{"id":27930,"date":"2024-10-03T11:34:39","date_gmt":"2024-10-03T11:34:39","guid":{"rendered":"https:\/\/leadersinsport.com\/performance-institute\/?post_type=article&p=27930"},"modified":"2025-12-15T11:29:11","modified_gmt":"2025-12-15T11:29:11","slug":"the-debrief-a-snapshot-of-powerful-discussions-happening-right-now-across-the-leaders-performance-institute-7","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-7\/","title":{"rendered":"The Debrief \u2013 a Snapshot of Powerful Discussions Happening Right Now Across the Leaders Performance Institute"},"content":{"rendered":"\n\n
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\n 3 Oct 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-7\/<\/div>\n <\/div>\n <\/div>\n <\/section>\n\n\n\n\n
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In September we addressed the pressing questions of making meetings more useful and your data more impactful.<\/p>\n \n \n \n

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By Luke Whitworth<\/h6>\n
Let\u2019s begin this month\u2019s Debrief with a question.<\/h6>\n

How many meetings did you attend in September and how many of those meetings were useful or productive?<\/p>\n

On second thoughts, you may want to keep your counsel on that front. If you do happen to feel that your meetings were, let\u2019s say, sub-optimal, you\u2019re not alone.<\/p>\n

A 2017 report in the Harvard Business Review laid out some stark facts that ring just as true today:<\/p>\n

    \n
  • 71 % of senior managers believe meetings are inefficient.<\/li>\n
  • 40% of employees consider unproductive meetings to be the highest cost to their organisations.<\/li>\n
  • 50% of all meeting time is found to be effective, well used and engaging. This percentage is even lower for remote meetings.<\/li>\n<\/ul>\n

    All were discussed in a recent Leadership Skills Series session, which kicks off the September Debrief, before segueing into performance analysis.<\/p>\n

    Before we get into it, we want to thank those of you who completed our Future Trends in High Performance survey. We\u2019re excited to dissect the findings and begin condensing this into a report which we hope you will find valuable \u2013 keep your eyes peeled for this later in the year.<\/p>\n

    Making your meetings more impactful<\/strong><\/p>\n

    Let\u2019s cut to the chase: what we can we be doing practically to make our meetings better? We set out some simple but actionable tactics to deploy right away in our September Leadership Skills Series session.<\/p>\n

    Before the meeting :<\/strong><\/p>\n

      \n
    • Ask at the outset, is a meeting actually required for this particular item?<\/strong> Too often we see meetings happen for meetings\u2019 sake. Be diligent and reflective of the purpose and desired outcome.<\/li>\n
    • If it is agreed that meeting would be useful, clearly define the purpose of the meeting before bringing the relevant people together and create an agenda with those involved<\/strong>. Is the purpose to make a decision? Is the purpose to brainstorm or solve a problem? On the whole, what is it and is everyone clear?<\/li>\n
    • Create an agenda.<\/strong> This sounds simple but it\u2019s important as many meetings skip this part, which can often derail the quality of the discussions. Start and finish on time.<\/strong> Consider allocating time for items so \u2018less is more\u2019 and identify a specific aim for each to give direction \u2013 what specifically do we need to take away from this agenda item?<\/li>\n
    • Identify the required resources and pre-reading required<\/strong> for the meeting or each agenda item.<\/li>\n
    • Instead of inviting everyone, who do we want in the room who is going to enable the decision or enable the best thinking? <\/strong><\/li>\n
    • Assign roles: a chair or facilitator? Who is leading each topic and who is the note taker?<\/strong> Often what happens is the expert or leader of the team ends up defaulting to the chair and facilitator. Look to vary this to bring fresh voices in.<\/li>\n<\/ul>\n

      During the meeting:<\/strong><\/p>\n

        \n
      • Start well. Start with positivity and be mindful of your body language and the impression you\u2019re creating<\/strong>, as we know about the emotional contagion this can create.<\/li>\n
      • The chair or facilitator should look to set out the ground rules from the outset<\/strong>, do this nice and early: share what the plan is, that there will be equal opportunity, expect interruption if the direction of travel isn\u2019t where it needs to be, and be rigorous, especially around timings.<\/li>\n
      • Check for buy-in and permission at the beginning of the meeting to stick to the above<\/strong> as this takes away some people feeling a bit nervous about coming in and stopping the conversation or moving it on.<\/li>\n
      • Consider \u2018mini diamonds\u2019<\/strong>. Each agenda item becomes a mini diamond. At the top of the diamond, you look to open up the conversation and bring different people in and then the chair or facilitator needs to bring it to the end point. What were the actions and ideas that came out of the conversation?<\/li>\n<\/ul>\n

