{"id":795,"date":"2020-06-01T00:00:00","date_gmt":"2020-06-01T00:00:00","guid":{"rendered":"https:\/\/leadersinsport.com\/performance-institute\/reports\/leaders-virtual-roundtable-unpacking-leadership-navigating-through-uncertainty\/"},"modified":"2025-12-15T05:12:18","modified_gmt":"2025-12-15T05:12:18","slug":"leaders-virtual-roundtable-unpacking-leadership-navigating-through-uncertainty","status":"publish","type":"article","link":"https:\/\/leadersinsport.com\/performance-institute\/articles\/leaders-virtual-roundtable-unpacking-leadership-navigating-through-uncertainty\/","title":{"rendered":"Leaders Virtual Roundtable: Unpacking Leadership &#038; Navigating Through Uncertainty"},"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-1214305723.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 01, 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 Roundtable: Unpacking Leadership &#038; Navigating Through Uncertainty<\/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-roundtable-unpacking-leadership-navigating-through-uncertainty\/\">Facebook<\/a>\n                  <a href=\"https:\/\/twitter.com\/intent\/tweet?url=https:\/\/leadersinsport.com\/performance-institute\/articles\/leaders-virtual-roundtable-unpacking-leadership-navigating-through-uncertainty\/&#038;text=Leaders Virtual Roundtable: Unpacking Leadership &#038; Navigating Through Uncertainty\">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: Unpacking Leadership &#038; Navigating Through Uncertainty. https:\/\/leadersinsport.com\/performance-institute\/articles\/leaders-virtual-roundtable-unpacking-leadership-navigating-through-uncertainty\/\">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-unpacking-leadership-navigating-through-uncertainty\/<\/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 21st\u00a0May.<\/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>Sustaining high performance.<\/li>\n<li>Designing and implementing a system of systems approach.<\/li>\n<li>Making your organisation more resilient.<\/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\/podcast-at-home-with-leaders-dean-smith\/\"><u>Podcast: At Home With Leaders \u2013 Dean Smith<\/u><\/a><\/p>\n<p><a href=\"https:\/\/leadersinsport.com\/performance\/rebel-ideas-cognitive-diversity\/\"><u>Does Your Team Have the Collective Knowledge to Understand What it Takes to Win?<\/u><\/a><\/p>\n<p><a href=\"https:\/\/leadersinsport.com\/performance\/the-ooda-loop-evaluation-debriefing-in-the-us-air-force\/\"><u>The OODA Loop: Evaluation &amp; Debriefing in the US Air Force<\/u><\/a><\/p>\n<p><strong><b>Introduction: Crossovers from the Military and High Performance Sport<\/b><\/strong><\/p>\n<p>\u2018Human beings live in a state of war for three main reasons: competition, diffidence and glory.\u2019<\/p>\n<ul>\n<li>Similarities in both industries who have the luxury of preparing for battle, going into contact and pulling out \u2013 then being able to reflect on our performance to retrain on how to close the gaps.<\/li>\n<\/ul>\n<p><strong><b>1. Lead by Example<\/b><\/strong><\/p>\n<ul>\n<li>The servant leadership method \u2013 military leaders eat last as they put the needs of their teams above and beyond themselves.<\/li>\n<li>Narrow the gap between say and do.<\/li>\n<li>Actively listen to your team.<\/li>\n<li>You are only as good as your last task.<\/li>\n<\/ul>\n<p>Situational leadership in action:<\/p>\n<p>1. Transactional: Commander \u2013 an easy way to lead as it consists of direction from one person, but can be the least engaging method.<\/p>\n<p>2. Increasingly Participative: Coach, Support, Self-Organised \u2013 a more efficient, but indeed difficult way. In this concept, you don\u2019t want to let the person to your left or right down, and trying to instil that within the culture of the organisation.<\/p>\n<p>To generate this concept of a self-organised organisation, you need to have these core foundations in place, starting from the bottom up:<\/p>\n<p>1. Culture (Base of the Pyramid)<\/p>\n<p>2. Identity<\/p>\n<p>3. High Purpose<\/p>\n<p>4. Behaviours &amp; Standards<\/p>\n<p>5. Ownership<\/p>\n<p>6. Player-Led Leadership (Top of the Pyramid)<\/p>\n<p>Importance of communication: spend as much time working on your strategy, but put equal effort into the communication. Without effective communication, there is a disparity of trust and buy-in.