of this? How open is your leader to being innovative and supporting your team in its development?<\/li>\n<li><strong>Assessing cultures of innovation:<\/strong> do you have an innovation or growth mindset in the organisation?<\/li>\n<li>A lot of rich innovation is looking outside of the box.<\/li>\n<\/ul>\n<p><strong>Session 5: The People &amp; Culture<\/strong><\/p>\n<p><em>Speaker: Glenn Zujew, Chief People Officer, Klick Health<\/em><\/p>\n<ul>\n<li>People that are good at culture pay a lot of attention to it.<\/li>\n<li><strong>The culture:<\/strong> an extreme focus of Klick when it started 25 years ago was culture. Core principles were designed and then the organisation identified the people who were needed to achieve that. What type of person would be successful in our organisation? Culture starts at recruiting level and how you promote yourself in the marketplace. Even after 25 years, the organisation still considers themselves in \u2018beta\u2019.<\/li>\n<li><strong>Recognise innovation in a company:<\/strong> the organisation likes to shine a light on those that have tried and failed. The organisation has \u2018Breakfast Meetings\u2019 that are designed to give positive recognition to those that have tried to innovate and failed \u2013 the organisation want to promote that behaviour. A lot of people experiment in the environment and the organisation even intentionally allocates hours to innovation.<\/li>\n<li><strong>People-first #1:<\/strong> this can often be misconstrued as \u2018me first\u2019. Realigning on the goal you are trying to achieve is something that you need to keep an eye on. We don\u2019t want to slip into \u2018me first\u2019.<\/li>\n<li><strong>Cultural principles:<\/strong> in recent times, creativity and candour have come into the existing principles.<\/li>\n<li><strong>Listening:<\/strong> the organisation has also prioritised listening in a big way. Not everyone communicates in the same way so the organisation has used a variety of communication tools to collate insight and feedback to cater for different styles.<\/li>\n<li><strong>Feedback:<\/strong> aligned to the above, create different styles and numerous opportunities for feedback: bi-weekly calls with the Chief People Officer and President, fire-side chats, weekly one-on-ones, yearly polls \u2013 some people want to communicate verbally, others through technological tools. The Chief People Officer is basically a Chief Learning Officer, and the data that is collated has informed what the organisation does next.<\/li>\n<li><strong>Collaboration:<\/strong> have you been intentional in asking your teams how they interact and what is working?<\/li>\n<li><strong>Induct &amp; onboard to culture:<\/strong> it starts with how you position yourself in the marketplace. At a recruiting level, there is clarity on what the organisation wants: there is a list that is stress-tested; identify individuals that will add something to the culture.<\/li>\n<li><strong>Fit &amp; add:<\/strong> Glenn shared that the organisation had almost too strong of a culture. There was a laser focus on looking for someone that would fit the existing culture seamlessly. This focus actually ended with the organisation having too many similar people. The organisation engaged in one small change: \u2018fit to add\u2019. The organisation wanted people to add to the culture, which in turn witnesses an increase in innovation and diverse thinking.<\/li>\n<li><strong>New vs existing:<\/strong> we often see challenges in trying to combine existing versus new. In terms of culture, a large part is creating a safe place for existing individuals. Listen, talk and alleviate what\u2019s on people\u2019s minds. People want to be heard. Every environment has stewards who have a key role in connecting to what is important.<\/li>\n<li><strong>Cultural champions:<\/strong> who are your cultural champions? Look to recognise where things are working well and make people aware of what that is.<\/li>\n<li><strong>People-first #2:<\/strong> in trying to be a people-first organisation, you can get sucked into trying to be everything to everyone. In reviews and feedback opportunities, the organisation asks employees honestly about how things are going; is it what you want it to be?<\/li>\n<\/ul>\n<p><strong>Session 6: Debriefing Skills <\/strong><\/p>\n<p><em>Speaker: John Bull, Director &amp; Lead for High Performance, Management Futures<\/em><\/p>\n<p>\u201cThe only sustainable competitive advantage is an organisation\u2019s ability to learn faster than the competition\u201d \u2013 Peter Senge<\/p>\n<p>STOP: for live debriefs during the event:<\/p>\n<ul>\n<li><strong>S<\/strong>tand Back: take a helicopter view.<\/li>\n<li><strong>T<\/strong>ake Stock: analyse what is happening.<\/li>\n<li><strong>O<\/strong>ptions: explore options around what you can do differently.<\/li>\n<li><strong>P<\/strong>roceed: step back in and take action. Assessing what impact your new approach has.<\/li>\n<\/ul>\n<ul>\n<li><strong>Aviation principles:<\/strong> there is a lot we can learn from aviation. They don\u2019t look at human error, instead system first.<\/li>\n<li>People and organisations who are good at debriefing are really curious.<\/li>\n<\/ul>\n<p><strong>How Debriefs Help Create a Winning Culture<\/strong><\/p>\n<ul>\n<li>Coaches only recall between 16.8% and 52.9% of events.<\/li>\n<li>Involvement in discussions builds self-awareness and ownership of learning.<\/li>\n<li>Fosters an openness to feedback.<\/li>\n<li>Builds relationships and team cohesion.<\/li>\n<li>Helps decrease negative emotional effects and remove emotional baggage.<\/li>\n<\/ul>\n<p><strong>Features of a great debrief<\/strong><\/p>\n<ul>\n<li><strong>Psychological safety:<\/strong> create a calm, positive and supportive space. Set people up to focus on learning, not to be defensive; and model your belief in their potential to create great performance. Do everything you can to reduce power differentials.<\/li>\n<li><strong>Questions:<\/strong> use open, non-judgemental questions and a lot of follow up questioning. Focusing on learning more than results and allow time for reflection.<\/li>\n<li>Strike a good balance between focus on the positives and areas for improvement. Key insight: we learn quickest by reinforcing what works. Consider \u2018appreciative inquiry\u2019.<\/li>\n<li>Pay attention to group dynamics to get the best possible contribution from all individuals. Write the thinking down before the debrief. Who is well placed to provide feedback that isn\u2019t in the current group?<\/li>\n<\/ul>\n<p><strong>Broad structure of debrief questions<\/strong><\/p>\n<ul>\n<li>Reviewing where we are against our goals.<\/li>\n<li>Drawing out the learning around what has gone well.<\/li>\n<li>Exploring areas for improvement, and insights around what\u2019s not gone well? Focusing on learning, not blame. Using root cause analysis.<\/li>\n<li>Getting clear on key insights, and how we are going to act on this learning.<\/li>\n<\/ul>\n<p><strong>Further reading:<\/strong><\/p>\n<p>Check out the takeaways from the morning <a href=\"https:\/\/leadersinsport.com\/performance-institute\/articles\/leaders-meet-building-winning-organisations-the-key-morning-takeaways\/\">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":17228,"menu_order":0,"template":"","categories":[20],"pathway":[295],"topic":[296,308,314,299],"sport":[303,342],"class_list":["post-17273","article","type-article","status-publish","has-post-thumbnail","hentry","category-leadership-culture-performance","pathway-leadership-development","topic-culture","topic-influence","topic-operational-planning","topic-team-building","sport-football","sport-ice-hockey"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v26.6 - 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