{"id":24680,"date":"2024-04-04T09:43:05","date_gmt":"2024-04-04T09:43:05","guid":{"rendered":"https:\/\/leadersinsport.com\/performance-institute\/?post_type=article&p=24680"},"modified":"2025-12-15T05:11:00","modified_gmt":"2025-12-15T05:11:00","slug":"the-debrief-a-snapshot-of-powerful-discussions-happening-right-now-across-the-leaders-performance-institute","status":"publish","type":"article","link":"https:\/\/leadersinsport.com\/performance-institute\/articles\/the-debrief-a-snapshot-of-powerful-discussions-happening-right-now-across-the-leaders-performance-institute\/","title":{"rendered":"The Debrief: a Snapshot of Powerful Discussions Happening Right Now Across the Leaders Performance Institute"},"content":{"rendered":"\n\n
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\n 4 Apr 2024 <\/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

The Debrief \u2013 a Snapshot of Powerful Discussions Happening Right Now Across the Leaders Performance Institute<\/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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https:\/\/leadersinsport.com\/performance-institute\/articles\/the-debrief-a-snapshot-of-powerful-discussions-happening-right-now-across-the-leaders-performance-institute\/<\/div>\n <\/div>\n <\/div>\n <\/section>\n\n\n\n\n
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Al, the art of persuasion, and the habits that hinder performance \u2013 just some of the topics that filled the air in March.<\/p>\n \n \n \n

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By Luke Whitworth<\/h6>\n
There has been plenty happening but, before we look back, let\u2019s look forward.<\/h6>\n

Leaders Meet: Teaching & Coaching, an in-person member event, is just around the corner so, if you haven\u2019t already, do check it out and register<\/a> to join us at Millfield School in Somerset. We have some excellent topics on the agenda, including pedagogy & andragogy, non-directive coaching, coaching neurodivergent athletes, the language of coaching, complexity science and much more besides.<\/p>\n

The day will be most relevant to anyone working with athletes on a day-to-day basis, whether in a first team environment or within the pathway. There\u2019s just a couple of weeks left to register so don\u2019t miss out.<\/p>\n

Our Debriefs are designed to set you up for success. We\u2019ll keep you on the pulse of contemporary thinking across the high performance space and provide members with the inspiration to engage with the variety of opportunities on offer through their membership. Do check out some of our upcoming events and virtual learning sessions to connect, learn and share with fellow members from across the globe.<\/p>\n

And now, let’s reflect on the pressing performance issues of the day.<\/p>\n

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

March was a busy month for roundtables. From topic-led conversations around Sustaining Team Culture and the Influence of AI on Performance Programmes, to a Leadership Skills session focused on Building Persuasion and, last but definitely not least, part two in our series of learning around Wellbeing and what is having the most impact.<\/p>\n

These are the insights that resonated with us most.<\/p>\n

The potential impact of AI <\/strong><\/p>\n

We identified some of the enablers and outlined some of the key questions we still have around the technology.<\/p>\n

So, where do we think AI can have a positive impact on our programmes?<\/p>\n

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  1. Greater efficiencies<\/strong>: AI can be used to speed up processes and automate insights, such as in the case of scouting reports or player tracking. It can also help streamline workflows.<\/li>\n
  2. Deeper insights<\/strong>: there has long been a wealth of data in sport but often far more limited means of interpreting the numbers. AI can pick up that slack and even potentially unearth insights we haven\u2019t yet considered.<\/li>\n
  3. Enhanced injury prevention & rehabilitation<\/strong>: we think AI can support athlete monitoring and overall health monitoring to better inform decision-making around training loads, future scheduling, and athlete development programmes.<\/li>\n
  4. A better tactical and on-field understanding<\/strong>: AI can simulate fixtures and help to deliver a better understanding of how to beat opponents with the most effective tactics, which can then be shared with coaching staff as they build a gameplan.<\/li>\n<\/ol>\n

    All sounds good, doesn\u2019t it? However, we still have some questions that need answering. Have you explored and come up with answers to these in your environments?<\/p>\n

      \n
    1. How do we make AI work?<\/strong> An obvious question, but there\u2019s no consensus. It leads to further lines of enquiry: who do we need to engage to make this work in terms of disciplines, personnel, and how will their perspectives be used to educate the collective? Who are your big AI stakeholders? AI mapping, one member noted, can be a valuable tool. What type of expertise do you need? There is some uncertainty over who might be the best profile of person to help with the internal development of AI use.<\/li>\n
    2. How do we set the right foundations?<\/strong> Have you implemented the correct data privacy and cyber security processes? How do you intend to educate your athletes and staff around its use? One attendee spoke of the need for a working definition of \u2018intelligence\u2019. Clarity is essential for effective interdisciplinary collaboration.<\/li>\n
    3. What could AI change?<\/strong> One of the most common issues is the \u2018role replacement v role enhancement\u2019 debate. How will the skillsets of roles in your environment evolve as the technology begins to take affect? One member suggested that the analyst\u2019s role may shift from collation and interpretation to communication. Coaches will need to be provided with data literacy skills too. Teams will also need to be mindful of not losing the subjective human element, which demands human interaction rather than machine learning alone.<\/li>\n
    4. How do we measure the quality of data?<\/strong> How clean is your data? It\u2019s a crucial question to answer when making data-informed decisions. If there are any issues then you will need to get your house in order first.<\/li>\n<\/ol>\n

      Why persuasion is an important skill in modern day leadership<\/strong><\/p>\n

      How can you master the art of persuasion? We have some tips for you. Having good ideas is not enough. In order to change thinking and enact change, we need to be able to persuade people.<\/p>\n

