{"id":418,"date":"2021-03-31T00:00:00","date_gmt":"2021-03-31T00:00:00","guid":{"rendered":"https:\/\/leadersinsport.com\/performance-institute\/reports\/leaders-virtual-roundtable-keys-to-cultural-evolution\/"},"modified":"2025-12-15T05:11:57","modified_gmt":"2025-12-15T05:11:57","slug":"leaders-virtual-roundtable-keys-to-cultural-evolution","status":"publish","type":"article","link":"https:\/\/leadersinsport.com\/performance-institute\/articles\/leaders-virtual-roundtable-keys-to-cultural-evolution\/","title":{"rendered":"Leaders Virtual Roundtable: Keys to Cultural Evolution"},"content":{"rendered":"<!-- blocks\/hero-editorial -->\n<!-- inc\/hero-editorial -->\n<div class=\"hero es-hero__editorial hero--var-1\" role=\"banner\">\n\t<div class=\"hero__image\" style=\"background-image: url(https:\/\/leadersinsport.com\/app\/uploads\/sites\/2\/2021\/08\/GettyImages-1308901805.jpg);\">\n\n\t\t<div class=\"hero__overlay grad-overlay content-bottom\">\n\t\t\t<div class=\"container\">\n\n\t\t\t\t<div class=\"hero__content\">\n                                            <div class=\"members-only-label\">Members Only<\/div>\n                    \n\t\t\t\t\t<div class=\"hero__content__inner\">\n\t\t\t\t\t\t                            <p class=\"es-label es-label--md\">\n                                Mar 31, 2021                            <\/p>\n                        \t\t\t\t\t\t<a href=\"https:\/\/leadersinsport.com\/performance-institute\/articles\" class=\"theme-dark hero__back-link back-link es-label es-label--sm\">\n\t\t\t\t\t\t\t<span class=\"icon icon--md icon--arrow-left\"><\/span>Articles<\/a>\n\n\t\t\t\t\t\t<h1 class=\"hero__title\">Leaders Virtual Roundtable: Keys to Cultural Evolution<\/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    <section class=\"es-section theme-light hero__sidebar-wrapper container\">\n        <div class=\"hero__sidebar\">\n                            <div class=\"category-list\">\n                  <div class=\"es-label es-label--sm\">Category<\/div>\n                  <a href=\"https:\/\/leadersinsport.com\/performance-institute\/category\/leadership-culture-performance\/\" rel=\"tag\">Leadership &amp; Culture<\/a>, <a href=\"https:\/\/leadersinsport.com\/performance-institute\/category\/premium\/\" rel=\"tag\">Premium<\/a>                <\/div>\n                            <div class=\"share-list\">\n                  <div class=\"es-label es-label--sm\">Share<\/div>\n                  <a href=\"https:\/\/www.facebook.com\/sharer\/sharer.php?u=https:\/\/leadersinsport.com\/performance-institute\/articles\/leaders-virtual-roundtable-keys-to-cultural-evolution\/\">Facebook<\/a>\n                  <a href=\"https:\/\/twitter.com\/intent\/tweet?url=https:\/\/leadersinsport.com\/performance-institute\/articles\/leaders-virtual-roundtable-keys-to-cultural-evolution\/&#038;text=Leaders Virtual Roundtable: Keys to Cultural Evolution\">Twitter<\/a>\n                  <a href=\"mailto:?subject=Here's a Leaders In Sport article for you &amp;body=Check out this article: Leaders Virtual Roundtable: Keys to Cultural Evolution. https:\/\/leadersinsport.com\/performance-institute\/articles\/leaders-virtual-roundtable-keys-to-cultural-evolution\/\">Email<\/a>\n                  <a href=\"#copyLink\" id=\"copyButton\" class=\"copy-link-clipboard\">Copy Link<\/a>\n                  <div id=\"textToCopy\" class=\"font-hidden\">https:\/\/leadersinsport.com\/performance-institute\/articles\/leaders-virtual-roundtable-keys-to-cultural-evolution\/<\/div>\n                <\/div>\n                    <\/div>\n    <\/section>\n<!-- blocks\/section -->\n<section\n  class=\"es-section flexible-section  text-only theme-light\"\n    >\n                <div class=\"container\">\n                                    <div class=\"bg-striped-pattern__inner section-padding-top section-padding-bottom\">\n                <div class=\"es-section__inner col-parent col-parent--stack-sm\">\n                                            <div class=\"es-section__sidebar es-section__sidebar--sticky col col--12 \">\n                                                            <p class=\"es-section__label es-label es-label--md\">An online meeting of Leaders Performance Institute members on 30 March.<\/p>\n                            \n                            \n                            \n                                                            <div class=\"es-section__text content-area\">\n                                    <p><p><strong>Recommended reading <\/strong><\/p>\n<p><a href=\"https:\/\/leadersinsport.com\/performance\/the-culture-code\/\">What Sets the Best Cultures Apart in High Performance?<\/a><\/p>\n<p><a href=\"https:\/\/leadersinsport.com\/performance\/mercedes-benz-culture-lars-minns\/\">What is the Secret Sauce Behind Mercedes-Benz\u2019s Culture?