INSIGHTS FROM THE LEADING FIGURES IN SPORTS PERFORMANCE & BEYONDwww.leadersinperformance.com

01AUTUMN 2013

MASTERCLASSRyan Giggs on achieving and maintaining excellence

2 01 AUTUMN 2013 | 01PERFORMANCE EDITORIALOCTOBER 2013

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InsideColumns32The Future of SportDave Hancock, New York Knicks

25It’s All in the MindJohn Sullivan

42If it Ain’t Broke, Fix itRasmus Ankersen

44Changing the GameBen Alamar

Around the World04Leaders in Performance USA

067 Emerging Talents in the Performance Industry

12The Reading ListBob Bowman

30About the P8

405 Minutes WithLuke Bodensteiner, USSA

46DatabankPremier League Goals

Cover Story14Masterclass Ryan Giggs, Achieving & Maintaining Excellence

Insights20Failing to Plan is Planning to FailPre-Season

36Innovation in Player InjuryRegenerative Medicine

48Player’s PerspectiveJerry Stackhouse of the Brooklyn Nets

Features08It’s Not Rocket Science High Performance at NASA

22Excellence as Standard The US Olympic Committee

26Unlocking the PotentialTalking Talentwith UK Sport

34Mastering the SituationEnhancing Performance in High Stress Situations

It is designed to give an ever-growing industry a regular source of inspiration and a chance to challenge conventional thinking. It delves deep into the best practitioners in sport and takes inspiration from high-performing organisations outside, including the military, business, performing arts, healthcare, science and entertainment. It will try to tell some of those stories with the same commitment to quality that characterises the conferences and Leaders in Performance brand.

-R�XLMW��XLI�½VWX�MWWYI�SJ�4IVJSVQERGI�QEKE^MRI��for our cover story we’ve aimed high. Top-level performance over a sustained time period is what every sportsman and coach is striving for and in Ryan Giggs, we’ve got a great example of how to make that happen. Elsewhere, we have an eclectic mix of subjects and subject matter. Chelsea Warr, Deputy Director of Performance at UK Sport, tells YW�EFSYX�XEPIRX�MHIRXM½GEXMSR�ERH�%HEQ�7XIPX^RIV��the NASA scientist who put the Rover on Mars, talks team-building. We look at the mind, the body and the environment – in short, everything that goes into creating a high performance environment. We hope you gain insight, learning ERH�MRWTMVEXMSR�JVSQ�XLI�½VWX�MWWYI�SJ�4IVJSVQERGI�and, in the spirit of the community, share any learning with your peers all over the world.

James WorrallCEO

Leaders

03 AUTUMN 2013 | 0102PERFORMANCE

he sports performance community are a curious bunch. They travel to all corners of the world to understand best practice. They study

performance in other walks of life and test theories and ideas on the training ground day in, day out. Arie de Geus was right when he said the ability to learn faster than the opposition was the only sustainable advantage. Sport is living proof of that theory.

At Leaders in Performance we have seen this ½VWX�LERH�EW�XLI�GSRJIVIRGI�LEW�KVS[R�JVSQ�E�gathering of around 150 UK professionals with an interest in data to a global multi-disciplinary community of experts from over 40 sports. With international conferences in New York and London, unique master-classes and P8 forums, articles and case studies sent to 20,000 professionals as well as an annual Sports Performance Awards, the quest for knowledge continues.

As we talk to professionals all over the world, we continue to uncover fascinating people, creative ideas, new strategies and revolutionary technologies. Many of these insights have remained hidden until now and it’s the reason we have decided to PEYRGL�XLI�½VWX�IZIV�±4IVJSVQERGI²�QEKE^MRI�

Brought to you byPUBLISHERLeaders in Performance

PUBLISHING DIRECTORMartin Bjerg

EDITOR-IN-CHIEF Stephen Dobson

EDITORSMatthew ThackerEd Davis

ART DIRECTORJames Henderson

WRITERSProfessor Chris BradyDave HancockMounir Zok

EDITORIAL CONSULTANTJim Souter

PERFORMANCE CONSULTANTSMike FordeDamien Comolli

PHOTOGRAPHIC AGENCYAction Images

WELCOME

WELCOME

Why Performance?Every aspiring or professional athlete, player or team, whatever the sport, wherever it’s played, is constantly striving to improve their performance. And the complex inter-relationship between talent, human endeavour, technology, technique and innovation so fundamental to success means the journey of continuous improvement is never-ending.

T

04 05 AUTUMN 2013 | 01

Leaders in Performance USALeaders in Performance went travelling in June with a sell-out international conference hosted at Bloomberg’s state of the art conference facility in the heart of New York. 350 elite coaches, managers, performance directors and senior executives in sports performance from over 30 sports and 25 countries attended, with the gathering hailed as an unprecedented success by speakers and delegates alike.

PERFORMANCE

Daniel CoyleAuthor of The Talent Code

John Mara and Jerry ReeseOwner and GM of New York Giants

Shad KhanOwner of Jacksonville Jaguars

Andy WalsheRed Bull

David MoyesManager ofManchester United

General John Wissler US Marines

Peter GrauerChairman of Bloomberg

Amar’e Stoudemire Jerry StackhouseNBA Players

07 AUTUMN 2013 | 0106

7 EMERGING TALENTS IN THE PERFORMANCE INDUSTRY The Nick Broad Award for Emerging Talent - part of the Sports Performance Awards On 17th January 2013, Nick Broad, a highly respected and talented professional in the sports performance world, tragically died in a car accident in Paris. At the time he was working alongside Manager Carlo Ancelotti at Paris St Germain football club having built his career with Premier League teams Blackburn Rovers, Birmingham City and Chelsea.

Nick was an incredibly popular member of the sports performance community and was known for giving ]SYRK�TISTPI�XLIMV�½VWX�[SVO�I\TIVMIRGI�MR�WTSVX���Many have gone on to build their own career in elite performance thanks to Nick. And with the support of his wife, Paula, and family, we are dedicating an Award at the Sports Performance Awards taking place on 9 October at Chelsea FC in memory of Nick.

