{"id":763,"date":"2020-06-30T00:00:00","date_gmt":"2020-06-30T00:00:00","guid":{"rendered":"https:\/\/leadersinsport.com\/performance-institute\/reports\/leaders-virtual-roundtables-what-high-performing-organisations-do-that-others-dont\/"},"modified":"2025-12-15T05:12:15","modified_gmt":"2025-12-15T05:12:15","slug":"leaders-virtual-roundtables-what-high-performing-organisations-do-that-others-dont","status":"publish","type":"article","link":"https:\/\/leadersinsport.com\/performance-institute\/articles\/leaders-virtual-roundtables-what-high-performing-organisations-do-that-others-dont\/","title":{"rendered":"Leaders Virtual Roundtables: What High Performing Organisations Do That Others Don\u2019t"},"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-1251957601.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                    \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                                Jun 30, 2020                            <\/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 Roundtables: What High Performing Organisations Do That Others Don\u2019t<\/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\/uncategorized\/\" rel=\"tag\">Uncategorized<\/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-roundtables-what-high-performing-organisations-do-that-others-dont\/\">Facebook<\/a>\n                  <a href=\"https:\/\/twitter.com\/intent\/tweet?url=https:\/\/leadersinsport.com\/performance-institute\/articles\/leaders-virtual-roundtables-what-high-performing-organisations-do-that-others-dont\/&#038;text=Leaders Virtual Roundtables: What High Performing Organisations Do That Others Don\u2019t\">Twitter<\/a>\n                  <a href=\"mailto:?subject=Here's a Leaders In Sport article for you &amp;body=Check out this article: Leaders Virtual Roundtables: What High Performing Organisations Do That Others Don\u2019t. https:\/\/leadersinsport.com\/performance-institute\/articles\/leaders-virtual-roundtables-what-high-performing-organisations-do-that-others-dont\/\">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-roundtables-what-high-performing-organisations-do-that-others-dont\/<\/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 24th June.<\/p>\n                            \n                            \n                            \n                                                            <div class=\"es-section__text content-area\">\n                                    <p><p><strong><b>The case study covered:<\/b><\/strong><\/p>\n<ul>\n<li>Building high performance organisations.<\/li>\n<li>Characteristics of today\u2019s high performing organisations.<\/li>\n<li>The main causes of error in everyday performance.<\/li>\n<\/ul>\n<p><strong><b>Recommended Reading &amp; Listening: Leaders Performance Institute<\/b><\/strong><\/p>\n<p><a href=\"https:\/\/leadersinsport.com\/performance\/download-performance-journal-edition-21\/\"><u>Performance Journal Edition: 21 \u2013 Winning the Lockdown<\/u><\/a><\/p>\n<p><a href=\"https:\/\/leadersinsport.com\/performance\/the-culture-code\/\"><u>What Sets the Best Cultures Apart in High Performance?<\/u><\/a><\/p>\n<p><strong><b>Talking Points<\/b><\/strong><\/p>\n<p><strong><b>1. The 70:20:10 Model<\/b><\/strong><\/p>\n<ul>\n<li>When you look at how people develop, they mostly develop through work and other people. The 70 is all about learning through experience, practice and reflection;20 is about learning from other people;\u00a010 is in relation to formal learning.<\/li>\n<li>A lot of organisations are fixated on the 10 \u2013 lots of money is spent in this portion, often with very little impact.<\/li>\n<\/ul>\n<p><strong><b>2. Building High Performance Organisations<\/b><\/strong><\/p>\n<ul>\n<li>Importance and impact of continuous learning in the daily workflow.<\/li>\n<li>The impact of leader-led development on performance.<\/li>\n<li>Question: think about one great learning experience you\u2019ve had so far that improved your personal performance. Ask yourself where did this learning occur?<\/li>\n<li>80% of report that their exceptional learning experiences occur as part of their daily workflow \u2013 yet many of us still associate learning only with away-from-work structured activities.<\/li>\n<li>When we are building solutions and working to build high performance in individuals or at an organisational level, it\u2019s complex, very nuanced and contextual.<\/li>\n<li>When looking at why some leadership development programmes fail, it was due to the lack of context and lack of reflection.<\/li>\n<\/ul>\n<p><strong><b>3. How Working Adults Really Develop<\/b><\/strong><\/p>\n<ul>\n<li>Challenging Experiences: work that stretches and learning in the context.<\/li>\n<li>Opportunities to Practice: practice feeds high performance.<\/li>\n<li>Create Conversations: conversation is the lubrication of learning and development. Better-networked people are better performers.<\/li>\n<li>Time for Reflection: experience + reflection = learning that lasts. Reflect in the workflow with others and individual reflection away from work as well.<\/li>\n<li>Formal training alone might help, but will never produce high performance. Formal training will form competence, but if you are looking for expertise or high-level performance, this is developed through informal task-based learning.