{"id":30641,"date":"2025-07-01T14:51:16","date_gmt":"2025-07-01T14:51:16","guid":{"rendered":"https:\/\/leadersinsport.com\/performance-institute\/?post_type=article&p=30641"},"modified":"2025-12-15T11:20:10","modified_gmt":"2025-12-15T11:20:10","slug":"the-debrief-a-snapshot-of-powerful-discussions-happening-right-now-across-the-leaders-performance-institute-16","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-16\/","title":{"rendered":"The Debrief \u2013 a Snapshot of Powerful Discussions Happening Right Now Across the Leaders Performance Institute"},"content":{"rendered":"\n\n
\n\t
\n\n\t\t
\n\t\t\t
\n\n\t\t\t\t
\n \n\t\t\t\t\t
\n\t\t\t\t\t\t

\n 1 Jul 2025 <\/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
\n
\n
\n
Category<\/div>\n Human Performance<\/a>, Leadership & Culture<\/a> <\/div>\n
\n
Share<\/div>\n Facebook<\/a>\n Twitter<\/a>\n Email<\/a>\n Copy Link<\/a>\n
https:\/\/leadersinsport.com\/performance-institute\/articles\/the-debrief-a-snapshot-of-powerful-discussions-happening-right-now-across-the-leaders-performance-institute-16\/<\/div>\n <\/div>\n <\/div>\n <\/section>\n\n\n\n\n
\n
\n
\n
\n

In June, performance under pressure, empowered leadership and female athlete health were some of the topics discussed by members of the institute.<\/p>\n \n \n \n

\n

By John Portch<\/h6>\n
The 2025 French Open men\u2019s champion Carlos Alcaraz is one of a select few to have won a Grand Slam final from match point down.<\/h6>\n

\u201cI think the real champions are made in situations when you deal with that pressure,\u201d said Alcaraz at Rolland-Garros in Paris last month. \u201cThat\u2019s why I saw my best tennis in crucial moments, and that\u2019s why I saw my best tennis in those difficult situations.\u201d<\/p>\n

Performance under pressure was a theme that run through the month of June here at the Leaders Performance Institute, starting with the wise words of Red Bull\u2019s big wave surfer Ian Walsh.<\/p>\n

His approach is geared around managing his fear. \u201cThose nerves and everything you fear are natural, and you can use that to elevate your performance,\u201d he said in this article<\/a>. \u201cIt commands every ounce of your being and your focus to deal with what\u2019s coming at you and how you want to navigate it to try and finish on your feet.\u201d<\/p>\n

Elsewhere, we returned to the question of alignment, named the common causes of inadaptability, and asked the Brisbane Lions to talk about their approaches to female athlete health.<\/p>\n

What if there\u2019s clarity in your communication as a team, but still you suffer from misalignment?<\/strong><\/p>\n

Edd Vahid, the Premier League\u2019s Head of Academy Football Operations, answered this in a recent interview<\/a> with the Leaders Performance Institute.<\/p>\n

He explained there could be a few factors at play, all of which point to the importance of feedback:<\/p>\n

Staff development needs.\u00a0<\/strong>If a staff member commits an error of execution, it is an opportunity to deliver developmental feedback. Vahid says: \u201cDoes everyone understand what we\u2019re going after? If they do and they step outside of that, then feedback is warranted.\u201d<\/p>\n

Psychological safety.\u00a0<\/strong>\u201cIt\u2019s a buzz term,\u201d says Vahid of the commonly used phrase, \u201cbut it\u2019s crucial for people to feel they are in a feedback culture.\u201d The leader must show that the intent of feedback is to help the individual to progress. \u201cYou\u2019re taking time to give them feedback because you care,\u201d he adds. \u201cYou\u2019re then seeking to work with the individual to create that development.\u201d<\/p>\n

The leader\u2019s behaviour.<\/strong>\u00a0Leaders must also demonstrate their willingness to listen to feedback. \u201cThey need to provide \u2018speak up\u2019 signals,\u201d says Vahid with reference to the work of psychologist Megan Reitz. \u201cThe leader needs the skill to understand the position they\u2019re in and the power they carry in that dynamic.\u201d<\/p>\n

The four inhibitors that prevent adaptability in a complex world<\/strong><\/p>\n

Those four inhibitors are discussed in great detail here<\/a>, but one that will discuss below is when leaders themselves become the bottleneck due to their authoritative approach.<\/p>\n

\u201cAuthoritative leadership has been proven time and time again to be effective in very short bursts,\u201d said Tim Cox of Management Futures at a recent Leaders Virtual Roundtable<\/a>, \u201cbut it isn\u2019t much good for adaptability.\u201d The reasons are simple enough. \u201cIt\u2019s really difficult for one person to be able to think through, be creative, respond to the environment around them when things are changing at a high pace.\u201d<\/p>\n

Leaders, Cox said, should:<\/strong><\/p>\n