{"id":8243,"date":"2022-02-11T10:00:00","date_gmt":"2022-02-11T10:00:00","guid":{"rendered":"https:\/\/leadersinsport.com\/performance-institute\/?post_type=article&p=8243"},"modified":"2025-12-15T05:11:41","modified_gmt":"2025-12-15T05:11:41","slug":"how-to-prepare-to-be-a-better-leader-in-high-performance","status":"publish","type":"article","link":"https:\/\/leadersinsport.com\/performance-institute\/articles\/how-to-prepare-to-be-a-better-leader-in-high-performance\/","title":{"rendered":"How to Prepare to Be a Better Leader in High Performance"},"content":{"rendered":"\n\n
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\n 11 Feb 2022 <\/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

How to Prepare to Be a Better Leader in High Performance<\/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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An article brought to you by our Partners<\/p>\n

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\u201cIn sport,\u201d says Jeremy Bettle, \u201cyou start out as a practitioner and you get better and better as a practitioner. The next thing you know, you\u2019re a manager and a leader, and it\u2019s an area we\u2019re really poorly prepared for.\u201d<\/h4>\n
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The Performance Director of MLS champions New York City FC is talking to the Leaders Performance Institute and Elite Performance Partners<\/a> [EPP] about his own experience as both a practitioner and a leader.<\/p>\n

\u201cIn my first leadership roles,\u201d Bettle continues, \u201cI really thought having the best strategy or having the best ideas, that was what was going to make me a great leader, that people would just hear my idea and say \u2018this is brilliant! Let\u2019s do it!\u2019 And you very quickly realise that it\u2019s all about the people that you\u2019re going to be leading.\u201d<\/p>\n

Bettle speaks from his experience leading performance divisions at teams including the Anaheim Ducks and Toronto Maple Leafs. \u201cYes, you have to have a strategy but the other side of it is that you need to have empathy for what people are going through, their sense of threat from your new system, and the humility you must have to go into a new environment and take it all in. There\u2019s a huge component of leadership you almost don\u2019t realise until you\u2019re in the job already. Hopefully you ride that storm out where you last and get to take that next step.\u201d<\/p>\n

The Leaders Performance Institute and EPP\u2019s Dave Slemen and Anna Edwards are also joined by Darren Burgess, the High Performance Manager of the Adelaide Crows who also leads EPP\u2019s search offering in Australia, and James Thomas, the Performance Director at British Gymnastics.<\/p>\n

Although the trio offer three different perspectives from three different sports, systems and countries, they hit on the numerous performance principles that EPP, a performance consultancy and search firm, discuss with their clients on a daily basis. One such principle being the need to ensure people are developing a range of \u2018human skills\u2019 over and above their technical competence in order to prepare for leadership. Here are some of the other key considerations they identify for performance directors going into new roles.<\/p>\n

Cultivating high performance habits<\/strong><\/p>\n

The environment is uppermost in the minds of all three, playing to EPP\u2019s belief that culture and strategy hold equal weight in an organisation \u2013 like two strands of a DNA helix, with strong leadership binding the two together and enabling the team to retain its core structure when pressure is inevitably applied. \u201cYou don\u2019t have to get it perfectly to succeed at all because talent will probably beat that, but where talent is equal, the environment becomes really important,\u201d says Burgess, who has led high performance teams in the English Premier League at Liverpool and Arsenal, as well as in his native Australia, where he helped Melbourne to win the AFL Grand Final last year.<\/p>\n

The dynamics are not quite the same in Olympic sport but the need for a clear performance vision is paramount, as Thomas explains. \u201cI\u2019ve always described culture as turning expectation and beliefs into behaviours, and then behaviours into daily performance habits,\u201d says Thomas, who has previously worked with British Judo, Welsh Boxing and Great Britain Wheelchair Rugby. \u201cThe people I\u2019ve seen be successful have had consistently high performance habits in an environment that allows people to express those habits daily, to allow them to be reinforced and celebrated in training and competition.\u201d<\/p>\n

It takes time to reach that point, as Bettle points out. \u201cPeople need to be open-minded and have humility, both me coming into an environment and the people there,\u201d he says. \u201cIn a positive environment, there\u2019s a lot of work done to prepare for your entry, but that isn\u2019t always the case and staff can have no clue as to what\u2019s expected and why we\u2019re making a change. You have to spend a significant amount of time on the front end just letting the staff know exactly what the new org chart looks like.\u201d Even when you get there, leaders need to remind their teams of the culture they are trying to build on a daily basis, EPP\u2019s Dave Slemen adds.<\/p>\n

