{"id":942,"date":"2020-02-10T00:00:00","date_gmt":"2020-02-10T00:00:00","guid":{"rendered":"https:\/\/leadersinsport.com\/performance-institute\/reports\/lessons-from-leaders-leaders-sport-performance-summit-charlotte-2020\/"},"modified":"2025-12-15T05:12:23","modified_gmt":"2025-12-15T05:12:23","slug":"lessons-from-leaders-leaders-sport-performance-summit-charlotte-2020","status":"publish","type":"article","link":"https:\/\/leadersinsport.com\/performance-institute\/articles\/lessons-from-leaders-leaders-sport-performance-summit-charlotte-2020\/","title":{"rendered":"Lessons from Leaders: Leaders Sport Performance Summit, Charlotte 2020"},"content":{"rendered":"\n\n
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\n Feb 10, 2020 <\/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

Lessons from Leaders: Leaders Sport Performance Summit, Charlotte 2020<\/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 Coaching & Development<\/a>, Human Performance<\/a>, Leadership & Culture<\/a> <\/div>\n
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https:\/\/leadersinsport.com\/performance-institute\/articles\/lessons-from-leaders-leaders-sport-performance-summit-charlotte-2020\/<\/div>\n <\/div>\n <\/div>\n <\/section>\n\n\n
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Check out all the key takeaways from the first Leaders Sport Performance Summit of 2020.<\/p>\n \n \n \n

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Session 1<\/u><\/strong><\/p>\n

Starting from Scratch: Leading and Building in Queen City | Tom Glick, Carolina Panthers (Moderator: Steve Gera, Gains Group)<\/strong><\/p>\n

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  1. Culture from the top: <\/strong>Old school coaching and innovation thinking – that reflects our culture. Proud of tradition but willing to take chances, make mistakes. That\u2019s how you learn. That\u2019s reflective of our owner, and now of our coach. \u2018Every detail is important\u2019.<\/li>\n
  2. Aligning a culture: <\/strong>Communication is key to spreading that culture across the whole conversation – from coaching to the finance department. If they understand what the end goal is, then the alignment is there.<\/li>\n
  3. What is a Carolina Panther: <\/strong>We\u2019re building right now, we\u2019re a young organization. But what we want is people to try new things. The most important thing is that we\u2019re a learning organization.<\/li>\n
  4. Getting the right fit: <\/strong>The recruitment piece is something that you can\u2019t underestimate. Getting people in the building – from the Head Coach to the Head of Marketing – who are bought in, is so integral to the long-term vision.<\/li>\n
  5. Doing it the right way: <\/strong>We want to win by doing things correctly, and our way. Finding talent that nobody else can. Being value led in all our decision making.<\/li>\n<\/ol>\n

    Session 2<\/u><\/strong><\/p>\n

    The Power of People: Using Diversity as a Competitive Advantage | Joni Davis, Duke Energy (Moderator: Chang Hyun Ko, SAIC)<\/strong><\/p>\n

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    1. Why diversity? <\/strong>Take time to walk through that whole life cycle to understand what the need was for diversity within an organization, and why. It means we can have a focus on inclusion. Making sure that every employee feels respected, and invested in.<\/li>\n
    2. Commitment from the top:<\/strong> \u2018When we started this department and I started this role, I needed to make sure that there was buy in from the leadership. The commitment needed to be there, or we\u2019d be on the back foot from the start\u2019.<\/li>\n
    3. Observe first: <\/strong>Taking a step back to understand what diversity meant to everyone in the organization. And it can be daunting. But you have to start the conversation.<\/li>\n
    4. No quick fix: <\/strong>Again, the reason behind it is so important. How are we maximizing performance from a diversity perspective?<\/li>\n
    5. Be proactive, not reactive: <\/strong>Make sure to think ahead with recruitment and spreading the message about how and why diversity is so important to the organization, and the culture.<\/li>\n<\/ol>\n

      Session 3<\/u><\/strong><\/p>\n

      Keep Pounding: Putting Wellbeing at the Forefront of Your Organizational Culture | Tish Guerin, Carolina Panthers<\/strong><\/p>\n

