{"id":18468,"date":"2023-06-12T09:00:00","date_gmt":"2023-06-12T09:00:00","guid":{"rendered":"https:\/\/leadersinsport.com\/performance-institute\/?post_type=article&p=18468"},"modified":"2025-12-15T05:11:13","modified_gmt":"2025-12-15T05:11:13","slug":"intelligence-debrief-may-2023","status":"publish","type":"article","link":"https:\/\/leadersinsport.com\/performance-institute\/articles\/intelligence-debrief-may-2023\/","title":{"rendered":"Intelligence Debrief – May 2023"},"content":{"rendered":"\n\n
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\n 12 Jun 2023 <\/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

Intelligence Debrief – May 2023<\/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 Leadership & Culture<\/a> <\/div>\n
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A summary of key learnings from Leaders Performance Institute members across the month of May.<\/p>\n \n \n \n

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By Luke Whitworth<\/h6>\n
We are back with another Leaders Performance Intelligence Debrief, highlighting some of our favourite reflections from across the Institute in May.<\/h6>\n

The Intelligence Debrief is designed to keep you on the pulse with contemporary thinking across the high performance space and provides you with some inspiration to engage with the variety of opportunities on offer through your membership.<\/p>\n

Below are some of the threads of conversation that have stood out to us across the last few weeks.<\/p>\n

Virtual Roundtables<\/strong><\/p>\n

In the month of May, members had the opportunity to engage in four virtual roundtables. The topics of focus for this month included: Coach & Staff Wellbeing<\/a>, Effective Utilisation of Athlete Management Systems<\/a>, the second part of our series around Performing Under Pressure<\/a> and Coaching & Leading in an Inclusive Way<\/a>.<\/p>\n

Enhancing Staff & Coach Wellbeing<\/strong><\/p>\n

What did Leaders Performance Institute members say in a recent Virtual Roundtable about the current state of play around staff and coach wellbeing<\/a>? We actually started the call by reflecting on the effectiveness of participants’ organisational or departmental approaches to coach and staff wellbeing \u2013 the average across the group was 3.2, thus suggesting that some initiatives are having a positive impact, but there remains gaps in our approaches and environments.<\/p>\n

Below are some key thoughts that were shared amongst the group, starting with some simple things to implement and get right:<\/p>\n

    \n
  1. Mental health first aid training:<\/strong> making this a foundational part of their wellbeing programme to create a base level education across the board and has elevated general awareness across their environment.<\/li>\n
  2. Being broad & bespoke:<\/strong> a need to have core, generic deliverables complemented by bespoke initiatives. Once you have the fundamentals and broad support in place, the bespoke elements are the idea of really understanding your people and the system and, in particular, the pressure points of people, and what help we can provide them based on their contexts and needs.<\/li>\n
  3. Engage coaches:<\/strong> increase their levels of self-awareness and understanding of self. One of the teams on the call highlighted how they ask their coaches to check-in twice a year against a framework to assess their physical and mental wellbeing, while also outlining their commitments against those.<\/li>\n
  4. Consistency:<\/strong> wellbeing isn\u2019t a \u2018sometimes\u2019 thing, it is an everyday thing.<\/li>\n
  5. Role-model:<\/strong> remove judgement and begin role-modelling that through senior leaders and management.<\/li>\n<\/ol>\n

    Where are some of the gaps in our programmes:<\/p>\n

      \n
    1. Alignment:<\/strong> we can often see misalignment within organisations. If you don\u2019t have a really clear understanding of wellbeing and how it\u2019s fitting into your overall strategy from your board and CEO to high performance director and head coach, it will be very challenging. We can\u2019t have a situation where there are different views, approaches, language and education in silos \u2013 everybody having an understanding that wellbeing is everybody\u2019s right and everybody\u2019s responsibility.<\/li>\n
    2. Understanding needs:<\/strong> needs are constantly changing and evolving, so we need to evolve with them too. Create opportunities to get into conversations and combine this with the quantitative insight you are collating through surveys and polls. Wellbeing needs to be individualised as everyone\u2019s contexts are so different.<\/li>\n
    3. Making wellbeing a core competency:<\/strong> one organisation shared that they are looking at high performance workforces needing competency or capabilities in wellbeing in the same way we\u2019d ask for high performance in other modalities. They are investing in the wellbeing literacy of their young athletes who are entering the programme and demanding high wellbeing literacy from coaches who in some instances are unable to meet those requirements, leading to a cultural nexus in many environments.<\/li>\n<\/ol>\n

      Inclusive Leadership<\/strong><\/p>\n

      How are we working to create consciously inclusive environments?<\/a> This was a key question posed to the group that attended this virtual roundtable. We provoked some thought at the beginning of the call by sharing the Performance = Talent x Environment equation as created by Prof Kurt Lewin. Lewin suggests that \u2018environment\u2019 is a multiple. Aligned to the topic of conversation for this particular roundtable, if you\u2019ve created and are fostering a supportive and inclusive environment, the environment coefficient goes up as a positive, thus positively impacting performance.<\/p>\n