      The Trust Equation<\/p>\n

      <\/p>\n

      The equation is a conceptual formula used to describe how to build and elevate trust. To go into a big more detail, Credibility speaks to words and credentials and simply put, how authentic are we? Reliability is the perception of someone\u2019s integrity,\u00a0 are your actions connected to your words? Are you credible in how you present yourself? Intimacy refers to the feeling of safety or security in the sharing of information and how safe and secure others feel in sharing with us. Finally, Self-Orientation reflects an individuals focus and where it is directed \u2013 is it towards themselves or others?<\/p>\n

      Essential steps in mastering persuasiveness<\/p>\n

      There was lots of gold in this skills session but as we reflected on the essential steps to impact the notion of persuasion well, there were four steps to reflect on in developing your persuasion muscle:<\/p>\n

        \n
      1. Embrace feedback and recognise areas for improvement in your own field.<\/li>\n
      2. The consistent practice and conscious application of persuasion techniques \u2013 they help to refine your leadership over time.<\/li>\n
      3. There are easy, everyday wins that elevate persuasion skills, from how you position yourself, the level of status you reflect, to how you convey a logical thought pattern.<\/li>\n
      4. Just as athletes relentlessly refine their techniques and strategies to achieve peak performance, leaders must adopt a mindset of continuous improvement and adaptability to persuasiveness.<\/li>\n<\/ol>\n

        Additional reporting by Lottie Wright<\/em><\/p>\n

        Something a little different\u2026<\/strong><\/p>\n

        As many of you will know, we at the Leaders Performance Institute pride ourselves in exploring the world of high performance outside of the elite sporting context. With this in mind, we wanted to push your attention to some golden insights from the Royal Academy of Dramatic Art and their Director of Actor Training. To read more on their approach to elevating performance here<\/a> and also how they\u2019ve worked to redesign their curriculum here<\/a>.<\/p>\n

        Skilbeck shared with us five factors that underpin their process to developing their talent. Are yours similar?<\/p>\n

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        1. Breaking the constraints of habits<\/strong>: these habits have developed from earliest infancy, whether physical, mental, imagination or emotional. RADA believes these can impair an actor\u2019s work.<\/li>\n
        2. Expanding an actor\u2019s performance capacity<\/strong>: as a follow on from the above, actor training aims to break habits and expand technical, emotional and imaginative capacity. Lucy shared that what they\u2019re training is how to be a human being and how to embody human experience in imaginary circumstance.<\/li>\n
        3. Managing fears and trauma<\/strong>: breaking habits can be a difficult process and can potentially being up fears or trauma from past experiences. RADA works with a psychologist who hosts sessions with students on resilience early in their training, that is both psych education and giving them strategies for managing what might be potentially overwhelming traumas. The psychologist is also working with the teaching faculty to develop trauma-informed teaching spaces and practices so that teachers know how to respond and the material is less likely to provoke overwhelming responses for students.<\/li>\n
        4. Reflective practice<\/strong>: RADA works with students on taking the observer position so that they can create some space from the sensation and the experience of the release. Students are encouraged to keep reflective journals.<\/li>\n
        5. Embracing failure<\/strong>: RADA talks a lot about embracing failure because they\u2019re encouraging people to not to try and get it right and to allow failure to be part of one\u2019s creative practice. Lucy shared that you can\u2019t have a creative practice if you\u2019re not willing to fail. You can only have a complacent practice because you\u2019ll only try the things that you know will succeed.<\/li>\n<\/ol>\n

          Additional reporting by John Portch<\/em><\/p>\n

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

          In March, our Performance Support & Science community group took centre stage.<\/p>\n

          With 2024 bringing new projects and streams of work, we looked into the pressing questions and topics that are currently occupying the minds of those in this group.<\/p>\n

          Some of these will look familiar. How are you trying to approach some of these issues in your environment?<\/p>\n

          Sustaining staff health & energy<\/strong><\/p>\n

          A few different people as part of the group discussion alluded to the topic of staff energy and sustainability, from the lens of the performance support and coaching team. Some of the spin off questions referred to how do we best integrate support and what does that look like, particularly due to the intensity of competition and in some environments, where there is uncertainty.<\/p>\n

          AI is coming, so how do we prepare?<\/strong><\/p>\n

          Firstly, we\u2019d recommend revisiting some of the bullet points above on what came out of the conversations of this topic in one of our roundtables. A lot of performance teams are evaluating it\u2019s possible impact and the input it could have into our worlds. Will you be an early or late adopter and do you have a clear strategy in place to ensure there is clarity and preparation for how you will use it when that day comes?<\/p>\n

          Are you collaborating with external practitioners?<\/strong><\/p>\n

          Arguably the most common response from the group when it came to current challenges. Such is the nature of modern day elite sport, performance support networks around our athletes are growing, including independent specialists who are not employed by the organisation. The crux of the conversation was, if we are to work with them, how do we do it best? Or do we not look to collaborate with them at all?<\/p>\n

          Balancing long-term planning and short-term delivery<\/strong><\/p>\n

          This is a constant battle for performance support teams, such is the nature of the work that takes place in this field. The group brought to the table the question of how others are finding the balance to ensure they are moving at the \u2018pace of performance\u2019 in the day-to-day environment, but a nod to the future exists when it comes longer-term programme planning. We also discussed how to keep senior and experienced staff growing as it can be very easy to slip back into the short-term mindset, thus stifling longer-term development opportunities.<\/p>\n<\/p>\n <\/div>\n \n \n \n <\/div>\n

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