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      1. Performance anxiety: <\/strong>The first thing that leaves is your working memory – consequently you freeze up, become tense and start to make mistakes. To counter this, introduce positive self-talk.<\/li>\n
      2. Be available, and familiar: <\/strong>Make time to become familiar with your athletes. This makes it easier and more comfortable for them to check in. \u2018It helps me understand what the behavioral baseline is. I know what normal looks like, so then I can identify when something isn\u2019t normal\u2019.<\/li>\n
      3. The full picture: <\/strong>\u201cThe only way you become fully invested and focused on this game is if your outside things and responsibilities are in a happy place\u201d Russell Shepard, NY Giants.<\/li>\n
      4. Trust and support: <\/strong>What does a culture of trust look like when promoting mental health awareness? Collaboration between departments. It\u2019s integral that there is confidentiality.<\/li>\n
      5. Be agile, not fragile: <\/strong>It\u2019s imperative to avoid \u2018mental fragility\u2019, which will in turn create and build \u2018mental agility\u2019. Encourage athletes to do so. Train and support the whole person, not just the athlete that they are on the field.<\/li>\n<\/ol>\n

        Session 4<\/u><\/strong><\/p>\n

        Cats and the Ulstermen: High Performance Environments in European Rugby and Australian Rules Football | Chris Scott, Geelong Cats; Dan McFarland, Ulster Rugby (Moderator: Steve Gera, Gains Group)<\/strong><\/p>\n

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        1. Lose well:<\/strong> Even if you\u2019re not a good loser (which coach is?) the real trick is not letting the emotions get the better of you, especially in front of the players.<\/li>\n
        2. Context is key: <\/strong>As a coach, you have to understand in which context every decision is made, and as the leader you need to assess that before acting upon it. “It\u2019s not the athletes that are any different. It\u2019s the context.”<\/li>\n
        3. Cohesive nature: <\/strong>The ideal situation is that the players agree with the coach\u2019s philosophy and it works seamlessly, but be careful to ensure the senior leadership within the players is aligned and bought in.<\/li>\n
        4. Balance of power: <\/strong>Do we put too much responsibility on players to work out what is good, and what is not? Players can come off the field after a loss and be at a loss, so as a leader and coach you need to know when to empower them.<\/li>\n<\/ol>\n

          Session 5<\/u><\/strong><\/p>\n

          Sine Pari: Selecting and Training Elite Performers in the Special Operations Command | Major General Dan Caine, Secretary of Defense <\/strong><\/p>\n

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          1. The Approach: <\/strong>Fight. Recruit. Assess. Select. Train. \u201cIt\u2019s not about who\u2019s right, it\u2019s about what\u2019s right\u201d.<\/li>\n
          2. Development mindset: <\/strong>“Everyone makes mistakes. The important part is whether or not they can own those mistakes and show self-awareness to look critically at themselves.”<\/li>\n
          3. High standards: <\/strong>What are we seeking? Humble, credible, approachable, durable, sustainable, collegial, IQ & EQ (having the ability to adapt your leadership style and be able to act accordingly), confident, selfless. A unicorn\u2026<\/li>\n
          4. Durability: <\/strong>We set scenarios to push the operator up until the point of complete failure to see how they deal with it.<\/li>\n
          5. Reaction time: <\/strong>Officers are given a leadership evaluation. How do they react when they have to deal with a dilemma, how do they analyze risk? Look for indications of desire. In the military context, it\u2019s the desire to serve.<\/li>\n<\/ol>\n

            Session 6<\/u><\/strong><\/p>\n

            Integrated High Performance: Enhancing Interdisciplinary Working & Collaboration Within Your Teams | Adam Beard, Chicago Cubs (Moderator: Angus Mugford, Toronto Blue Jays)<\/strong><\/p>\n

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            1. Survival of the fittest: <\/strong>The \u2018survival mode\u2019 of players is something that needs focus. Almost a game a day over the course of just under 200 days is a crazy demand. But it\u2019s about adopting it and thriving in it.<\/li>\n
            2. Where to start? <\/strong>Innovation in its earliest form is an intriguing approach and first step. It rests a lot on the foundation. Stripping back the \u2018sexy\u2019 metrics and assess what is important to focus on.<\/li>\n
            3. Best practice: <\/strong>A lot of practitioners \u2018just do\u2019. So, what is best practice? There should be evidence and assessment that is more in depth. Otherwise there is a one size fits all approach.<\/li>\n
            4. Meeting standards: <\/strong>Conduct high performance meetings. Give people an agenda and focus. As good as fist bumps and handshakes are, staff really want to know deep down how they are going to be assessed and what success looks like.<\/li>\n
            5. Trust the process: <\/strong>“Process and people are at the core of interdisciplinary work. A strong culture of collaboration will have these views front and center.”<\/li>\n<\/ol>\n
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