{"id":25265,"date":"2024-04-24T09:00:00","date_gmt":"2024-04-24T09:00:00","guid":{"rendered":"https:\/\/leadersinsport.com\/performance-institute\/?post_type=article&p=25265"},"modified":"2025-12-15T05:10:59","modified_gmt":"2025-12-15T05:10:59","slug":"think-your-media-strategy-has-no-bearing-on-performance-think-again","status":"publish","type":"article","link":"https:\/\/leadersinsport.com\/performance-institute\/articles\/think-your-media-strategy-has-no-bearing-on-performance-think-again\/","title":{"rendered":"Think your Media Strategy Has No Bearing on Performance? Think Again"},"content":{"rendered":"\n\n
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\n 24 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

Think your Media Strategy Has No Bearing on Performance? Think Again<\/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\n\n\n\n
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We bring you seven smart solutions to common performance problems as suggested by the great and the good at the Leaders Think Tank.<\/p>\n \n \n \n

\n

By John Portch with additional reporting from Luke Whitworth<\/h6>\n
Leaders Think Tanks are attended by senior leaders in sport \u2013 head coaches, general managers and directors of sport \u2013 with a view to sharing both challenges and solutions.<\/h6>\n

The most recent edition took place on the eve of February\u2019s Leaders Sport Performance Summit in Melbourne and saw attendees spend the day discussing the complexities of high performance, from leadership and organisational dynamics, to athlete development and technology.<\/p>\n

It was during these conversations that a participant revealed their efforts to shape their team\u2019s media narrative, particularly with regards to debuts and player positions. As they explained, it is no mean feat and takes considerable effort, but their strategy enabled the organisation to create opportunities for risk-taking in seeking to balance winning \u2018now\u2019 and longer-term development.<\/p>\n

That was one suggested idea as the group tackled the ‘today vs tomorrow’ debate. The topic is addressed in more detail below, alongside another six ideas to consider in your context. Perhaps they will reaffirm your thinking; they may even help you to spy a performance gap in your midst.<\/p>\n

    \n
  1. Change does not automatically mean decline<\/strong><\/li>\n<\/ol>\n

    Change management can be just as daunting as it is exciting, especially for those looking to stave off decline. As a leader engaged in a transitional period:<\/p>\n

      \n
    • Redefine what you stand for.<\/strong> Articulate your values and non-negotiables in the clearest terms.<\/li>\n
    • Renew your focus on induction.<\/strong> When onboarding new leaders ensure they understand expectations and organisational direction.<\/li>\n
    • Ask your for athletes’ input.<\/strong> Involve your athletes, past and present, when looking to bridge the gap between your sporting operation and the decision-makers in the front office.<\/li>\n<\/ul>\n
        \n
      1. You can win now and plan for the future<\/strong><\/li>\n<\/ol>\n

        This was touched on above but there is more leaders can do to prepare their teams. Ask yourself:<\/p>\n

          \n
        • Is this must-have or merely nice-to-have?<\/strong> Identify the essential elements to your team\u2019s progress and prioritise those over anything non-essential.<\/li>\n
        • Where can you grant athletes, coaches and other staff a sense of ownership?<\/strong> The guiding principles are yours to define but, with scope for autonomy, others can find their purpose.<\/li>\n<\/ul>\n
            \n
          1. Don\u2019t overlook coach development and<\/em> wellbeing<\/strong><\/li>\n<\/ol>\n

            The majority of programmes are coach-led and coach-driven, so why doesn\u2019t the industry do more to cater for their coaches? The smartest programmes are looking into it. Try to:<\/p>\n

              \n
            • Reconsider your coach reviews.<\/strong> Corporate-style performance reviews are probably not fit for purpose. Consider performance management measures specific to coaching.<\/li>\n
            • Expand your feedback loops.<\/strong> You can\u2019t see it all \u2013 ask athletes and staff to identify areas of focus and growth.<\/li>\n
            • Enable positive challenges.<\/strong> Encourage healthy, positive challenge to make coaches accountable in a sustainable way and afford them all necessary support services and tools. That includes their personal lives as well as their mental and physical health.\u00a0<\/strong><\/li>\n<\/ul>\n
                \n
              1. Make the most of limited contact time<\/strong><\/li>\n<\/ol>\n

                You\u2019re probably lucky if you see your athletes two hours a day and yet there are so many demands on their time. Nevertheless, you can still optimise those moments\u2026<\/p>\n

