{"id":18883,"date":"2023-07-04T09:00:00","date_gmt":"2023-07-04T09:00:00","guid":{"rendered":"https:\/\/leadersinsport.com\/performance-institute\/?post_type=article&p=18883"},"modified":"2025-12-15T05:11:13","modified_gmt":"2025-12-15T05:11:13","slug":"intelligence-debrief-june-2023","status":"publish","type":"article","link":"https:\/\/leadersinsport.com\/performance-institute\/articles\/intelligence-debrief-june-2023\/","title":{"rendered":"Intelligence Debrief – June 2023"},"content":{"rendered":"\n\n
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\n 4 Jul 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 – June 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 Coaching & Development<\/a>, Leadership & Culture<\/a> <\/div>\n
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A summary of key learnings from Leaders Performance Institute members across the month of June.<\/p>\n \n \n \n

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By Luke Whitworth<\/h6>\n
As we tick over into the second half of the year, we are back with another Leaders Performance Intelligence Debrief, highlighting some of our favourite reflections from across the Institute in June. Thank you to those of you who joined us in Arlington, Texas for our Leaders Meet: People Development event at the beginning of the month.<\/h6>\n

The Intelligence Debrief is designed to keep you on the pulse with contemporary thinking across the high performance space and provide 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

Leaders Meet: People Development<\/strong><\/p>\n

Thank you to the brilliant group from the Performance Institute community who joined us in Arlington at Globe Life Field for our People Development focused event with the Texas Rangers. We sought insight from inside and outside of sport, to explore themes such as: developing learning cultures, psychological safety and the notion of being mentally healthy in order to optimise development, to name but a few . From the sessions, we have lifted out some of our favourite insights and tips from the day:<\/p>\n

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  1. What can you hear and see in a learning culture:<\/strong> it always starts around people who ask questions and listen. Texas Rangers GM Chris Young shared that he looks at this when evaluating \u2013 how open are you? How much time do you spend talking or listening? Are they curious?<\/li>\n
  2. Five factors critical for developing a learning culture:<\/strong> humble people that are open-minded \/ curiosity \/ drive \/ empowerment \/ collaboration \u2013 people that trust each other.<\/li>\n
  3. Superficial learning:<\/strong> how deeply do we think about information? How much time do you spend in superficial learning environments? This type of learning is highly familiar to us, where not a huge amount of brain power is needed to solve problems. When we spend too much time in superficial thinking, we are not engaging our front networks. We are relying on overused and overlearned information. We need efficiencies, but you have to be putting some elbow grease into it. Your brain is like your body \u2013 like anything, you start somewhere and then have to up your ante.<\/li>\n
  4. Possibility thinking:<\/strong> thinking outside the box and having open-mindedness. We have lots of ideas, ultimately it comes down to the possibilities we see for ourselves, team and organisation. We operate in a mindset of just doing better than last time \u2013 better doesn\u2019t equate to more. It\u2019s about trying things and a culture of possibility through exploration.<\/li>\n
  5. Identify<\/strong> the things that you can improve and want to improve \u2013 don\u2019t be surface level thinkers. Get to the root of the issue and why it matters. Engage your thinking and get a better level of neuroplasticity.<\/li>\n<\/ol>\n

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

    In the month of May, we hosted four different formats as part of our Virtual Roundtable schedule: a topic-led conversation on Coaching & Leading in an Inclusive Way, the final part of our Performance Support Series on Performing Under Pressure, a Case Study session on Working with Data and the latest part of our Leadership Skills session, centring around the theme of Secure Base Leadership. A busy month across the roundtables, but some excellent discussions and stimulus shared throughout.<\/p>\n

    For the sake of this month\u2019s debrief, we have focused on some thinking points from two of the sessions.<\/p>\n

    Creating consciously inclusive environments<\/strong><\/p>\n

    Our first virtual roundtable of the month explored the theme of coaching and leading in an inclusive way. The aim of this particular roundtable was to provide space for discussion around how we can influence our environments to be more consciously inclusive. We\u2019ve highlighted some key takeaways and provocations from the group, which are just a snapshot into what was a really rich discussion:<\/p>\n

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    1. Invest in and be intentional with staff introductions to the organisation. Induction is a great place to show an organisation\u2019s commitment to growth and learning for the individual, which starts with psychological safety.<\/li>\n
    2. Inclusion safety is the first layer of four that form psychological safety, in which it is a precondition for the other levels of safety. Are your athletes or staff comfortable in that coaching or leadership relationship? Social science research suggest that in the need to feel valued, there needs to be a sense of belonging first to allow the rest to grow together.<\/li>\n
    3. Front-load through education. Transparency and choice of language is important here as well. We discussed high standards and high support environments. To create alignment, there needs to be high support and education resources to accompany the expectations of high standards.<\/li>\n
    4. 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 can we do to bridge those cultural gaps?<\/li>\n
    5. Empathy is crucial. Create an environment where empathy is on display and can be nurtured. We also have to think about the idea of being comfortable with inclusion looking different to certain groups and people. Do you ask your players and staff \u2018how can we include you more\u2019 or \u2018what would help you feel more included here?\u2019<\/li>\n<\/ol>\n