8LI�±2MGO�&VSEH�%[EVH�JSV�)QIVKMRK�8EPIRX²�[MPP�recognise the next generation of performance leaders (under 35 years old) and celebrate outstanding contribution to the performance of a team or athlete. Since the nomination process began, Leaders have received an overwhelming response from General Managers, Performance Directors and Head Coaches from all over the world, over 75 in total, keen to nominate a member of their staff for the Award. After careful examination, the Sports Performance Awards judges have shortlisted 7 outstanding candidates:

01 | DAN LIBURDAssistant Strength Coach and Team Nutrionist, Bu!alo Bills

Nominated by Eric Ciano, Head of Strength and Conditioning, Bu!alo BillsNominated for Creatively reaching and connecting with the players on matters of nutrition, and a!ecting the entire organisation beyond the player personnel

Dan has completely changed the views on nutrition and wellness of the entire Buffalo Bills organisation. He works endless hours educating players on proper nutrition and the effects it can have on

SPORTS PERFORMANCE AWARDSPERFORMANCE

performance as well as player safety from injury. He is highly creative in the methods he employs to reach players, using grocery store tours, PowerPoint presentations, dining hall table displays, locker room board displays, and an extensive nutrition manual individualised for each player’s needs.

±*VSQ�XIEQ�I\IGYXMZIW��XS�4VS�&S[P�VYRRMRK�FEGOW��XS�MRXIVRW�ERH�SJ½GI�EWWMWXERXW��(ER�LEW�designed customised work-outs and nutrition programmes for our employees and improved SYV�SZIVEPP�SJ½GI�GYPXYVI�JSV�XLI�FIXXIV�²�(SYK�Whaley, General Manager, Buffalo Bills

02 | MIKE PATTONTrack Cycling Physiologist, Cycling Canada Nominated by Andrea Wooles, Sport Science and Medicine Manager, Cycling Canada Nominated for Contribution to Bronze medal at London 2012

The team were considered a long shot by the Canadian OC in the two years running up to the Olympics, but with Mike’s support they went from FIMRK�GSRWMWXIRXP]�½JXL�SV�WM\XL��XS�[MRRMRK�QIHEPW�EX�;SVPH�'YTW��;SVPH�'LEQTMSRWLMTW��ERH�½REPP]�at the Olympics. Mike’s contributions included WMQTPI��FYX�WYVTVMWMRKP]�HMJ½GYPX�XS�HIPMZIV��TVSNIGXW�including on-going tracking of training loads and ½XRIWW�TVSKVIWWMSR��GPSWI�MRZSPZIQIRX�[MXL�E�RYQFIV�of interventions, and world-leading work on pacing modelling and prediction. He is now contributing to the development of the next generation of physiologists as a colleague and a mentor.

±,I�MW�E�VEVI�½RH��ERH�[I�EVI�MRGVIHMFP]�PYGO]�XS�LEZI�JSYRH�LMQ�²��%RHVIE�;SSPIW��7TSVX�Science and Medicine Manager, Cycling Canada

03 | PAUL STANNARDCoach, GB Rowing Team Nominated by Sir David Tanner, Performance Director, GB Rowing TeamNominated for An outstanding contribution to the performance of UK Women’s Pair, Helen Glover and Heather Stanning

Neither Glover nor Stanning were rowers before 4EYP�±JSYRH�XLIQ²��,I�XEYKLX�XLIQ�XLI�FEWMG�XIGLRMGEP�RIIHW�SJ�XLI�WTSVX��KEZI�XLIQ�GSR½HIRGI�and built their mental strength so they could tackle the high training load required in a demanding endurance sport. Their progress was such that they [SR�8IEQ�+& W�½VWX�3P]QTMG�+SPH�1IHEP�MR�0SRHSR�ERH�XLI�½VWX�3P]QTMG�+SPH�QIHEP�MR�+&�;SQIR W�

Rowing. Paul’s contribution during the ‘Start’ Programme to this achievement was fundamental and his work with them gave them the basis and inspiration from which they won Olympic Gold.

±4EYP�LEW�VIGIRXP]�FIIR�TVSQSXIH�XS�,MKL�Performance Coach in the GB Rowing Team’s Olympic Programme, a richly deserved appointment JSV�ER�I\GITXMSREP�GSEGL�²�7MV�(EZMH�8ERRIV��Performance Director, GB Rowing Team

04 | STEPHAN DU TOITStrength and Conditioning Trainer, DHL Western Province and Stormers RugbyNominated by Rassie Erasmus, General Manager, High Performance Teams, South Africa RugbyNominated for Applying match statistics to rugby conditioning, and the development of youth players at Western Province and Stormers Rugby

Since 2006 Stephan has been analysing various statistics across rugby competitions and one of his aims is to marry the use of statistics and conditioning in rugby. He has contributed to the teams’ success by identifying patterns and using insights to improve physical preparation and he has been instrumental in creating the testing and programme prescriptions of Western Province’s U15 and U17 Elite squads. This has seen huge success, measured by the number of players that progress to the Western Province senior team.

±7XITLER�[SYPH�EP[E]W�KS�XLI�I\XVE�QMPI�JSV�ER]�EXLPIXI�RS�QEXXIV�[LEX�LMW�TVS½PI�SV�WXEXYW�MW�²�6EWWMI�)VEWQYW��+IRIVEP�1EREKIV��,MKL�Performance Teams, South Africa Rugby

05 | ALICIA KENDIGSport Dietician, United States Olympic Committee Nominated by Alan Ashley, Chief of Sports Performance US Olympic CommitteeNominated for Educating and supporting US athletes with nutritional services

Alicia provides nutritional services to strength and power athletes, winter sport teams and endurance groups in the US. She also plays a key role in educating athletes on the appropriate use of dietary WYTTPIQIRXW��HIZIPSTW�EXLPIXI�WTIGM½G�XVEZIP�ERH�recovery nutrition plans, and oversees activity and testing in the athlete performance lab at the U.S. Olympic Training Centre. Team USA’s success in 2012-13 illustrates Kendig’s ability to help athletes achieve performance goals and her innovation and expertise led to the implementation of recovery

nutrition stations at national championship events for ½KYVI�WOEXMRK�ERH�STIR�[EXIV�W[MQQMRK�MR�������

±(VMZIR�F]�LIV�GSQQMXQIRX�XS�XLI�973' W�GYPXYVI�of service, stability and success, Kendig is quickly IQIVKMRK�EW�E�PIEHIV�MR�KPSFEP�WTSVX�HMIXIXMGW�²�%PER�Ashley, Chief of Sports Performance, US Olympic Committee

06 | SEBASTIEN BOURDINHead of Strength and Conditioning, ASM Clermont Auvergne Rugby Nominated by Neil McIlroy, Manager Sportif/Team Manager, ASM Clermont Auvergne Rugby and Vern Cotter, Head Coach, ASM Clermont Auvergne RugbyNominated for Driving sports science initiatives to improve team performance

Sebastien has brought new techniques and practices from throughout the world to help the team keep a step ahead of other French sides physically over his nine years at the club. He carefully balances his schedule between practical time spent with the playing staff and research and has been the driving force behind a lot of sports science initiatives such as cryotherapy, hypoxic pre-season training, GPS use as well as CPK testing. With his no-nonsense approach, rigour and work ethic, Seb is one of the driving forces behind the creation of the ‘Clermont Culture’ where core values are driven home daily by the staff.