<\/a><\/p>\n<p><a href=\"https:\/\/leadersinsport.com\/performance\/google-think-leaders-should-pay-more-attention-to-these-five-team-dynamics\/\">Google Think Leaders Should Pay More Attention to These Five Team Dynamics<\/a><\/p>\n<p><strong>Framing the topic:<\/strong><\/p>\n<p>What are some of the ways in which organisations are thinking about cultural evolution? The last year has given many of us a chance to take stock of our culture and spend good time evaluating it. Change has inevitably been kicked into gear because of the pandemic, so many organisations are facing that cultural shift in the present. In this roundtable, we explored some of the current challenges related to this process and what others are trying to do to positively influence it.<\/p>\n<p><strong>Discussion points<\/strong><\/p>\n<p><strong>1. What are some of the current challenges you are coming across in relation to this topic? Where are you and your organisation at?<\/strong><\/p>\n<ul>\n<li>We have recently hired a Head of High Performance Culture who has an applied psychology background. One of the challenges has been for us to establish a common ground.<\/li>\n<li>Some of our current work has been influenced by Michael McDougall (Liverpool John Moores University &amp; Keystone College). We\u2019ve looked at his work around organisational culture and organisational culture change. Michael talks about culture in organisations being something that isn\u2019t just agreed, aligned and everyone is on the same track. His approach and view is that culture is just not agreed and shared, but also what is differentiated \u2013 where is there disagreement and also what is ambiguous? Viewing organisational culture from that perspective and understanding that there is meaning behind those areas as well. It\u2019s important to have these conversations as it\u2019s a cultural evolution not revolution and consider what frameworks fit in your context.<\/li>\n<li>A line of work that has really helped us was doing some work with Professor Joan Duda from the University of Birmingham around empowering coaching. In some of her work, a winning culture is not just about performance but other elements such as wellbeing, personal development and people staying in the sport.<\/li>\n<li>Professor Duda refers to the psychological ABC\u2019s when considering coach empowerment: autonomy, belonging and competence.<\/li>\n<li>There are definitely challenges in some organisations with what is coming from the bottom up versus the top down when considering the makeup of your culture.<\/li>\n<li>One of the challenges we are facing is how do you make a professional judgement that is subjective about a culture when you are part of it? You can utilise questionnaires (Martindale) but then there are questions around the limitations and constraints of a questionnaire because how well does that demonstrate what the environment looks and feels like, plus what you see? We\u2019re grappling with how to get something that demonstrates the full qualitative nature of culture because others want to measure it.<\/li>\n<li><strong>Consideration<\/strong>: why are there concerns around having a subjective assessment around culture? There are challenges around the ability to be objective when you have a subjective view because you are part of it.<\/li>\n<li>We have done some internal self-auditing and the structure that has worked really well to navigate that feeling of \u2018someone is observing and judging me\u2019 versus a quantitative assessment (box-ticking exercises) \u2013 we\u2019ve created frameworks where we ask \u2018what are we trying to achieve here?\u2019 which is set by the domain experts (standards should be \u2018this\u2019 and we should expect the culture to be \u2018this\u2019) and then we internally audit it to say whether we can see an evidence of those things and then work with those domain experts to say: \u2018this what you were saying we were trying do, but we did or didn\u2019t see evidence of that\u2019. For us, it has become a much more acceptable way of holding the mirror up and people embracing the judgement because they are almost judging themselves and not some supposed expert coming in where you can get some friction.<\/li>\n<li><strong>Consideration<\/strong>: who audits your auditors (heads of programme who are setting those standards?) From a Premier League football club perspective, this was all positively influenced by preparation for the EPPP (Elite Player Performance Plan) \u2013 the real learning was that everyone doesn\u2019t have to be an expert across all of the different disciplines, all we want our auditors to do is see if they can see what the programme leads said we should do.<\/li>\n<li>Depending on the depth you go into, it is the nature of collaboration and how people are empowered to contribute that is going to determine what an optimal culture looks like in relation to what is actually happening.