Stop, look and listen<\/strong><\/p>\n

That said, it is important not to rush. \u201cI think the most important thing that I\u2019ve done is taking some time to not<\/em> do anything,\u201d says Bettle. \u201cReally just observing the current culture, the current systems; really taking it all in before you actually start plugging your system into it.\u201d He admits it is an error he has made in the past. \u201cYou go in too quick and you\u2019ve got a system that you want to drop on this new culture and you miss things that are being done really well. You lose sight of the fact that this is a big change management project, and so people can\u2019t change as fast as you would like them to if you just go in on day one and start to change systems and processes and reporting lines.<\/p>\n

\u201cFor 60 days, you should observe and plug in little pieces where you can, and then once you\u2019ve done that evaluation, you can plug in your system to really complement the things that are being done really well; and you can give them small pieces to change over time, and look at it as more of a long-term project than \u2018at day one you\u2019ve got to come in and produce results\u2019.\u201d<\/p>\n

Burgess concurs: \u201cPeople need to feel safe and they need to feel appreciated, and they need to feel that just because there\u2019s change that doesn\u2019t mean there will be wholesale change, and that\u2019s a tough balance because, in a lot of clubs, in a lot of situations, you\u2019re brought in for a reason, and they know that and you know that and the players know that, so there is a delicate balance there you have to find.\u201d<\/p>\n

The performance director role must begin to engender trust. \u201cUnless you spend the time to build the connection with somebody I\u2019ve often found it falls a little bit short,\u201d says Thomas, who understands the importance of giving his staff a sense of psychological safety. \u201cI\u2019ve always taken the time to stand next to a coach during training, watch, ask questions, be inquisitive, and give them a sense that I\u2019m interested rather than coming in and make a big change. It might not need a big change, but unless you talk to people and find out, you\u2019ll never really know. It\u2019s probably quite simple, but I just stand, watch and ask questions and try to be humble. I\u2019ve come in, I\u2019m not going to fix everything for anybody, but I\u2019ll happily try and help. But I need to know about what you feel, what you think the issues are, and what you think doesn\u2019t need fixing. What you think is great and really sacred to the sport, what needs to be maintained for the next few years.\u201d Burgess points out you also need to speak up when it\u2019s required, which fits with the definition of psychological safety held by EPP. \u201cIt\u2019s not just about creating an environment in which everyone can speak up and be heard, it\u2019s about creating one where you have an obligation to if you think something is wrong,\u201d adds Slemen.<\/p>\n

Thomas\u2019 inclusive approach proved useful as British Gymnastics devised its plan for the 2024 Paris Olympics. \u201cBy the time we\u2019d launched our plan, which was just before Tokyo, everybody had seen it and heard the words, heard the language, and heard the ideas of change, so it felt quite normal,\u201d he says. \u201cIt felt like people took and breath and just said \u2018onto the next four years\u2019. There\u2019s a few changes and I\u2019m sure people will have to work through that, but we\u2019d taken on such a journey and evolved the team quite early on. There was actually a big sense of togetherness rather than a secret thing that was cooked up in a boardroom that no one had ever seen and all of a sudden now you were putting it on them.\u201d<\/p>\n

The importance of a criteria-based approach<\/strong><\/p>\n

As Bettle says: \u201cYou want to be clear about your standards and how people are going to be held accountable and, within that, being as supportive as you can.\u201d<\/p>\n

To that end, Burgess has adopted a criteria-based approach. \u201cI tend to give the staff a practical job description and say \u2018there\u2019s your practical day to day responsibilities\u2019 and then there\u2019s a real clear expectation and they can be as little as \u2018you\u2019re putting out the cones for the warm-up\u2019 to as extensive as \u2018you\u2019re responsible for delivering the training analysis to the coach\u2019, he says. \u201cWhether that\u2019s a physio, doctor, psychologist, a performance analyst, they all have their practical job description and therefore they know what they\u2019re going to be held accountable for, and that tends to be a little bit more specific and practical than a human resources-designed job description. That\u2019s helped a lot. It\u2019s helped us to get people aligned in what they\u2019re doing, it\u2019s also created its own issues when people fall short because it\u2019s only mine and it\u2019s not HR\u2019s, but within our staff context it works quite well.\u201d Which is perhaps why he\u2019s such a good fit for EPP, who take a similar criteria-based approach to their hires, taking time upfront to ensure all are aligned on the key priorities for any role and why they are hiring, rather than getting blinded by names of prospective candidates or silverware.<\/p>\n