07 | RUSSELL MARKHigh Performance Consultant, USA Swimming Nominated by Frank Busch, National Team Director, USA Swimming Nominated for Assisting with the technical advancement of national team athletes and coach-athlete preparation

Russell has worked at USA Swimming for over a decade as a high performance consultant, constantly communicating with elite athletes and coaches in sharing the most cutting-edge information in the sport. He has been part of the staff for three Olympics and multiple World Championships and is considered to be one of the best stroke analysts in the world, playing a critical role in assisting with the technical advancement of national team athletes. He has had a direct impact on the success of many of the top swimmers in the US, including 6]ER�0SGLXI��)PM^EFIXL�&IMWIP�ERH�'SRSV�([]IV�

±,I�MW�GSRWMWXIRXP]�VIGSKRMWIH�F]�XLI�W[MQQMRK�community for his contributions to Team 97% W�MRXIVREXMSREP�WYGGIWW�²�*VERO�&YWGL��National Team Director, USA Swimming

08

NASA engineer Adam Steltzner tells Chris Brady about building a team for a space mission and why you don’t need to be good at everything…

It’s Not Rocket Science…

PERFORMANCE

n 1947 Norbert Wiener, one of the 20th century’s greatest mathematicians, published a book called Cybernetics: or Control and

Communication in the Animal and the Machine. It was Wiener who coined the term cybernetics, based on the Greek kubernetes (the pilot or LIPQWQER�SJ�E�WLMT �SV��QSVI�WTIGM½GEPP]��XLI�VIPEXIH�term kubernetike (the art of the steersman).

In the introduction to his book, Wiener describes how, through a series of regular meetings, ideas were formed and tested by experts from a variety of disciplines operating without intellectual FSYRHEVMIW��,I�WE]W��±;I�GSRHYGXIH�E�QSRXLP]�series of discussion meetings… The participants were mostly young scientists at the Harvard Medical School, and we would gather for dinner about a round table in Vanderbilt Hall. The conversation was lively and unrestrained. It was not a place where it was either encouraged or made possible for anyone to stand on his dignity. After the meal, somebody – either one of our group or an invited KYIWX�¯�[SYPH�VIEH�E�TETIV�SR�WSQI�WGMIRXM½G�topic… The speaker had to run the gauntlet of acute criticism, good-natured but unsparing. It was E�TIVJIGX�GEXLEVWMW�JSV�LEPJ�FEOIH�MHIEW��MRWYJ½GMIRX�WIPJ�GVMXMGMWQ��I\EKKIVEXIH�WIPJ�GSR½HIRGI��ERH�pomposity. Those who could not stand the gaff did not return, but among the former habitués of these meetings there is more than one of us who feels that they were an important and permanent GSRXVMFYXMSR�XS�SYV�?MRXIPPIGXYEPA�YRJSPHMRK�²

Asked how he managed to lead a disparate group of NASA space engineers in a nine-year project to land a one-tonne rover, Curiosity, on the

surface of Mars using the Sky Crane, team leader %HEQ�7XIPX^RIV�VITPMIH�XLEX�LI�HMH�MX�F]�WIXXMRK�E�ZIV]�±FMK�XEFPI²��-R�E�HIWGVMTXMSR�VIQMRMWGIRX�SJ�;MIRIV��LI�WEMH��±-�MRZMXI�E�ZIV]�¾EX�SVKERMWEXMSREP�structure, not very hierarchical. I invite people to cross the boundaries of their intellectual and practical territories and delve into the boundaries of others. To get cross pollination of ideas and to KIX�IZIV]FSH]�FSYKLX�MRXS�XLI�XIEQ W�IJJSVX�²

That big table is made up of some 40 people, with a core strategic group of around 20. To put this into perspective, somewhere in the region of 7,000 people worked on the Curiosity mission in one capacity or another. They are made up of systems experts and domain experts. The former provide a systemic understanding of the inter-relationship between the parts of the system while the latter tend to focus on their own particular element of XLI�TVSNIGX��-X�[EW�7XIPX^RIV W�NSF�XS�QEOI�WYVI�XLEX�XLI�XEWO�SJ�±XLVS[MRK�E�HEVX�EX�E�HEVXFSEVH�X[IRX]�XLSYWERH�JIIX�E[E]²�[EW�WYGGIWWJYPP]�GSQTPIXIH�

7XIPX^RIV�[EW�XLI�PIEHIV�SJ�XLI�±IRXV]��HIWGIRX�ERH�PERHMRK²�XIEQ�JSV�XLI�7O]�'VERI�IPIQIRX�of the Curiosity mission. The Sky Crane was his responsibility, his creation. The precise details of the mission and its successful completion are outlined in an excellent article in the New Yorker by Burkhard Bilger but in short, a rocket blasted off from Cape Canaveral on 26 November 2011 and delivered a mobile science lab onto Mars just under nine months later, 6 August 2012. As 7XIPX^RIV�WE]W��±3RGI�XLI�XLMRK�MW�SR�MXW�[E]�[I VI�all bystanders. What was going to happen was KSMRK�XS�LETTIR�²�FYX�FIJSVI�XLI�±WIZIR�QMRYXIW�SJ�

XIVVSV²�EW�XLI�XIEQ�XIVQIH�XLI�½REP�QSQIRXW�SJ�the mission, there were nine years of hard work JSV�XLI�XIEQ�PIEHIV��7XIPX^RIV �ERH�LMW�XIEQ�

