{"id":19308,"date":"2023-07-27T09:00:00","date_gmt":"2023-07-27T09:00:00","guid":{"rendered":"https:\/\/leadersinsport.com\/performance-institute\/?post_type=article&p=19308"},"modified":"2025-12-15T05:11:12","modified_gmt":"2025-12-15T05:11:12","slug":"10-tips-for-female-practitioners-looking-to-push-their-self-development","status":"publish","type":"article","link":"https:\/\/leadersinsport.com\/performance-institute\/articles\/10-tips-for-female-practitioners-looking-to-push-their-self-development\/","title":{"rendered":"10 Tips for Female Practitioners Looking to Push their Self-Development"},"content":{"rendered":"\n\n
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\n 27 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

10 Tips for Female Practitioners Looking to Push their Self-Development<\/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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https:\/\/leadersinsport.com\/performance-institute\/articles\/10-tips-for-female-practitioners-looking-to-push-their-self-development\/<\/div>\n <\/div>\n <\/div>\n <\/section>\n\n\n\n\n
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The takeaways from the second round of Women\u2019s High Performance Sport Community Group calls where the focus is how environment design can support and enable women to flourish.<\/p>\n \n \n \n

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By Rachel Woodland<\/h6>\n
In our second round of Women\u2019s High Performance Sport Community Group calls, we discussed personal development both in terms of what this has looked like for members of the group and what it might look like in the future. <\/span>\u00a0<\/span><\/h6>\n

Our US \u2018call\u2019 for this period was in fact a discussion that took place in person over breakfast at our Leaders Meet: People Development event in June at Globe Life Field in Arlington, Texas. <\/span>\u00a0<\/span><\/p>\n

That morning we were joined by Shelby Baron, the Coordinator of Player & Coach Services at the United States Tennis Association and the Texas Rangers\u2019 Senior Director of Baseball Operations, Michaelene Courtis, and Mental Performance Coordinator, Hannah Huesman. The trio explored the moments of progression in their careers; their experiences of what works as well as what else is needed. <\/span>\u00a0<\/span><\/p>\n

A month later, in July, the Women\u2019s High Performance Sport Community Group came together to share their thoughts and experiences on the second call.<\/span>\u00a0<\/span><\/p>\n

Here, the Leaders Performance Institute picks out ten thinking points (networking and relationship building stand out for us) from across both conversations.\u00a0<\/span>\u00a0<\/span><\/p>\n

1. Be sure to plan<\/span><\/b>\u00a0<\/span>\u00a0<\/span><\/p>\n

Several people mentioned planning their personal development better. This might be from a logistical point of view and when it makes sense to focus on development based on the seasonality of a role; at a time when full commitment can be given. Or planning what to spend time on in a more deliberate manner, be that based on current gaps or where someone would like to be in the future. We also discussed who might input into the planning aspect and the consensus was that seeking the input of others was key. It\u2019s not all about what we need either: what do we want to learn? It is also important to have objectives and goals, which can be personal too.<\/span><\/p>\n

2. <\/span><\/b>Protect time for development\u2026<\/span><\/b>\u00a0<\/span>\u00a0<\/span><\/p>\n

It sounds obvious, but the importance of protecting time for development, even when in amongst the weeds and firefighting, was a point clearly made. As leaders of others, how are we helping with this or role-modelling this?<\/span>\u00a0<\/span><\/p>\n

3. <\/span><\/b>\u2026 and time and support for development in your role<\/span><\/b>\u00a0<\/span>\u00a0<\/span><\/p>\n

One way which helps ensure development happens is creating opportunities for development to take place organically through what\u2019s needed from our roles. This might not always be people and leadership skills. At the breakfast in Texas, it was said that \u201cin order to lead, you have to go and do it. Going out and doing the work is the best development you can have.\u201d For this to be most successful and long-lasting we need to ensure that the right support is provided.<\/span> For Hannah Huesman, one of the most valuable growth opportunities has been being the \u2018middle person\u2019. It challenges you to think about how to connect with people, collate information and deliver it to others.\u00a0<\/span>\u00a0<\/span><\/p>\n

4. Put the person before the performer<\/span><\/b>\u00a0<\/span>\u00a0<\/span><\/p>\n

When planning our own development or supporting others, we have to be kind to ourselves, or to them, and put the person first; we can even demonstrate vulnerability. We should show genuine interest in them as a person. This will make sure the individual is at the centre. When supporting others, we shouldn\u2019t take the responsibility of developing others lightly. We want to be there based on the experiences we have engaged in. That might be us being open with our own line managers, or as line managers encouraging those you line manage to discuss next moves, whether that\u2019s inside or outside the current place of work. <\/span>\u00a0<\/span><\/p>\n

\u00a05. <\/span><\/b>Network and build relationships<\/span><\/b>\u00a0<\/span>\u00a0<\/span><\/p>\n