<\/p>\n<ul>\n<li>Be Decisive: The 40:70 Principle \u2013 when bounded by rationality, you could be decisive if you were prepared with between 40% and 70% of the information required. If you wait for more than 70% of the information to be effective, the window of opportunity had gone for the team to work with and train with the information. It can be ineffective to wait for 100% of the information.<\/li>\n<li>If you can be agile enough to work around the 40:70 principle, you can become more effective and have the potential to impact decision-making in a positive manner.<\/li>\n<\/ul>\n<p>Find your way through a VUCA space:<\/p>\n<p>1. V \u2013 Volatility \u2013 You need a clear <strong><b>Vision<\/b><\/strong>.<\/p>\n<p>2. U \u2013 Uncertainty \u2013 You need clear <strong><b>Understanding<\/b><\/strong>.<\/p>\n<p>3. C \u2013 Complexity \u2013 Do you have <strong><b>Clarity<\/b><\/strong>?<\/p>\n<p>4. A \u2013 Ambiguity \u2013 Do you have <strong><b>Agility<\/b><\/strong>?<\/p>\n<p>Mission Command: a philosophy of command that promotes freedom of action and initiative \u2013 \u2018Means and Ends \u2013 But Not the Way\u2019<\/p>\n<p>1. Understand the Commander\u2019s intent.<\/p>\n<p>2. Effects, not tasks.<\/p>\n<p>3. Sufficiently resourced.<\/p>\n<p>4. Minimum level of control.<\/p>\n<p>5. Subordinates decide how to carry out their tasks within the Commander\u2019s intent.<\/p>\n<p>In sport, it\u2019s often the Head Coach who makes the final decision (Directive Control). A Mission Command model would work more efficiently and fluidly, whilst also factoring in the understanding on the \u2018Commander\u2019s\u2019 intent.<\/p>\n<ul>\n<li>Hierarchy of Empowerment \u2013 How are your people operating?<\/li>\n<\/ul>\n<p>1. Waiting to be told.<\/p>\n<p>2. Asking to be told.<\/p>\n<p>3. Seek approval for a recommendation.<\/p>\n<p>4. Seek approval for action taken.<\/p>\n<p>5. Get on with it and inform routinely.<\/p>\n<p>For a Mission Control approach, we need to be looking at \u2018seeking approval for action taken\u2019 or \u2018get on with it and inform routinely\u2019. If you aren\u2019t currently doing this, are you creating an environment for your talent to fulfil their potential?<\/p>\n<p>Do your people understand their role in your plan? It\u2019s all well and good having a vision on the wall, but what does that actually mean for each department specifically? What is their role in that plan? If they don\u2019t know, the plan isn\u2019t working.<\/p>\n<p><strong><b>2. Encourage Thinking<\/b><\/strong><\/p>\n<p>1. C \u2013 Culture: no blame, fail fast, values innovation<\/p>\n<p>2. R \u2013 Resources: human, financial, intangible<\/p>\n<p>3. E \u2013 Environment: supports creativity<\/p>\n<p>4. A \u2013 Acumen: business, legal, IPR<\/p>\n<p>5. T \u2013 Time: protected time for ideas creation<\/p>\n<p>6. E \u2013 Effect: the impact of invention<\/p>\n<p>How much space do you give your team to think disruptively? What do you do to ensure that they come ready to think?<\/p>\n<p>Don\u2019t come to meetings without a view. \u2018Only dead fish will follow the flow\u2019.<\/p>\n<p><strong><b>3. Apply Rewards<\/b><\/strong><\/p>\n<p>Exploit the levers: \u2018The S*** That Other People Don\u2019t See\u2019<\/p>\n<p><strong><b>4. Demand High Performance<\/b><\/strong><\/p>\n<p>1. Narrow the gap between saying and doing when you lead.<\/p>\n<p>2. If you say you\u2019re going to do it, make sure you do it because people are watching.<\/p>\n<p>3. In sport, there is already great work in the Physical and Intellectual Components of sport. How much do we focus on the Moral Component of looking after your people? This is the component that creates the cutting edge \u2013 it\u2019s the golden component that needs to thread through your organisation, create the conditions for success by doing that.<\/p>\n<p>4. Train hard, fight easy.<\/p>\n<p>5. How do we learn our lessons? What did we take from that after action review and how did it occur? How did we do it? \u2013 Excellence is a habit, not an act. We need a better and more formal after action review in sport.