The journey began with the selection of the team. ;LEX�GVMXIVME�HMH�7XIPX^RIV�IQTPS]�[LIR�TYPPMRK�E�XIEQ�XSKIXLIV#�;EW�MX�E�UYIWXMSR�SJ�½RHMRK�XLI�TIVJIGX�½X#�7XIPX^RIV�GEPPW�XLI�TVSGIWW�E�WSVX�SJ�±EYXS�SVKERMG�XIEQ�WXVYGXYVMRK²��,I�WE]W��±-�EGXYEPP]�think that there are very few industries, if any, that LEZI�XLI�PY\YV]�SJ�½RHMRK�XLI�I\EGX�VMKLX�WLETIH�peg for the exact right shaped hole. The trick is that MJ�]SY�½RH�E�KY]�[LS�]SY�ORS[�GER�EHH�ZEPYI�XS�XLI�XIEQ�XLIR�½RH�XLEX�KY]��SV�GVIEXI�JSV�XLEX�KY]��E�TIRXEKSREP�WLETIH�VSPI�XS�½PP��-X W�EFSYX�KIXXMRK�KSSH�TISTPI�[MXL�XLI�VIUYMWMXI�WOMPPW�MRXS�XLI�XIEQ�²

So, are there any deal breakers in selecting XIEQ�QIQFIVW#�7XIPX^RIV�WE]W��±8LIVI�EVI�WSQI�middle deal breakers such as if you’re not at all interested in working in a team. However, the only real deal breaker, the one that literally gets you ejected from the team, is that if your own work is put ahead of the team’s goals. Usually that is someone who is so insecure that they feel that they only have power if they withhold information from the rest of the group about the XLMRK�XLEX�XLI] VI�HSMRK��8LEX W�YREGGITXEFPI�±��

%RH�LEZMRK�WIPIGXIH�LMW�XIEQ��LS[�HSIW�7XIPX^RIV�PIEH�ERH�QEREKI�XLIQ#�±1]�KY]W�[SYPH�WE]�XLEX�-�

IQEREKI�TSSVP]�FYX�XLEX�-�PIEH�ZIV]�[IPP²��,MW�WX]PI��he says, is to delegate the more managerial aspects of the job to others who are more suited to the XEWOW��±-�LEZI�TISTPI�[SVOMRK�[MXL�QI�[LS�EVI�better planners, better at making sure that we’re executing on each of the details of the overall plan. I focus my attention on being intermittently connected with the essence of what we’re doing; looking for central problems in what we’re doing. I see myself as the free safety of the team [the free safety role in American football is analogous to the ±PMFIVS²�MR�JSSXFEPP��8LIMV�NSF�MW�XS�WIRWI�HERKIV�ERH�TYX�XLI�½VIW�SYX�FIJSVI�XLI]�HIZIPST�MRXS�major issues]. I am constantly looking for trouble, XV]MRK�XS�½RH�MX�FIJSVI�MX�FIGSQIW�VIEP�XVSYFPI�²

7S�[LEX�MW�OI]�XS�JYP½PPMRK�XLMW�VSPI#�7XIPX^RIV�EVKYIW��±-�RIIH�XS�LEZI�XLI�XIGLRMGEP�KVEWT�SJ�[LEX�[I VI�doing that is close to that of each of the domain experts. I need this grasp because technical problems don’t typically form at the heart of a domain; they form at the boundaries between domains. This is yet another reason why that big table culture of being in each other’s shorts is so important because it’s when we’re looking outside of our individual domain silos that we can begin to recognise issues, risks and TVSFPIQW�XLEX�EVI�LETTIRMRK�EX�XLI�WMPS�FSYRHEVMIW²��%RH�MR�XLMW�MRWXERGI��7XIPX^RIV�WE]W��LI�[SYPH�LSTI��±XLEX�Q]�KY]W�[SYPH�WE]�XLEX�-�PIEH�[MXL�E�XIGLRMGEP�mastery and human sensitivity, that I’m a good reader SJ�XIGLRMGEP�WMXYEXMSRW�ERH�LYQER�FIMRKW²�

Adam Steltzner

09 AUTUMN 2013 | 01FEATURE

10 11 AUTUMN 2013 | 01PERFORMANCE

He accepts that of the three functions necessary to survive and prosper in successful high performance teams – leading, managing and GSEGLMRK�¯�LI�MW�KSSH�EX�X[S��±-´Q�KSSH�EX�PIEHMRK�and coaching; I get others better at it than me to do the detailed managing. That’s not strange because I think that good tactical managers EVI�RSX�YWYEPP]�KVIEX�EX�PIEHMRK�TISTPI²�

Even before the team is pulled together, the idea of the mission has to be accepted by the organisation. As with many major project industries, there is what amounts to a bidding war to have your project approved, funded and resourced. The way in which relatively small projects, and even those XLEX�EVI�VIJIVVIH�XS�EW�XLI�FMK�¾EKWLMT�QMWWMSRW��EVI�²KVIIR�PMKLXIH²�MW�ZIV]�WMQMPEV�XS�XLI�QSHYW�STIVERHM�SJ�XLI�½PQ�MRHYWXV]�ERH��MRHIIH��QER]�SXLIV�industries which have embraced what is referred XS�EW�±,SPP][SSHMWEXMSR²��-X�MW�EPWS�XVYI�SJ�XLI�way in which teams are brought together. When a GSQTER]�MW�MR�XLI�TPERRMRK�WXEKI�SJ�E�½PQ�MX�QE]�LEZI�as few as three people working on the idea. Once XLI�½PQ�MW�KMZIR�XLI�FYHKIXEV]�KVIIR�PMKLX�F]�XLI�studio head, then that team will expand to include the necessary expertise for the next stage until shooting starts and there may be 100-200 people working on a very tight 50 to 70-day schedule. No longer are Apocalypse Now or Heaven’s Gate type overruns acceptable. It was nearly three years before XLI�'YVMSWMX]�TVSNIGX�VIEGLIH�E�WYJ½GMIRX�GVMXMGEP�QEWW�XS�IREFPI�XLI�½REP�XIEQ�XS�FI�EWWIQFPIH�

%W�[MXL�½PQ�QEOIVW��7XIPX^RIV�LEW�ER�±%²�XIEQ�of colleagues who he has worked with previously and whom he trusts, including Miguel San Martin, [LS�7XIPX^RIV�WIIW�EW�LMW�±TEVXRIV�MR�GVMQI²�ERH�whom he sees as integral to any team he creates. In fact, many of the people who had worked on previous Mars missions eventually found their way onto the Curiosity team but it seems the case that in talent-dependent industries, there is a common theme of bringing teams of trusted colleagues along with the arrival of the leader. As we know, managers arrive at football clubs and an entire senior team often arrives with them.