By far the most commonly mentioned successful – and desired – development tool has been networking and building relationships with others. This can be done in a deliberate manner. Whether that\u2019s using networking for adding to our diversity of thought and understanding other people\u2019s experiences by finding ways to connect with people who are not like ourselves. We tend to look for and find commonalities with people, but we should be aware that we can learn from anyone.<\/span> It\u2019s working for some to do this within their organisation as well as by speaking to those outside of our organisations by joining community groups, sharing current practices of your own. Some take consulting, or trustee, or non-executive roles, including those outside of sport. <\/span>\u00a0<\/span><\/p>\n

It’s common that people seek out differences, be that different sports, different levels within an organisation or different perspectives in terms of leadership execution and problem-solving; or in different areas of expertise within sport, new environments, and even in new tools emerging for communication. Others have sought out leadership positions that mean that they\u2019ll be a leader of range of people. <\/span>\u00a0<\/span><\/p>\n

Whichever method people have chosen for networking and building relationships it\u2019s in pursuit of the right spaces to connect, and to share stories and experiences. Sometimes it\u2019s to deliberately seek differences and challenge thinking, other times it\u2019s to normalise some of the challenges that are faced across sports, roles, and cultures; and it\u2019s to also help us understand what is possible and know that others have done what we\u2019re seeking to do. If you\u2019re in a position that is less common, making yourself \u2018available for networking\u2019 could be powerful for others who aspire to follow in your footsteps. <\/span>\u00a0<\/span><\/p>\n

6. Consider relationship mapping<\/span><\/b>\u00a0<\/span>\u00a0<\/span><\/p>\n

To help make networking and relationship-building purposeful and focused, the act of relationship mapping can be a useful tool. In Texas, everyone in the discussion agreed on the importance of relationship mapping. Building these relationships creates an impact in the environment that makes a difference to performance. <\/span>\u00a0<\/span><\/p>\n

7. <\/span><\/b>Try reciprocal mentorships or \u2018reverse mentorships\u2019<\/span><\/b>\u00a0<\/span>\u00a0<\/span><\/p>\n

Formalising this further, mentorships and reciprocal or reverse mentorships were discussed. They elevate collaboration between two people and provide more opportunity for quality learning. Some invest in personal coaches, be they specialists in leadership or from areas outside of sport. What people want from a mentorship will differ, but taking time to consider this for ourselves or those we support could prove fruitful. We spoke about the recent story of Debra Nelson, an educational assistant at sport and educational charity Football Beyond Borders, who recently reverse mentored Justin Welby, the Archbishop of Canterbury, at his request.<\/span>\u00a0<\/span><\/p>\n

8. Take risks<\/span><\/b>\u00a0<\/span>\u00a0<\/span><\/p>\n

A few community members said that being brave and taking risks was positively impacting their current development. Some of this meant putting themselves in new situations, reaching out to people they didn\u2019t think would respond, or exploring new sports. Sometimes we might need it to be others that take risks on our behalf and support us as we find the confidence to shape a role that may have traditionally been a male-dominated space. <\/span>\u00a0<\/span><\/b>\u00a0<\/span><\/p>\n

9. Reflect<\/span><\/b>\u00a0<\/span>\u00a0<\/span><\/p>\n

Several members of the group mentioned being deliberate in reflection on their development, a good practice for ensuring learning. For example, 360-degree feedback might help with this, and kickstart the planning process again, ensuring some \u2018bottom-up\u2019 input to our journeys.<\/span><\/p>\n

10. Look at the bigger picture <\/span><\/b>\u00a0<\/span><\/p>\n

And what can organisations be thinking about at a broader level? The following were suggested: <\/span>\u00a0<\/span><\/p>\n

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  • Sharing examples of women working in positions we might aspire to be in.\u00a0<\/span>\u00a0<\/span><\/li>\n
  • Providing spaces for women to engage with leaders and decision makers to support them in their understanding of the experiences women are facing, and then providing space for them to support changes.\u00a0<\/span>\u00a0<\/span><\/li>\n
  • Taking a step back, creating an environment where people feel safe enough to share their experiences.\u00a0<\/span>\u00a0<\/span><\/li>\n
  • Collecting data to support the experiences shared.\u00a0<\/span>\u00a0<\/span><\/li>\n
  • Taking ownership of developing those in positions of responsibility, so that part of their role becomes being great at developing people and planning for succession with diversity in mind.\u00a0<\/span>\u00a0<\/span><\/li>\n
  • Being willing to be challenged differently as and when there are more female leaders in your organisation.\u00a0<\/span>\u00a0<\/span><\/li>\n
  • As discussed in our last series of calls, evaluating current strategies to ensure an effective recruitment strategy that identifies and supports excellent people.\u00a0<\/span>\u00a0<\/span><\/li>\n
  • Considering that currently not many women athletes have vast levels of financial security when they retire from competing, so there’s a competitive advantage for organisations to develop and prepare players for that next phase in their careers.\u00a0<\/span>\u00a0<\/span><\/li>\n<\/ul>\n

    Ultimately, we were reminded to ask women first – don’t assume you know – and in general we should think about the individual needs of each person we\u2019re working with and build a development plan from there.<\/span><\/p>\n<\/p>\n <\/div>\n \n \n \n <\/div>\n

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