      Exploring Secure Base Leadership<\/strong><\/p>\n

      Our final virtual roundtable of the month explored the theme of Secure Base Leadership as part of the latest instalment of the Leadership Skills Series. The aim of the session was to explore the concept of Secure Base Leadership and how it affects performance, how we act as a secure base for talent around us and how to develop the skill of this in our teams.<\/p>\n

      But first and foremost, what is \u2018secure base leadership\u2019?<\/p>\n

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      • A secure base is a person, or at its best a collective environment, from which we draw inspiration, security and self confidence to push the boundaries and perform at our best.<\/li>\n
      • \u2018Secure base leadership\u2019 is a term used to describe the qualities and skills common to leaders who are exceptional in their ability to act as a catalyst to people performing at their best.<\/li>\n<\/ul>\n

        The work of psychologist George Kohlrieser was leaned on heavily in this session, in particular the work around the key characteristics of Secure Base Leaders. There are nine characteristics:<\/p>\n

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        1. Remains calm, composed and grounded.<\/li>\n
        2. Accepts and values the individual.<\/li>\n
        3. Sees potential in the individual.<\/li>\n
        4. Uses listening, dialogue and inquiry.<\/li>\n
        5. Creates bull\u2019s eye transactions by using targeted words and gestures.<\/li>\n
        6. Directs the Mind\u2019s Eye and focus towards the positive.<\/li>\n
        7. Encourages risk, provides opportunities and challenges to stretch.<\/li>\n
        8. Inspires through intrinsic motivation, focuses on learning not blame.<\/li>\n
        9. Signals accessibility, are believed to be accessible anywhere, anytime.<\/li>\n<\/ol>\n

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

          In the month of June, the latest set of Community Group calls took place amongst groups such as Performance Support & Science, Talent Development & Pathways and our Performance & Programme Director group. Below, we\u2019ve focused on some clear output that formed part of the session for the Performance Support & Science group.<\/p>\n

          The topic of conversation for June\u2019s call was \u2018The Integration of Information & Approaches\u2019. As part of this conversation, we split the call into two parts to identify the key barriers to effective integration and subsequently what do we need to do well or think is vitally important to get effective integration.<\/p>\n

          The table below identified the key barriers and some of the key solutions around this process. Please note that the solutions on the right, aren\u2019t specifically aligned to the barrier identified on the left.<\/p>\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
          Barriers<\/strong><\/td>\nSolutions<\/strong><\/td>\n<\/tr>\n
          Ego and trust<\/td>\nCreating feedback loops with individuals and groups<\/td>\n<\/tr>\n
          Competing philosophies<\/td>\nShared learning experiences<\/td>\n<\/tr>\n
          A Resistance to change<\/td>\nHaving shared KPIs<\/td>\n<\/tr>\n
          Overloading of information<\/td>\nProblem clarity: identifying and framing the problem using skills in listening and empathising<\/td>\n<\/tr>\n
          Ineffective communication to the athlete<\/td>\nHaving review systems in place<\/td>\n<\/tr>\n
          Siloed processes<\/td>\nHow can you identify individuals with the skillsets to own workflows\/projects that drive these<\/td>\n<\/tr>\n
          Lack of alignment on the identification of KPIs and prioritisation<\/td>\nHaving a clear understanding of performance requirements<\/td>\n<\/tr>\n
          Clarity around performance questions: what actually is the problem?<\/td>\nLeadership that delivers clarity of need but supports Autonomy and process<\/td>\n<\/tr>\n
          Communication of \u2018the why\u2019 to the whole team<\/td>\nExplaining philosophy and clearly identifying clear roles and responsibilities<\/td>\n<\/tr>\n
          Ownership and delivery of the process<\/td>\nTrust in others<\/td>\n<\/tr>\n
          Buy-in from coaches to initiate change<\/td>\nHire the right people<\/td>\n<\/tr>\n
          Varied education across disciplines<\/td>\nHow the data we collect will inform solutions before we start collecting anything<\/td>\n<\/tr>\n
          Different software, data inputs, themes and projects<\/td>\nDefining how collected data is presented to get rich conversations versus statements<\/td>\n<\/tr>\n
           <\/p>\n

          Data hygiene<\/td>\n

          		Looking at our pathways: how does the data or solutions at the top inform CPD models for ‘brilliant basics’ at the lower levels<\/td>\n<\/tr>\n
          Resources & expertise required to update systems<\/td>\nWorking with and utilising the coaches to design the \u2018questions\u2019 to investigate<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/p>\n <\/div>\n \n \n \n <\/div>\n
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