%PWS��EW�[MXL�XLI�½PQ�MRHYWXV]��SRGI�E�WTEGI�TVSNIGX�is over, the team disperses and the team leaders begin the search for the next challenge. In fact, 7XIPX^RIV�LEW�EPVIEH]�WXEVXIH�LMW�RI\X�TVSNIGX��,I�is now committed to leading a mission to Mars in 2020. The task is to gather samples, seal them in containers to be delivered back to Earth. At

the moment this may only be a two-man team but it’s no surprise that the other guy is San 1EVXMR��XLI�½VWX�REQI�SR�7XIPX^RIV W�XIEQWLIIX�There is also the same competitive bidding process in the space world as in other talent industries. 7XIPX^RIV�EGGITXW�XLEX��EW�E�GSRWIUYIRGI��XLI�ability to sell is an essential element of the skillset necessary for him to do his job well. He reluctantly accepts that he has to do it, and be good at it. He WE]W��±-�[SYPH�MRXIVGLERKI�XLI�[SVH�³WIPP´�[MXL�XLI�TLVEWI©�?LMW�ZSMGI�XEMPW�SJJ��EW�LI�XVMIW�XS�½RH�XLI�right words] ‘communicate the value’. When I was EX�LMKL�WGLSSP�-�XSSO�Q]�½VWX�TIVWSREPMX]�XIWX�ERH�MX�said that I would be a good inventor, promoter and WEPIWQER©�ERH�-�LEXIH�XLI�WEPIWQER�TEVX�SJ�MX�²�

So, while technical knowledge on a generic level is essential, it is the people skills – including selling ¯�XLEX�QEVO�SYX�XLI�FIWX�PIEHIVW��*SV�7XIPX^RIV�MX�is the more ephemeral elements of the job that GEVV]�XLI�VIEP�WMKRM½GERGI��*SV�I\EQTPI��EWOIH�MJ�he would have the same drive and passion if his job comprised designing waste-disposal facilities, LI�EHQMXW�LI�TVSFEFP]�[SYPHR´X��±-�RIIH�E�PMXXPI�FMX�SJ�³WI\]´�MR�[LEXIZIV�-�HS²���0MOI�EPP�SJ�XLI�QSWX�

TEWWMSREXI�PIEHIVW��7XIPX^RIV�XLVMZIW�SR�XLMW�³WI\]´�ERH�LI�EPWS�RIIHW�LMW�±FMK�XEFPI²�ETTVSEGL��,S[IZIV��it’s the actual mission that’s important and it’s no coincidence that these space projects are termed ±QMWWMSRW²��7XIPX^RIV�I\TPEMRW��±;LIR�[I�I\TPSVI��when we are operating at the edges of our capability, we are fundamentally wondering about who we are as humans. That process brings up the question SJ�LS[�KVERH�EVI�[I#�,S[�KVIEX�MW�SYV�VIEGL#²8LMW�IGLS�SJ�6SFIVX�&VS[RMRK W�±%RHVIE�HIP�7EVXS²�‘Ah, but a man’s reach should exceed his grasp,3V�[LEX W�E�LIEZIR�JSV#´�WYKKIWXW�XLEX�7XIPX^RIV�QE]�not know what’s out there, but he certainly knows how to reach for it.

FEATURE

If you "nd a guy who you know can add value to the team then "nd that guy, or create for that guy, a pentagonal shaped role to "ll.

12PERFORMANCE READING LIST )YVSTI W�PIEHMRK�½VQ�dedicated to executive search in Sport

Nolan Partners Ltd 1 Duchess Street, London, W1W 6AN Tel: +44 (0)20 3005 4404 www.nolanpartners.co.uk

The Road Less TravelledM. Scott Peck

Drawing heavily on his own professional expertise, psychiatrist Dr M. Scott Peck explains how acknowledging our problems enables us to reach a higher level of self-understanding. A must for getting athletes in the right frame of mind.

PeriodizationTheory and Methodology of TrainingTudor O. Bompa & G. Gregory Haff

The go-to resource for producing an outstanding long-term training programme.

Finding the Winning EdgeBill Walsh

Packaging up the knowledge of NFL coaching legend Bill Walsh into one handy volume, this book offers a brilliant top-down view of what the role of a head coach actually entails.

Success is a ChoiceTen Steps To Overachieving in Business And in LifeRick Pitino

Superstar life coach Ray Pitino’s best-selling volume looks to inspire its readers into becoming all they can be by setting demanding goals that force them to be positive at all times.

The Talent CodeGreatness Isn’t Born. It’s GrownDaniel Coyle

Award-winning journalist Daniel Coyle explores the presumptions surrounding inborn ability and comes up with some astounding conclusions. Utterly fascinating.

The Reading ListBOB BOWMAN The man who helped Michael Phelps become the most decorated Olympian of all time reveals his list of the books every aspiring coach should own.

14 15PERFORMANCE

n the same day Performance magazine sat down with Ryan Giggs, another interview – given by his former manager Sir Alex

Ferguson – was published in the Harvard Business Review (HBR). Comparing the two interviews, what is striking is the similarity of the language the two men use regarding the central facets of high performance; not surprising given that they spent more than 20 years working together. In particular, one word dominated – “winning”.

When asked what types of characters he believes are essential to successful teams, Giggs answered immediately – “winners”. How did he explain this common but elusive concept? He says: “Winners are people who will go to the edge to make sure that you win the game; and that includes in the week as well, in training. They would kick their teammates; they would do whatever it took. It would ruin their day if they lost a five-a-side game; it really means that much to them”.