                  \n
                • Meet athletes where they are.<\/strong> Work to evaluate their mental and emotional state and adapt your training programmes accordingly.<\/li>\n
                • Use your leaders.<\/strong> In team sports, it may be near-impossible to develop full relationships with every player, but you can use your team\u2019s leaders to connect with the wider playing group and help to induct new players.<\/li>\n
                • Mind your language.<\/strong> Use language that fosters a sense of ownership and greater collaboration.<\/li>\n<\/ul>\n
                    \n
                  1. Squad transitions need not be feared<\/strong><\/li>\n<\/ol>\n

                    New faces can be transformative in a dressing room but it is up to the leader to give them the means to thrive\u2026<\/p>\n

                      \n
                    • Maintain consistency.<\/strong> When you have a clear set of principles and style of play, you have a ready-made framework for those new faces.<\/li>\n
                    • Win on and off the field.<\/strong> Educate all stakeholders in the off-field winning behaviours that will set them up for success in competition.<\/li>\n
                    • Foster belonging, humility and vulnerability.<\/strong> These three are inextricably linked and if you can provide psychological safety, encourage humility, then a sense of belonging will follow.<\/li>\n<\/ul>\n
                        \n
                      1. Push your boundaries<\/strong><\/li>\n<\/ol>\n

                        What are the one-percenters that can make the difference between winning and losing? The best can leverage analytics but there are other human skill elements that a leader can shape. Ask yourself:<\/p>\n

                          \n
                        • Do you have a strategy group? <\/strong>Call upon your experienced athletes to discuss game strategy, decision-making and future direction.<\/li>\n
                        • What are your \u2018daily vitamins\u2019?<\/strong> Identify the essentials for athletes\u2019 development.<\/li>\n
                        • Can you simply let go?<\/strong>\u00a0Beyond a strategy group, gradually seek to delegate responsibilities to your athletes and periodise training sessions to balance control and player-led training sessions.<\/li>\n<\/ul>\n
                            \n
                          1. Prioritise your environment<\/strong><\/li>\n<\/ol>\n

                            You want an environment where athletes, coaches and staff are happy to arrive each day ready to perform while embodying the values you espouse. Consider:<\/p>\n

                              \n
                            • Environment vs culture.<\/strong> Some say \u2018culture\u2019 is too loaded a term. In any case, it is important to focus on creating a supportive environment while maintaining performance standards.<\/li>\n
                            • Providing unstructured time.<\/strong> Energy management is crucial \u2013 consider your athletes\u2019 energy needs and give them opportunities for unstructured training and time away from your training facility or hotel.<\/li>\n<\/ul>\n

                              Participants<\/strong><\/p>\n

                              Mike Anthony, Head of High Performance, New Zealand Rugby<\/strong><\/p>\n

                              Matti Clements, AIS Director, Australian Sports Commission<\/strong><\/p>\n

                              Phil Cullen, Senior Director of Organizational Development & Basketball Operations, San Antonio Spurs<\/strong><\/p>\n

                              Andrew Faichney, General Manager \u2013 High Performance, Athletics Australia<\/strong><\/p>\n

                              Andrew McDonald, Head Coach \u2013 Men\u2019s, Cricket Australia<\/strong><\/p>\n

                              Craig McRae, Senior Coach, Collingwood<\/strong><\/p>\n

                              Shelley Nitschke, Head Coach \u2013 Women\u2019s, Cricket Australia<\/strong><\/p>\n

                              Ben Oliver, Executive General Manager of High Performance & National Teams, Cricket Australia<\/strong><\/p>\n

                              Scott Robertson, Head Coach, All Blacks<\/strong><\/p>\n

                              Trent Robinson, Head Coach, Sydney Roosters<\/strong><\/p>\n<\/p>\n <\/div>\n \n \n \n <\/div>\n

                              \n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/section>\n","protected":false},"excerpt":{"rendered":"","protected":false},"featured_media":25271,"menu_order":0,"template":"","categories":[20],"pathway":[295],"topic":[298],"sport":[],"class_list":["post-25265","article","type-article","status-publish","has-post-thumbnail","hentry","category-leadership-culture-performance","pathway-leadership-development","topic-communication"],"acf":[],"yoast_head":"\nThink your Media Strategy Has No Bearing on Performance? 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