<\/p>\n<p>Break your performance down into three elements:<\/p>\n<p>1. Individual (Psychological Safety. Individual Wellbeing &amp; Technical Knowledge, Skills &amp; Attributes)<\/p>\n<p>2. Team (Converge to Operate: Teams, Departments, People, Process &amp; Equipment)<\/p>\n<p>3. Task (Combine to Operate: System of Systems)<\/p>\n<ul>\n<li>Sigmund Curve: skills is in being able to adjust before the curve drops. Can you adjust in the \u2018Liminal Area?\u2019 If you can identify this, you can sustain that upwards trajectory much longer? The Liminal Area is where the importance of feedback loops (OODA) and after action reviews provide huge value in being able to adapt your approach.<\/li>\n<li>High Performance Expectations: Challenge People<\/li>\n<\/ul>\n<p>1. People achieve there best when they are challenged to achieve great things.<\/p>\n<p>2. Many individuals are self-limited by their self-belief \/ confidence.<\/p>\n<p>3. You must know them to know what defines challenge.<\/p>\n<p>4. Challenging goals creates healthy failures \u2013 you must make this OK.<\/p>\n<p>5. Counters \u2013 \u2018Social Loafing\u2019.<\/p>\n<p>6. Challenge without support is not enough.<\/p>\n<p><strong><b>5. Encourage Confidence Within the Team<\/b><\/strong><\/p>\n<ul>\n<li>Build trust.<\/li>\n<li>Exploit the data to make marginal gains.<\/li>\n<li>Use the same language. If your communication isn\u2019t right, people won\u2019t follow.<\/li>\n<li>Maintain a steady persona.<\/li>\n<li>Deliver on daily values.<\/li>\n<\/ul>\n<p>Get the culture right:<\/p>\n<p>1. Processes (Simplify)<\/p>\n<p>2. Structure (Reorganise)<\/p>\n<p>3. Control Systems (Relax)<\/p>\n<p>4. Power Structures (Influence)<\/p>\n<p>5. Stories &amp; Symbols (Create)<\/p>\n<p>6. Rituals &amp; Routines (Change)<\/p>\n<p><strong><b>6. Recognise Strengths &amp; Weaknesses<\/b><\/strong><\/p>\n<ul>\n<li>Understanding the team: know your people.<\/li>\n<li>You need a holistic approach of looking after that person or performer.<\/li>\n<\/ul>\n<p><strong><b>7. Strive for Team Goals<\/b><\/strong><\/p>\n<ul>\n<li>When you look at systems: trying to turn experts into an expert team.<\/li>\n<li>Understand the risks and close on them.<\/li>\n<li>If we understand each component that is going to keep us at the tip of the spear. Consider this review approach:<\/li>\n<li>Blue: Above the typical required standard in most areas.<\/li>\n<li>Green: Above required standard in some areas.<\/li>\n<li>Yellow: Achieved the required standards.<\/li>\n<li>Amber: Below the standard required in some areas.<\/li>\n<li>Red: Below the standard required in most areas.<\/li>\n<li>Black: Critical capability gaps to address.<\/li>\n<li>White: Not tested.<\/li>\n<\/ul>\n<p><strong><b>\u00a0<\/b><\/strong><strong><b>8. Summary<\/b><\/strong><\/p>\n<ul>\n<li>Stakeholder Gap Analysis: What would your club look like if you got it right?<\/li>\n<li>Understanding the Climate: How close or far away from that are you?<\/li>\n<li>Closing the Gap: What do you need to do now to get there?<\/li>\n<\/ul>\n<hr \/>\n<p><strong>Could you and your team be making better use of your performance metrics?<\/strong><\/p>\n<p>If so, then the latest Leaders Performance Institute Special Report, <em>Analyse This: Managing Your Metrics<\/em>, will be right up your street. It features a variety of sports organisations, from the <strong>San Antonio Spurs<\/strong> and <strong>England Netball<\/strong>, to the <strong>Wests Tigers<\/strong> and <strong>Tennis Australia<\/strong>, via <strong>British Skeleton<\/strong>. Download it now.<\/p>\n<p><a href=\"https:\/\/info.leadersinsport.com\/l\/285402\/2020-05-04\/9m47w6\"><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 21st\u00a0May.<\/p>\n","protected":false},"featured_media":796,"menu_order":0,"template":"","categories":[1],"pathway":[],"topic":[],"sport":[],"class_list":["post-795","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 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Leaders Virtual Roundtable: Unpacking Leadership &amp; 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