It is this “winning” characteristic that high performers seem to value above all others but

has to be the most important one in the club.” Reliable or maverick, athletes must remain in peak physical condition to be able to perform on cue and the physical regime that has given Giggs’ career its longevity is now legendary, but how did it evolve? He says: “I remember the moment. We were playing Bayern Munich at Bayern. I must have been about 28/29 and the day before the game we were training at Bayern’s stadium and I was playing the next day; the Gaffer had told me I was playing and he said, `swap teams’ because one of their players was a bit of a dribbler so he wanted me to dribble against our guys. So, anyway, I got the ball and started to dribble and my hamstring just went. At that moment, I was feeling really good, I was flying, I was beating players easily. I remember that I went back to the dressing-room and I was gutted because I wanted to play – it was Bayern Munich versus United in the Champions League. I thought that I really needed to do something about this because I’d never had bad injuries, I’d never been out for more than six to seven weeks but my hamstring just kept recurring. So I talked to the physios, I

read up on anything I could find and from then on I changed my routine. I got a more comfortable car, not messing about changing cars every five minutes, changed my bed, changed my diet. I just tried to tick every box. I tried acupuncture, I used an osteopath which I still do to this day and I did yoga as well. I just tried to cover everything so that this wouldn’t happen again. You know, Champions League, injured, missing the game. I never did it to prolong my career; I just did it to play.”

Ultimately, great players need to play, they need to be great and they need the stage upon which to demonstrate their greatness to the world. Ferguson puts it perfectly when he says: “I expected more from the star players. I expected them to work even harder… That’s why they are star players – they are prepared to work harder. Superstars with egos are not the problem some people may think. They need to be winners, because that massages their egos, so they will do what it takes to win.” What drives them on is the need to meet ever-increasing challenges. Asked why he never played abroad, Giggs’ answer was simple:

next on Ryan Giggs’ list was dependability and reliability: “You need a group of seven or eight players who are going to be reliable week in and week out.”

Pushed to reveal what marks out the other three or four players Giggs was, perhaps surprisingly given his own reliability, not overly concerned. These players would include those who are considered to be game changers and who can, to a certain extent and for the benefit of the team, be accommodated. The solid citizens in the team will put up with their relative unreliability for the benefit of the collective, Giggs thought. In this respect he may be slightly at odds with Ferguson, who explained in his HBR interview: “There are occasions when you have to ask yourself whether certain players are affecting the dressing-room atmosphere, the performance of the team, and your control of the players and staff. If they are, you have to cut the cord. There is absolutely no other way. It doesn’t matter if the person is the best player in the world. The long-term view of the club is more important than any individual, and the manager

MasterclassThere is more than a generation of football

followers who have simply not known a time when Ryan Giggs has not been right at the top of his chosen profession. Chris

Brady asks Giggs about achieving and maintaining excellence.

O

AUTUMN 2013 | 01COVER STORY

Winners are people who will go to the edge to make sure that you win the game; and that includes in the week as well, in training.

16 17PERFORMANCE

“I’ve always wanted new challenges and I thought that every year at United there’s always been a new challenge. The time for me to go abroad was probably between 25 and 30 but I never got close to it, I just wanted to play for United. At that time I just felt the challenges at United couldn’t be beaten. I was 27 and we’d just won the treble so it never occurred to me. I’ve never thought that I missed a trick there.”

But what do great players believe are the crucial elements of a successful team? Which comes first, winning or team spirit? For Giggs it is the chemistry of the team under the guidance of a strong winning philosophy. United, he feels, had the winning mentality ingrained in them by Ferguson’s personal mentality and the traditions of the club for particular values such as trusting youth and taking risks to win. As Ferguson put in the HBR: “I am a gambler – a risk taker –and you can see that in how we played in the late stages of matches… I always take great pride in seeing younger players develop. …. When you give young people a chance, you not only create a longer life span for the team, you also create loyalty. They will always remember that you were the manager who gave them their first opportunity.”

This has been the United way from the glory and tragedy of the Busby Babes through Tommy Docherty’s young team that brought United back to the top division in the 1973/74 season, to the more recent glories under Ferguson.

But how has this been achieved over such a lengthy period? How does the acculturation of incoming players work at United? For Giggs it is about the way in which they are received and dealt with in the dressing room. He explains: “New players are coming into a good dressing-room, which makes transition easier. Also, training is probably more competitive than they’ve been used to [IN his HBR interview, Ferguson asserts that a key to the maintenance of standards was “never allowing a bad training session. What you see in training manifests itself on the game field. So every training session was about quality. We didn’t allow a lack of focus. It was about intensity, concentration, speed – a high level of performance.] Each individual is welcomed according to their own personality. A player can come in and have a compatible personality from the start. Ronaldo, for example, wasn’t at the standard he is today in the first couple of years but he was a likeable lad, he wanted to learn, he was a bit of a joker and he came into the dressing-room quite easily. Others, who are quieter, they can earn the respect of their new teammates by what they’re doing on the training

to welcome the pressure of the traditions of this massive club. Walking into the club and seeing the famous pictures – Charlton, Best, Law and Cantona – on the walls and saying to yourself: ‘That’s where I want to be in 15 years’ time’. That’s what it means to be a United player.”Ferguson sums it up: “The idea is that the younger players were developing and would meet the standards that the older ones had set.

He would be proud of Ryan Giggs who has, virtually from his debut in March 1991 as a 17-year-old, set the highest standards for his successors to follow.

ground and in games. Robin [van Persie] instantly became a success because he was scoring winners every week. That made him difficult not to like.”Both Giggs and Ferguson believe that building and maintaining mutual trust is a key element of high performance and as such has to be integral to the acculturation process. As Ferguson puts it: “I would remind the players that it is trust in one another, not letting their mates down, that helps build the character of a team.”

Similarly, Giggs cites trust between the players as an important component of team performance. Interestingly, previous research in this area seems to challenge this assertion. Taking NCAA basketball as his basis for trust and its relevance to performance within NCAA basketball teams, Kurt Dirks found that while trust is essential between the players and the coach and can even be an indicator of future performance, it does not appear to have any statistical significance between players.

However, are the same acculturation factors equally true of younger players, the lifeblood of United’s philosophy, as they come into the dressing room? Giggs has strong views on this. He was reluctant to say “in my day” but in a sense it was inevitable. “Sometimes, the problem with the occasional young player is that they expect, and get, rewards before they have really achieved anything. In my day I was told that rewards would come as a result of consistent performances over time. Don’t get me wrong, there are some great kids out there; I just don’t think there’s the hunger in young players in enough numbers as there was 20 years ago – I don’t just think that, I know it. Because they’re getting the money early on and they’re getting cosseted, the hunger goes quite quickly. To be a United player they’ve got to be strong mentally to be able to put up with some of the stuff in the dressing-room and on the pitch. You’ve got to be able to withstand getting kicked by Vidic, or Roy Keane or me and rising to it and being able to handle it. You’ve also got

www.leadersinperformance.com AUTUMN 2013 | 01

To be a United player they’ve got to be strong mentally to be able to put up with some of the stu! in the dressing-room and on the pitch.

