{"id":20014,"date":"2023-09-06T09:00:00","date_gmt":"2023-09-06T09:00:00","guid":{"rendered":"https:\/\/leadersinsport.com\/performance-institute\/?post_type=article&p=20014"},"modified":"2025-12-15T05:11:09","modified_gmt":"2025-12-15T05:11:09","slug":"intelligence-debrief-august-2023","status":"publish","type":"article","link":"https:\/\/leadersinsport.com\/performance-institute\/articles\/intelligence-debrief-august-2023\/","title":{"rendered":"Intelligence Debrief – August 2023"},"content":{"rendered":"\n\n
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\n 6 Sep 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 – August 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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A summary of key learnings from Leaders Performance Institute members across the month of August.<\/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 August.<\/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

So what has stood out to us across some of the sessions and conversations over the past few weeks?<\/p>\n

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

August was a busy month for Virtual Roundtables, as four sessions were hosted as part of our Virtual Roundtable schedule: two topic-led conversations entitled ‘‘Generating Engagement & Connection’<\/a> and ‘Balancing Short & Long-Term Strategy’<\/a>, we also hosted the second session of our latest Performance Support Series entitled ‘Talent Development Environments’ and, finally, our latest Leadership Skills Series session focused on ‘Analytical Thinking’.<\/p>\n

Engagement & Connection: Getting the best out of athletes & staff<\/strong><\/p>\n

Our first virtual roundtable of the month explored the theme of creating engagement and connection, and how it can be vital in getting the best out of those in your environment. In more recent times, buzz words such as \u2018belonging\u2019, \u2018experience\u2019 and \u2018connection\u2019 have re-surfaced as key considerations for the design of your performance environment.<\/p>\n

For those who joined us for this conversation, we sought to explore how you are trying to drive engagement and connection to get the best out of others in your environment and, collectively, what we think are the most effective and impactful ways of doing this. Below are some of the impactful ways from the experiences of the group.<\/p>\n

    \n
  1. Be intentional: <\/strong>the notion of engagement and connection requires intent. Upfront work needs time and attention first and foremost. Think about what the definition of engagement and connection means to your environment. Don\u2019t jump to conclusions if you aren\u2019t seeing rapid changes in behaviour, stick to the process and give it the opportunity to cultivate in your environment.<\/li>\n
  2. Focus on individual relationships<\/strong>: simple and effective, but how often are you creating these opportunities for your people? Ensure that individuals in the environment are connecting with one another on a one-to-one basis and not just in groups. Within many high performance sport environments, we often hear the challenges with the siloing of information or practice. A very simple way to prevent this from happening is building relationships and understanding of others.<\/li>\n
  3. Understanding others on a human level<\/strong>: getting to know someone personally provides an opportunity to learn more about their purpose, ambitions, objectives and development needs. If we are able to support our people by combining ideas to develop their practice, that also tap into the core parts of their personality or purpose, we will likely witness a higher level of impact and buy-in<\/li>\n
  4. Organisational alignment<\/strong>: we want to strive to connect our people to the values and larger goals of your organisation. The notion of higher purpose is powerful, and if we are able to outline common and shared goals within the organisation or environment, a strong chain of people, beliefs and understanding is created<\/li>\n
  5. Balancing structure & freedom<\/strong>: allow people to be themselves but in a productive way. A final common response from the group around important considerations for engagement and connection, was finding a balance of structure to support staff and athletes to head in the right direction, and a sense of freedom that allows them to feel like they can be themselves in the environment.<\/li>\n<\/ol>\n

    Barriers & considerations when seeking a balance between short & long-term strategy<\/strong><\/p>\n

    What are the main barriers we are witnessing in the quest to find the balance between short and long-term strategy? Consequently, when thinking about these barriers, what solutions, approaches and changes are we looking to implement to find that balance? These two questions formed the conversations for our second topic-led virtual roundtable of the month. So, what were the key insights?<\/p>\n