<\/li>\n<li>Our organisation has established a lot of traditional customs and beliefs \u2013 the last 12 months have highlighted that these have to change and evolve pretty quickly. This is also how we are viewing our culture, it needs to evolve pretty quickly too. The challenge is that you can get some tension between some people who want to preserve a game they remember fondly from when they played or were involved, versus those who want to move it forward to drive accessibility for more people. To create external change, the culture internally needs to change a bit which in turn will positively influence the decision-making that takes place.<\/li>\n<li>We have a similar challenge in our sport where some of the so-called traditional values and behaviours are clearly outdated and need to change. We can\u2019t drag those individuals who are \u2018kicking and screaming\u2019 but, on the flip side, they often had value to add \u2013 so where does the balance lie? We want acknowledge their thoughts and experience, but at the same time empower others to shape how we move forward.<\/li>\n<li><strong>Consideration:<\/strong> whose job is it to drive cultural change? Where does it start? Does it start from within with the next generation or from the older generation?<\/li>\n<li>We\u2019re trying to empower people to have a voice and an opinion to try and shape that culture and environment accordingly. We have a vision and want to create more of an elite environment, but we are having to educate people in what that looks like and in terms of what we think it looks like \u2013 naturally that can create conflict which isn\u2019t necessarily a bad thing if you can navigate your way through it.<\/li>\n<li>It is very context dependent. As an example in our environment, the high performance culture departments runs alongside the sport psychology team \u2013 having an actual structure around culture (Cultural Architects) has helped drive those non-negotiables. We are currently working on a programme around values. In academia values are classed as being internal or intrinsic, so rather than focusing on organisational values, what are the non-negotiable behaviours? Which three or four are what you are really about as an organisation?<\/li>\n<li>You need to identify the non-negotiables for any culture to be successful, and for those to be filtered through individuals, teams, and organisations through a myriad of approaches, channels, tactics, and methods.<\/li>\n<li>One of our coaches has a very autonomy-based, supportive environment, with a very flat structure. We will facilitate sessions and discussions around their trademark behaviours and helping them to find meaning in what is going on within the culture and environment \u2013 what are they holding onto? We want to have those deeper, more meaningful conversations. What has worked in the past, what is working now and why are we maybe holding onto something? Do we create that time and space often enough for dialogue?<\/li>\n<\/ul>\n<p><strong>2. What are we trying to do to influence cultural evolution? Where are some of the focuses?<\/strong><\/p>\n<ul>\n<li>The most engagement we have got is from the \u2018next-gen\u2019 coaches. We have been doing work with the coaches around developing critical thinking skills so they can look at things with a different lens. The focus has been on creating strategies for more critical reflection and also creating opportunities for the more experienced and younger coaches to talk to each other. We want those younger coaches to have the confidence to challenge some of the traditional norms and to do that we need to allow them to coexist a bit better.<\/li>\n<li>An area that is pertinent for us is motivation for change. Younger coaches and practitioners have a greater motivation for change as they are open to more information coming in because they have aspirations to learn and develop. Having this motivation for change allows us to go through these evolutions whether that is a relative failure (we said we want to do something but we\u2019re not) on our standards or whether it is setting something so aspirational were there is excitement for that change. Creating motivation for change releases energy and strengthens the ability to guide people in an aligned way \u2013 without it, it is nearly impossible to keep people moving.<\/li>\n<li>It\u2019s inevitable that your leadership team is slightly older in age and has some experience behind them, but they\u2019ve also potentially moulded the way they want to operate. We are trying to connect younger and older coaches or practitioners together. Younger practitioners tend to be more inquisitive and want to ask more questions. If you can create that opportunity away from a bigger group, it\u2019s a great way of generating connection. The leadership team are accountable for the management of the organisation but not necessarily accountable for the whole culture. Can we better utilise concepts such as \u2018shadow leadership\u2019 to create opportunities for influence with the caveat that the relationship and setting needing to be right?