COVER STORY

19 AUTUMN 2013 | 01

G

18PERFORMANCE MASTERCLASS

GIGGS The Coach

iggs is now formally employed as a player/coach by Manchester United and will surely become a manager one day. Having com-

pleted his UEFA `B’ Coaching Licence in his early thirties and his `A’ Licence more recently, he is now part way through his UEFA Pro-Licence. He dem-onstrates his professional dedication to performing as a player by his ability to almost completely sepa-rate the two activities. He tells an interesting story about coaching Antonio Valencia on a particular aspect of wing play and then deriving pleasure from seeing him performing the manoeuvre in a game. What was interesting about his explanation was the casual aside that he had seen the event just after he had been involved as a player in the same game: “I got subbed against Liverpool and was watching the game and saw Antonio do exactly what we’d worked on and I was really pleased.”

I asked Giggs if they’d discussed it after the game. “No”, he said. “We’d lost”.

Giggs explains his ability to separate his two roles thus: “The coaching is the hard part, the training

and playing is what I’ve always done, and it’s almost a relief to get back to just playing. I don’t believe that I overthink the game; I think I’m playing just as a player. You’ve got your tools in your bag, you’ve been in the same situation thousands of times and you pull those tools out automatically.”

This ability to be able to pull out relevant tools as a consequence of hours of practice is now a common theme of modern performance theory, the “ten thousand hours” made popular in Malcolm Gladwell’s book, Outliers, and the power of practice. Giggs could be the perfect poster boy for the repetitive practice theory. As an example, he says: “I wasn’t a good crosser, I didn’t need to be. I ran with the ball, I dribbled passed people. So, later in my career when maybe I needed other options I just had to get better at it and so I practised as often as I could. I practised from different positions on the pitch, on both flanks, ten yards into the opposition’s half, 20 yards, level with the penalty area, on the by-line (that’s where I was able to help Antonio). Practise, practise, practise.”

What about the age-old and surely now non-debate about penalties? Can they be practised? Of course they can – and should. Failure to score, according to Giggs is predominantly about indecision: “Penalties are mental, not technique. When I practised for the European Cup Final my mindset was that I’m going to put it in the same spot. If the keeper saves it, he saves it. I took 15 penalties and out of those 15 I scored 14 and hit the post with the other one. You’re not walking up to the spot thinking, should I put it left, should I put it right. Forget the keeper, its going where I practised. And don’t worry about missing in practice.”

Indecision can be caused, as Marc Sagal mentions elsewhere in this edition, by a failure to concentrate which in turn can be caused by overthinking the consequences. This is surely the explanation for the world footballer of the year, Roberto Baggio, and his compatriot, Franco Baresi, voted the second greatest AC Milan player of all time, both missing the target by a good two feet in the 1994 World Cup final shoot-out against Brazil. Indeed, Giggs tells how his teammate

Anderson, demonstrated a complete ignorance of the consequences when he too scored in the sudden death phase of the Champions’ League final against Chelsea: “In Moscow, Anderson came on with two minutes to go in extra time. He’d never scored for United, he’s got that carefree character and he scored. That’s probably because he didn’t think too much about it; he just struck it down the middle.”

Whether it is supreme confidence in their own ability or a lack of concern about the consequences, the ability to be able to perform perfect technique under the greatest pressure is a mark of all great champions, like Giggs.

RYAN Ryan Giggs made his debut for Manchester United in the 1990-91 season and is the most decorated player in English football history, as well holding the record for most competitive appearances for United. He has won 13 Premier Leagues, four FA Cups, three League Cups and two Champions Leagues. He is the only player to have played and scored in every season of the Premier League and holds the record for most Premier League assists. In 2011, he was named Manchester 9RMXIH W�KVIEXIWX�IZIV�TPE]IV�F]�9RMXIH W�SJ½GMEP�QEKE^MRI�ERH�[IFWMXI�

20 21 AUTUMN 2013 | 01

BE PREPARED! Casey Smith, head athletic trainer of NBA side the Dallas Mavericks, believes that pre-season can be the best time for athletes as a full assessment can be carried out without distractions.

One of the most common words used today to GLEVEGXIVMWI�XLI�SJJ�WIEWSR�VIKMQI�MW�±EWWIWWQIRX²��We are assaulted by this word at every turn, but the key is to use this relatively distraction-free period to full advantage and make sure the correct breadth of screening is included.

We commonly think of assessment in biomechanical and musculoskeletal terms, and while this clearly forms the basis of programming, we need to be mindful that this time is used to screen for additional variables as well.

Medical screening for blood markers, pulmonary function, allergy testing, ophthalmologic testing, nutrition counselling, and baseline medical imaging are often left to last minute pre-season

participation screenings. But these measurements could be carried out earlier, giving time to address issues without the pressures of the built-in schedule of the regular season.

Another critical use of time is for measurement of baseline indices. Anthropometric measurements, UYERXM½GEXMSR�SJ�WTIIH��EKMPMX]�ERH�TS[IV��ERH�UYERXMXEXMZI�GEVHMSZEWGYPEV�½XRIWW�EVI�EFWSPYXI�musts to assess fatigue, formulate recovery protocols, and rehabilitate correctly during the regular season component of the schedule.

1ER]�[MPP�VIEH�XLIWI�MXIQW�ERH�XLMRO��±3J�GSYVWI��XLEX W�[LEX�-�HS�²��=IX�LS[�QER]�XMQIW�does the start of the regular season creep up on us and we privately admit that we could have done more quantitative assessment? Holding ourselves accountable will help hasten our ability to formulate the correct return to play protocols when the inevitable bumps in the road appear during the season.

PRE-SEASONPERFORMANCE

Failing to Plan is Planning to FailPerformance explores the art and science of pre-season preparation from the men who matter in two very di!erent high performance environments – NBA team Dallas Mavericks and South Africa Rugby Union side, the Stormers…

READY, STEADY, GO Of the three main phases in the rugby calendar (off-season, pre-season, in-season), it is the pre-season that is probably the most challenging, says Stephan du Toit, strength and conditioning coach of the DHL Stormers.