    What are the key barriers we are experiencing?<\/strong><\/p>\n

      \n
    1. The need for week to week results and return on investment<\/strong>: as expected, the most popular response from the group was around the pressures, desires and expectations to win and see improvement quickly. It was also referenced that many environments can experience unrealistic expectations on performance outcomes that create uncertainty and misalignment from the outset.<\/li>\n
    2. Organisational alignment<\/strong>: we witness an absence of individual role clarity aligned to long-term thinking, unlike the short-term. There is a natural expertise or discipline bias that exists in environments which can impact a unified approach to both the short and long-term, thus impacting the ability to collaborate effectively. Mindset. This was an interesting reflection that arose when exploring both questions, is the organisational mindset aligned when it comes to finding this balance? Do those in the environment have confidence in the approach and that match realistic expectations?<\/li>\n<\/ol>\n

      What about some solutions?<\/strong><\/p>\n

        \n
      1. Balancing short and long-term strategy requires \u2018bravery\u2019<\/strong>: some bravery in terms of decision making is important to commit to something we believe in for the future<\/li>\n
      2. Creating dedicated space and time<\/strong>: many environments aren\u2019t intentional in creating opportunities and space to talk about the long-term. Often, we are finding that the long-term thinking is morphing into the day-to-day and we aren\u2019t moving into \u2018new spaces\u2019 to explore new thinking and how to carry information forward. The groups also felt it was important to note that creating space and time for these conversations should be a systemised approach, it shouldn\u2019t just be a one off \u2013 integrate this into how you operate.<\/li>\n
      3. Clear vision and values<\/strong>: start with the end in mind and work backwards from where the long-term strategy is targeted at was another key suggestion \u2013 what are the milestones, targets and priorities to close the gaps? It requires time and effort to continue to keep the strategy alive with the behaviours that underpin them and not just seeking short-term success.<\/li>\n
      4. Accountability<\/strong>: finding a balance between short and long-term thinking requires a level of accountability within the environment. There is an importance placed on ongoing communication, buy-in from all involved and accountability to the long-term plan. Outside of individual accountability, there is also a need for \u2018programme accountability\u2019 to reviewing (week-to-week, month-to-month, cycle-to-cycle) in a fashion that links with the long-term vision and strategy.<\/li>\n
      5. Changing the mindset<\/strong>: there is an importance in being deliberate and recognising the different mindset required to think in the short and long term. We also discussed language. Make the long term strategy as a concept more exciting to talk about \u2013 long-term strategy can often sound quite uninteresting, so how can we change the language to galvanise a group and create excitement?<\/li>\n<\/ol>\n

        Critical thinking in a volatile world<\/strong><\/p>\n

        Our final virtual roundtable of the month focused on the skill of Critical Thinking as part of our Leadership Skills series. Within the session, we looked at what are the most common errors that can affect thinking in your environment and consequently, seven strategies for improving the quality of our analytical thinking.<\/p>\n

        What are the most common errors that can affect thinking in your environment?<\/strong><\/p>\n

          \n
        1. Law of small numbers. Using limited information to draw conclusions.<\/li>\n
        2. Confirmation bias. Paying attention to and seek evidence to support our existing beliefs.<\/li>\n
        3. Operating from an out-of-date mental map of the world.<\/li>\n
        4. Unconscious bias about people and their potential. Either positive & negative.<\/li>\n
        5. Loss aversion. Where the fear of losses is stronger than the desire for gains.<\/li>\n
        6. Status quo bias. Prefer maintaining assurance of current approach & opposing change.<\/li>\n
        7. Bandwagon effect. Pull to adopt an approach because everyone else is doing it.<\/li>\n
        8. Attribution error. Over estimating impact of personality\/character and underestimating the impact of environment on behaviour.<\/li>\n<\/ol>\n

          What about strategies for improving the quality of our analytical thinking?<\/p>\n