<\/li>\n<\/ul>\n<p><strong><b>4. Characteristics of Today\u2019s High Performing Organisations<\/b><\/strong><\/p>\n<p>1. Systems thinking \u2013 looking at the root causes and the environmental factors when solving problems.<\/p>\n<p>2. Agility \u2013 our ability to respond fast. Those that can do this will always perform better.<\/p>\n<p>3. Mastery \u2013 the human nature of wanting to get better.<\/p>\n<p>4. Sense-making \u2013 taking a step back and understanding the bigger picture.<\/p>\n<p>5. Building shared vision \u2013 \u2018having people on the bus\u2019.<\/p>\n<p>6. Learning from mistakes.<\/p>\n<p>7. Team work and sharing \u2013 we still continue to evaluate from a individual point of view, but the reality is they won\u2019t succeed or achieve without others.<\/p>\n<p>8. Continuous improvement \u2013 critical to have a mindset of continual improvement.<\/p>\n<p>9. Shared purpose.<\/p>\n<ul>\n<li>The Knowledge &amp; Skills Fiction: high performance requires more than knowledge and skill.<\/li>\n<li>Much of the performance of newly hired workers is driven by learning by doing or learning from peers or supervisors in the workplace.<\/li>\n<li>Informal learning is far more important for workers\u2019 human capital development than formal training courses.<\/li>\n<li>96% of time-spent learning occurs in the daily flow of work \u2013 it\u2019s hidden. The other 4% of time spent learning occurs away from the daily flow of work.<\/li>\n<li>The extent to which workers learn is varied by task.<\/li>\n<li>There is a correlation between high performers and types of development experience:<\/li>\n<\/ul>\n<p>1. Increase job scope: how can we stretch them and give the opportunities to be challenged?<\/p>\n<p>2. Role models.<\/p>\n<p>3. Coaching and feedback.<\/p>\n<p>Experiences that develop \u00a0&#8211; all of the correlation points above are driven by learning in the workplace:<\/p>\n<p>1. New responsibilities \/ challenges in new roles.<\/p>\n<p>2. Reflection on day-to-day experiences.<\/p>\n<p>3. Informal coaching from exemplary performers (role models).<\/p>\n<p>4. Using conversations as development opportunities.<\/p>\n<p>A simple tool to exploit continuous learning and build high performing organisations:<\/p>\n<p>The 3 Question Card:<\/p>\n<p>1. Describe some of your recent challenges and successes.<\/p>\n<p>2. How would you respond differently to achieve better outcomes in the future?<\/p>\n<p>3. What learning can you take away from these experiences?<\/p>\n<ul>\n<li>Outcomes from using these questions to generate conversation: overall performance of the team improved; trust of team improved as it made them more vulnerable<\/li>\n<li>An employee\u2019s relationship with a manager is the most important indicator of success or failure on the job.<\/li>\n<li>Good managers can boost employee performance by as much as 25% when they excel at manager-led development.<\/li>\n<li>Manager impact on performance: people reporting to managers who are focused and effective at developing their teams outperform their ineffective counterparts by 25-27%.<\/li>\n<li>Manager impact on retention and satisfaction: increased 40% on retention and satisfaction 37%.<\/li>\n<li>Manager impact on organisational commitment and adaptability (responding to change): commitment = 30% and adaptability = 8.3%.<\/li>\n<li>Good leaders and managers do not trade-off between operational excellence and employee development \u2013 they focus on both.<\/li>\n<li>Supporting continuous learning and a culture of high performance:<\/li>\n<\/ul>\n<p>1. Are your people encouraged to think and learn from their day-to-day experiences?<\/p>\n<p>2. Are your managers recognised or rewarded for developing their people?<\/p>\n<p>3. Do your people have easy access to learning resources and tools in the workplace?<\/p>\n<p>4. Is mentoring and coaching an important part of your work culture?<\/p>\n<p><strong><b>5. The Main Cause of Errors in Everyday Performance<\/b><\/strong><\/p>\n<ul>\n<li>\u201cMost performance problems are caused by errors of ineptitude rather than errors of ignorance\u201d \u2013 Atul Gawande<\/li>\n<li>Errors of ignorance: mistakes we make because we don\u2019t know enough.<\/li>\n<li>Errors of ineptitude: mistakes we make because we don\u2019t make proper use of what we know.<\/li>\n<li>Do you have systems in place to minimise the errors of ineptitude? Do you have clear guidelines and checklists that everyone owns?<\/li>\n<\/ul>\n<hr \/>\n<p><strong>Looking for more performance insight?<\/strong><\/p>\n<p><em>Performance<\/em> <em>21<\/em> is available for download now and leads with a selection of insights lifted from our At Home With Leaders podcast series, which has featured the likes of <strong>England Rugby\u2019s Eddie Jones<\/strong>, the <strong>Toronto Blue Jays\u2019 Mark Shapiro<\/strong>, and <strong>Chelsea\u2019s Emma Hayes<\/strong> speaking directly from their home offices.<\/p>\n<p><a href=\"https:\/\/info.leadersinsport.com\/l\/285402\/2020-06-23\/b3234b\"><button>Download Journal<\/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 24th June.<\/p>\n","protected":false},"featured_media":764,"menu_order":0,"template":"","categories":[1],"pathway":[],"topic":[],"sport":[],"class_list":["post-763","article","type-article","status-publish","has-post-thumbnail","hentry","category-uncategorized"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v26.6 - 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