        After the meeting:<\/strong><\/p>\n

          \n
        • This is where meetings can lose their impact<\/strong>. A really good discussion is had, there are some actions that come out of it, but by the time we actually get the notes from it, the momentum has been lost.<\/li>\n
        • In an ideal world, the note taker has some time immediately after the meeting where the notes can be summarised and circulated.<\/li>\n
        • Ensure all actions have a specific person \u2013 not a department \u2013 assigned to them<\/strong>.<\/li>\n
        • Ask for feedback.<\/strong> If you haven’t gone out to your teams or the organisation to review what people think of meetings recently, how effectively they’re being used, what’s working and what isn’t working, it’s perhaps an idea to do that.<\/li>\n<\/ul>\n

          Mobilising performance analysis: solutions for common challenges<\/strong><\/p>\n

          In last month\u2019s debrief, we touched on some of the learnings and reflections from part one of our series titled Advances in Performance Analysis. As part of that first session, we asked attendees to reflect on some of the common challenges they are facing in the space. As a refresher, these were:<\/p>\n

            \n
          1. Integration:<\/strong> efficiently setting up datasets that allow for different data points to intertwine with one another.<\/li>\n
          2. Communication of the data:<\/strong> consider: how good are you at data visualisation and storytelling?<\/li>\n
          3. Buy-in:<\/strong> how strong is the understanding around the value of performance analysis across the organisation to show return on investment? How well are you showing and measuring the impact?<\/li>\n
          4. Data management:<\/strong> given the amount of metrics being collected, is there clarity and prioritisation of what matters?<\/li>\n<\/ol>\n

            The aim of session two, was to explore these challenges in more detail and, by leaning into a couple of case studies from different environments, share some ideas and solutions to shift the dial. Those case studies were provided by the UK Sports Institute\u2019s Head of Performance Analysis, Julia Wells, and Wolverhampton Wanderers\u2019 Head of Performance Insights & Data Strategy, Mat Pearson. Both shared some useful ideas.<\/p>\n

            Integrating and connecting data <\/strong><\/p>\n

              \n
            • Focus on data skill development.<\/strong> This means upskilling the relevant staff involved, from the right data, correct formats and in the right places, before the interrogation and analysis even begins. Go back to basics and upskill everyone in the team.<\/li>\n
            • Structures can support this too.<\/strong> There is clear data strategy and leadership within the UKSI environment, all geared towards supporting performance planning. Roles such as Data & Insight Lead and Performance Data Lead are embedded within the organisation to help those leading programmes with the direction and the integration of their data.<\/li>\n
            • Do not underestimate the importance of clear strategy<\/strong> as part of your performance planning. Know what needs collating and why within your team.<\/li>\n<\/ul>\n

              Data collation <\/strong><\/p>\n

                \n
              • Taking the time to pause and critically reflect is really important in the process<\/strong> as it can be very easy to stay on the hamster wheel and just keep collecting.<\/li>\n
              • Ask quality questions:<\/strong> why are we creating the data, what is its purpose, what decisions is it informing, particularly in the coaching process? Do this periodically and continue to plan, do and review.<\/li>\n
              • Engage in conversations with key leaders in the environment<\/strong> to discuss what to start, continue and stop. It\u2019s important to intentionally carve out those opportunities as part of your performance planning.<\/li>\n<\/ul>\n

                Communication of data <\/strong><\/p>\n

                  \n
                • Communication is a critical skill. Wells suggested that some people would say that communication is a non-technical skill, but it is highly technical, in her opinion. Therefore, it is really important to upskill those working in this space considering the critical nature of human engagement in the process. <\/strong><\/li>\n
                • At the UKSI, staff work closely with the psychology team to help elevate understanding of self and others. If we can better understand the people we work with, it will support how to get the best out of each other. They\u2019ve tapped into better understanding one another\u2019s preferences to be more impactful in how they support each other.<\/li>\n<\/ul>\n

                  Buy-in<\/strong><\/p>\n

                    \n
                  • Alignment to the sport\u2019s strategy helps to provide a clearer connection.<\/strong> If this alignment and connection isn\u2019t there, you\u2019ll naturally get disconnection so it will be more challenging to get the buy-in.<\/li>\n
                  • Relationships are key.<\/strong> Invite key stakeholders and leaders into your world and shadow them. When they immerse themselves to better understand the process you\u2019ll find that it can quickly lead to them becoming a voice for you in wider conversations.<\/li>\n<\/ul>\n

                    Data literacy <\/strong><\/p>\n

                    This is a bonus challenge and set of solutions, which does have some relevance to communication and buy-in.<\/p>\n

                      \n
                    • Often practitioners can suffer in silence when looking for solutions.<\/strong> In the latest Olympic cycle, the team at UKSI have introduced an internal online data community that provides access to resources. This accessibility allowed them to be able to connect with others in the network and share good practice.<\/li>\n
                    • The UKSI team put together a Data Leadership Programme<\/strong> which was focused on pulling together the data leaders in their sports to look at opportunities, challenges and future direction. Courses and best practices, called \u2018Data Camp\u2019, \u2018Project Automate\u2019 and \u2018Code School\u2019, were created to improve skills and processes for coaches and practitioners to help them be more efficient.<\/li>\n<\/ul>\n<\/p>\n <\/div>\n \n \n \n <\/div>\n
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