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          1. STOP moments. Stand back, Take stock, Options, Proceed.<\/li>\n
          2. Ideation sessions. Disruptive (front foot innovation).<\/li>\n
          3. Improve cognitive diversity. Seek out different perspectives.<\/li>\n
          4. Perspective shifting. Look at the situation from someone else\u2019s perspective.<\/li>\n
          5. Thinking hats. Facts vs gut feel; optimist vs black hat.<\/li>\n
          6. Root cause analysis. Using ‘5 whys’ or multiple cause diagrams.<\/li>\n<\/ol>\n

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

            The latest set of Community Group calls took place amongst groups such as Performance Support & Science, Talent Development & Pathways, High Performance Coaching and our Performance & Programme Director group. Below, we\u2019ve focused on one of the topics from the groups that focused on the Structures of High Performance Departments.<\/p>\n

            As part of the discussions, we focused on two questions in breakouts allow us to reflect on the current state of play and secondly, discuss solutions in how to adapt to the evolutions we are seeing. Please see the table below which captures what the group shared and discussed. The responses aren’t aligned based on the table:<\/p>\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
            Key Evolutions in Staffing Structures\u00a0<\/strong><\/td>\nAdapting to These Evolutions\u00a0<\/strong><\/td>\n<\/tr>\n
            Specialised departments growing – use of contractors to\u00a0support\u00a0the team if can\u2019t grow head count.<\/td>\nMore leadership courses for key\/leading staff.<\/td>\n<\/tr>\n
            Growth of staff – creates challenge to truly integrate.<\/td>\nManagers and those in lead positions being charged with collating and distributing knowledge.<\/td>\n<\/tr>\n
            Interdisciplinary approach rather than “tradition” medical\/\u00a0performance\u00a0split.<\/td>\nBeginning of the week meeting with all members involved to go through bullet point high level info on each athlete.<\/td>\n<\/tr>\n
            Development of\u00a0support\u00a0structures around Head Coach positions.<\/td>\nThose in a Coach Development capacity to\u00a0support\u00a0coaches around integrated structures.<\/td>\n<\/tr>\n
            Integration and disintegration of High\u00a0Performance\u00a0departments depts (uncoupling of sport\u00a0science\u00a0& sport medicine).<\/td>\nMore structured meeting time and space to prevent siloing of\u00a0performance\u00a0support\u00a0and understanding across departments<\/td>\n<\/tr>\n
            Coaches leading an interdisciplinary\u00a0support\u00a0team.<\/td>\nSpecific reviews of areas of development where short term experts can aid knowledge of people in certain positions.<\/td>\n<\/tr>\n
            Hybrid roles vs traditional practice based roles.<\/td>\nA need for more strategic communication and language.<\/td>\n<\/tr>\n
            More leaders coming from a traditional\u00a0performance\u00a0support\u00a0role.<\/td>\nLeadership and management committee routinely holding discussions to connect and update departments and specialisms.<\/td>\n<\/tr>\n
            High\u00a0Performance\u00a0departments are growing teams without sufficient leadership.<\/td>\nClarity of roles. Sharing and living in each other\u2019s spaces to truly understand athletes, objectives and direction of travel.<\/td>\n<\/tr>\n
            Interdisciplinary management of teams, with crossing over and delivering to different disciplines but working toward the same goal. Could be a positive but also a negative.<\/td>\nBeing intentional with recruiting individuals with the skillset to bring a department together \u2013 good communicator and connector.<\/td>\n<\/tr>\n
             <\/td>\nHeads of Department giving insights into what they\u2019re delivering within in their department to other departments. Showcases contribution to bigger picture but also develop understanding of what and why they\u2019re delivering what they are.<\/td>\n<\/tr>\n
             <\/td>\nDo we induct new people into our departments or harness their new ideas \/ fresh ideas on what they see?<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

             <\/p>\n<\/p>\n <\/div>\n \n \n \n <\/div>\n

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