For Thomas, it is a question of impact. \u201cI\u2019ll say, \u2018where do you, as an analyst, as a physiotherapist, show impact? Can you talk me through where you impacted on performance?\u2019\u201d he says. \u201cAnd then we move away from KPIs and job descriptions to actually showing me or telling me a story about where they impacted and connect to the team going after world championships and winning four medals; the nutritionist can tell me a story of the six weeks before and you get a real sense that somebody really can give you a great story of where they\u2019re adding value; or if someone can\u2019t quite describe that to you that\u2019s where I start to think where are they? Where are they working? Where are they impacting? Moving forward, is this an area that we might want to change?\u201d<\/p>\n

Find your authentic voice<\/strong><\/p>\n

Authenticity is important and, in Edwards\u2019 view, the most important leadership trait, alongside vulnerability. \u201cIt\u2019s just what is right for me and what allows me to be my best, draw from my experiences, inspire others, but in a way that suits me,\u201d says Thomas. \u201cI\u2019m not a stand on top of a desk and beat my chest person, I try to inspire through relationships, caring about people, good strategy, but actually allowing other people to feel empowered to do it. So for me it\u2019s been learning about myself, trust myself, but do it the way it feels right for me.\u201d<\/p>\n

For his part, Burgess initially noted down the qualities he liked and disliked in his leaders. \u201cI would just come back and check those quite often,\u201d he says. \u201cThe big one for me, in every organisation, was that I barely got feedback and that might be a conversation on the pitch or more formalised feedback and those things are really important because most of the staff are just craving some sort of information on how they\u2019re doing.\u201d<\/p>\n

Mentors and blind spots<\/strong><\/p>\n

Thomas found a mentor early in his career. \u201cI wanted someone to challenge me outside of the gymnastics space,\u201d he says. \u201cIt was a safe space where someone could really push me, get me asking the right questions, and give me feedback about how I was doing and how I was coming across.\u201d<\/p>\n

It\u2019s something that I always quite pleased on, my ability to make tough decisions, and someone held the mirror back at me and said \u2018you\u2019re great at making tough decisions, but do you have tough conversations before that?\u2019 That\u2019s something different. Making a tough decision and just doing it, that\u2019s one thing, but actually telling people beforehand or getting their views beforehand and having those tough conversations, that was a little bit of a blind spot for me and maybe I\u2019m shying away from the tough discussion but then going straight to the tough decision. That\u2019s something I\u2019ve learnt, that they go hand in hand, but they\u2019re two very different skills.<\/p>\n

The importance of mentors came out as a key theme in Slemen\u2019s dissertation for the Executive MBA he completed last summer. In interviewing ten of the UK\u2019s top performance leaders, he found all had leant on mentors throughout their careers, and most highlighted it as the most pressing factor in their success.<\/p>\n

Thomas advocates the same for his team. \u201cIt was something probably two years in that I pushed really hard with my senior team; \u2018get yourself a mentor, get someone who can support you outside of the work environment\u2019. It\u2019s been a massive success for gymnastics in terms of the growth I\u2019ve seen in my team and them enjoying more leadership responsibility. A lot of that has been in seeking feedback from other members of the team.\u201d<\/p>\n

Quarterly 360-feedback is now part of British Gymnastics\u2019 programme and Thomas relies upon it. \u201cThey might not even be involved in performance, it might be PR or marketing or finance, but tell me how I\u2019m doing, tell me how I\u2019m coming across, what grates on you that I do that I\u2019m not aware of, that I need to think about, where my blind spots are that I\u2019m just not aware of day to day; and it\u2019s that ability to reflect based on other people\u2019s feedback has been really important.\u201d<\/p>\n

Bettle agrees. \u201cI\u2019ve worked with a mentor and coach for some time now and I think that that process of self-reflection has been one of the most important things in my career, certainly transitioning into leadership, just general self-awareness, self-reflection and getting to know yourself better, getting to know what my defaults are and what my blind spots are has been really important coming into environments as we try to increase diversity within an organisation; and you just know that you\u2019ve got blind spots that you\u2019ve got no way of knowing how other people are really thinking unless you\u2019re really seeking it out.\u201d\u00a0 Having seen the importance of such guidance in the careers of many of the leaders they work with, Edwards has undertaken a Master\u2019s in Mentoring & Coaching, allowing EPP to offer this as an additional service to those with whom they work.<\/p>\n<\/p>\n <\/div>\n \n \n \n <\/div>\n

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