      So, what can we do in practice to evolve our environments to generate higher levels of \u2018inclusion safety\u2019 which is one of the foundational levels of psychological safety?<\/p>\n

        \n
      1. Onboarding:<\/strong> the onboarding process was identified as a crucial component in fostering a strong sense of inclusion safety, and one where we felt thinking around this is currently under developed. Are we making it clear and backing it up with action, that the moment new people walk through the door and are being introduced to the culture, that there\u2019s an intent and commitment to invest in one\u2019s growth? Some organisations have started to add an inclusion questioning in their interview processes as well, which has been an interesting addition to see how many people struggle to articulate their position on it.<\/li>\n
      2. Education:<\/strong> transparency and choice of language is important. o create alignment, there needs to be high support and education resources to accompany the expectations of high standards. There needs to be clarity around expectations on the front end.<\/li>\n
      3. Respect differences:<\/strong> environments have different cultures. Educating players and staff on each other\u2019s background and culture shows respect and awareness. The heritage and lineage of where people are coming from is really important. What we can do to bridge those cultural gaps?<\/li>\n<\/ol>\n

        Utilising Your Athlete Management System More Effectively<\/strong><\/p>\n

        Over the last two years in particular, it has become more and more apparent that there are a number of challenges practitioners are facing around the utilisation of their respective athlete management systems. This roundtable allowed practitioners to come together to share what that they are focusing on and trying to implement to shift the dial.<\/p>\n

        Firstly, what is getting in the way to make these systems more effective?<\/p>\n

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        1. General data and system challenges – speed and functionality of the system continues to provide nagging daily challenges that can slow down work streams.<\/li>\n
        2. Data literacy.<\/li>\n
        3. Data hygiene & discipline.<\/li>\n
        4. Poor integration.<\/li>\n
        5. Player buy-in.<\/li>\n<\/ol>\n

          How do we shift the dial?<\/p>\n

            \n
          1. Do the basics well:<\/strong> capture the data effectively, consistently and accurately. There are important questions to regroup on around what\u2019s important to capture, how is the information shared, how is it visualised and what does it mean?<\/li>\n
          2. Work on understanding users\u2019 needs:<\/strong> be intentional in figuring out how to connect with them around the data. Ensure it is user-friendly, digestible, colourful if it needs to be \u2013 we should be striving to tell stories and create emotion around this so it elevates the engagement with the information.<\/li>\n
          3. Education:<\/strong> strive to get everyone on the same page and focus time and effort on the \u2018human elements\u2019 of working with data to elevate understanding.<\/li>\n
          4. Organisational alignment:<\/strong> shared message from senior leadership to outline expectations when it comes to the utilisation of the AMS.<\/li>\n
          5. Avoid a one-size-fits-all approach:<\/strong> teams are craving a one-size-fits-all system that integrates everything that all departments and stakeholders want \u2013 the reality is that it is going to be incredibly challenging to do this.<\/li>\n
          6. Being disciplined:<\/strong> a clear expectation from everyone to maintain high standards around data hygiene.<\/li>\n<\/ol>\n

            Community Groups<\/strong><\/p>\n

            In the month of May, another call was hosted for our Women\u2019s High Performance Sport Community Group, focused on the theme of creating environments for women to flourish. These group conversations have brought about some excellent action-orientated conversations to continue to drive thinking around the development of environments within women\u2019s sport.<\/p>\n

            Here are five thinking points we thought stood out from the call in May:<\/p>\n

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            1. Focus on recruitment:<\/strong> take time to encourage talented and capable women through our doors. Some methods of reducing the barriers to women applying for roles in high performance include deliberately not expecting them to have experience playing the sport, being mindful of the wording of the job description, tailoring the interview experience itself, and facilitating job shares.<\/li>\n
            2. Encourage a sense of belonging:<\/strong> remove cliques. Where individuals have a genuine, mutual interest in one another, there\u2019ll be connection and appreciation of everyone\u2019s individuality.<\/li>\n
            3. Know who you are beyond your role:<\/strong> creating space for athletes to explore, embrace, celebrate, and share their identity beyond being an athlete. We can help our staff and athletes bring their whole selves to work, the \u2018bells and whistles\u2019 versions of themselves, and help them to achieve their biggest dreams.<\/li>\n
            4. Make sure everyone helps to create the environment:<\/strong> it\u2019s important to enable women to have a voice, asking for their opinions and experiences, not merely assuming they will come. We can also provide space for people to talk; and listening and responding to what we hear will generate additional buy-in.<\/li>\n
            5. Have the difficult conversations:<\/strong> if we\u2019re asking for and creating spaces for voices, we need to make hard conversations easy to start. Organisations are striving to be fearless about hard conversations, which normalises being bold and starting a conversation. Beyond having a conversation, there is now an expectation about the level of support needed once a conversation has been had.<\/li>\n<\/ol>\n<\/p>\n <\/div>\n \n \n \n <\/div>\n
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