<\/li>\n<li>It\u2019s people and behaviours that drive culture. An area we are becoming more aware of is the importance of role modelling. If we want to create an environment where we want to empower people and give them a voice, what they say and how they say it will be directly related to how they perceive the response to that. One of the things we try and take forward is how you create conditions where you ask people to contribute their opinions but you will do so in a manner where you are open to changing your position or changing your mind on something \u2013 this is critical for it to be genuine and authentic.<\/li>\n<li>Increasingly we are finding an approach to cultural evolution that is more about \u2018chipping away\u2019 as unsatisfactory. Should those in a leadership team position be announcing some significant change to almost shock people into confronting some of those ideas? We don\u2019t think that the former takes people out of their comfort zone enough, especially when we are trying to initiate or evolve change. A personal view is that the majority of people will step up to plate with considerable change.<\/li>\n<li>We are trying to shift behaviours and mindset \u2013 a number of people in the environment are content, so we are trying to take them on a journey. A starting point has been trying to give them a voice and empower. What do they think the environment should be like? What are the standards that need to be set to match that thinking?<\/li>\n<li>A piece of research we completed looked at talent development across a number of sports and one of the findings from that was that the programmes teach people to get very good at one particular thing, and that is behaving how they think the coach wants them to behave. Depending on the culture of environment you are trying to create, encouraging others to contribute and offer their opinion will be totally influenced by their belief around the judgements that will be made upon them.<\/li>\n<li>You need strong strategic leadership to evolve a culture: you need a group of people to set the vision. You need another group of people to translate the vision into action. You need the talent to transfer the culture to all corners of a team, or organisation.<\/li>\n<\/ul>\n<p><strong>\u00a0<\/strong><strong>3. Group Takeaways<\/strong><\/p>\n<ul>\n<li>What does it take to go from vision to operation? Nurture the culture through accountability and explain the \u2018why\u2019.<\/li>\n<li>Ideal methodology around \u2018assessing\u2019 the current status of the culture and where you want to go.<\/li>\n<li>Culture can be passed around the organisation by staff mobility (i.e. session observation across age groups) and non-negotiable cultural elements are reinforced by leadership.<\/li>\n<li>Identify the non-negotiables and boundaries, then allow empowerment within them. Start with the &#8216;why&#8217;.<\/li>\n<li>Non-negotiables need to be agreed and shared prior to any change management initiative. Question: who sets those? Players? Coaches? GM? Mix?<\/li>\n<li>Who is the driver of cultural change?<\/li>\n<li>To continue cultural evolution: creating an environment, where people feel that they belong, being part of something bigger than them. Acknowledge their input.<\/li>\n<li>Review if we as leaders are role modelling the culture we are looking to create. How are we reviewing culture?<\/li>\n<li>Importance of role models and leadership in shaping and empowering culture.<\/li>\n<li>Who is best placed to give a view on the current effectiveness of culture \u2013 those that are in it or others?<\/li>\n<\/ul>\n<hr \/>\n<h4><em>Download the latest Performance Special Report, <strong>Psychological Safety: The origins, reality and shelf life of an evolving high performance concept<\/strong> &#8211; featuring the athlete, coach and academic perspectives.<\/em><\/h4>\n<p><a href=\"https:\/\/info.leadersinsport.com\/performance-special-report-psychological-safety\"><button>Download Report<\/button><\/a><\/p>\n<\/p>\n                                <\/div>\n                            \n                            \n                            \n                                                    <\/div>\n                                        <div class=\"col visibly-hidden col--flex-align-right\">\n                                            <\/div>\n                <\/div>\n            <\/div>\n        <\/div>\n        <\/section>\n","protected":false},"excerpt":{"rendered":"<p>An online meeting of Leaders Performance Institute members on 30 March.<\/p>\n","protected":false},"featured_media":419,"menu_order":0,"template":"","categories":[20,2],"pathway":[],"topic":[],"sport":[],"class_list":["post-418","article","type-article","status-publish","has-post-thumbnail","hentry","category-leadership-culture-performance","category-premium"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.2 - 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