In the pre-season phase Strength & Conditioning (S&C) are integrated with coaching sessions, although the balance tilts more towards coaching and further from S&C. Physical improvements from the off-season are put to XLI�XIWX�SR�XLI�TPE]MRK�½IPH�ERH�GSEGLIW�ERH�S&C trainers work hand-in-hand to ensure the SR�½IPH�GSEGLMRK�FIGSQIW�XLI�JSGYW��[LMPWX�WXMPP�improving the physical element of the players, culminating to an initial peak in performance HYVMRK�XLI�½VWX�QEXGL�SJ�XLI�WIEWSR�

The question that everyone wants an answer to in pre-season is does a player need to be rested or can he be exposed to more stress during training sessions. In this respect, technology has become key in rugby union, contributing to more frequent player testing and monitoring. Instead of having to create formal testing sessions, players can be assessed during training sessions with data made available immediately, leading to improved decision-making in terms of player readiness.

It is also important to ensure that the NPS (non-playing squad) is put under the same ±WXVIWW²�EW�XLSWI�TPE]MRK�XS�EPPS[�JSV�KEQI�readiness when they are called upon. The best conditioning is to play a match, but that comes with the risk of injury. If a practice match is not available, try to create a conditioning session that can match everything except the collision.

CASEYCasey Smith is Dallas Mavericks head athletic trainer, where his primary duties involve daily medical care, injury rehabilitation, physician liaison and travel arrangements. He was previously head strength and conditioning coach and assistant athletic trainer at the Phoenix Suns. He has served as athletic trainer for the USA Men’s Senior National Basketball Team since 2005, including the gold-medal-winning teams at the 2008 Beijing Olympics, 2010 FIBA Championships and 2012 London Olympics.

STEPHANStephan is Strength and Conditioning Coach for the Stormers Super 15 side and for Wester Province Rugby. He was previously high performance consultant at the Sports Science Institute of South Africa.

23 AUTUMN 2013 | 0122PERFORMANCE

“Breaking through barriers or at least overcoming them is something I’m used to doing as a hurdler,” jokes Benita Fitzgerald Mosley, the new Chief of Organisational Excellence for the United States Olympic Committee, but it’s clear that the athlete who claimed gold in the 100m hurdles at the 1984 Los Angeles Olympics couldn’t be more serious about her role.

As Chief of Sport Performance for USA Track & Field, she helped deliver her country’s highest medal count in 20 years at London 2012, and this year has seen her assume even greater responsibilities. She is, effectively, the COO of one of sport’s most iconic institutions, and here she explains toChris Brady exactly what that entails…

What has worried you and what has excited you about your new role?I haven’t been here long enough to get worried, but I suppose if it would be one thing it would be the athlete career programme. That’s near and dear to my heart because I know how difficult the transition from sport can be and at the moment I don’t have anyone to lead that programme, so I worry a little about getting that recruitment right. Maybe it’s not a worry but definitely my biggest and earliest challenge.

Excellence as Standard

What excites me? Strangely, I love strategic planning and not too many people do. We had our first offsite meeting with the senior team and Scott [the CEO] this week and I’ve been told that it was a success and – as I’ve said – that excites me. It was invigorating, insightful and full of great camaraderie.

Returning to your US track and field days, how did you achieve your record medal haul of 29 medals?We had a focused strategic high performance plan for 2012. The former CEO had already set a target of 30 medals before I arrived, so that was the monkey on my back coming in. However, the good news was that I knew that the athletes were capable of achieving the target. I just had to ensure that the environment surrounding them in the build-up and on the ground in London would enable their performances. So, that was where we focused. First we looked at sports science, medicine and technology. We knew that we had great knowledge in these fields but we also felt that that expertise did not always get to the people who needed it. So, we created a Sports Performance Workshop programme, a series of workshops located around the country to which athletes and coaches were invited to attend and discuss cutting-edge developments. We actually provided more than 800 hours of service to athletes in 2012 alone and we saw a measurable difference in performance enhancement between those who attended and those who did not. Those who attended improved performance around two and a half times more than those who did not.

Next, we created a four-tier system that enabled resources to flow to the most

BENITAChief of Organisational Excellence, United States Olympic Committee and former Olympic gold medal winning hurdler

Benita Fitzgerald Mosley

ENVIRONMENT

beneficial athletes and coaches. Over 85 per cent of medallists were from the tier system. We also focused on those events that provided low-hanging fruit, events where we had potential in the athletes but also as importantly where we had great coaches. And what appeared like a tiny detail ended up giving us a huge lift. We got those great coaches increased access through part-time validation to their athletes on the warm-up tracks. Believe it or not but that was not a given.

What’s next for USA Track & Field?I saw nine fourth places and realised how close we had been to overachieving, and the same in Moscow this summer. I don’t think it would be that difficult a leap to turn those fourths into medals if we were to analyse what was the difference between fourth place and the podium. That’s where I would have concentrated had I stayed in the job; that’s where we need to focus next.

If you look back in five years’ time at your tenure at the USOC, what would success look like?I would like everyone in the organisation, either on or off the field, to feel that they are genuinely connected to one another, the organisation and the programmes. For me, that would be even more gratifying than winning 30 medals at the Olympics. These people put their hearts and souls into their jobs so I would want them to know how much they are valued. As long as they can say that today is better than yesterday and tomorrow will be better than today then that will constitute success.

I just had to ensure that the environment surrounding them in the build-up and on the ground in London would enable their performances.

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25 AUTUMN 2013 | 01MENTAL

It’s All in The MindExperts John Sullivan and Amy Athey explore the critical factors to consider in properly integrating human performance technology and second-generation sports psychology.

JOHNDr. John P. Sullivan is a Clinical Sport Psychologist and Applied Sport Scientist for Providence College, the University of Rhode Island, and within the ranks of the NFL, NBA, WNBA, MLS, Olympics, and the elite performers of military.

AMYAthey is a Clinical and Sport Psychologistat Clinical and Sports Consulting Services.

2. Educate and empower athletesClinical sport psychologists help athletes to increase their ability to identify and master strategies to improve their own rest and recovery efforts. There are more stories out on the pitch than the score tells. Feedback loops are helpful ways for athletes to learn to master ideal performance states, as well as identify rest and recovery needs both between events, and even within a single event.

3. Identify and develop talent:Second-generation sport psychology moves beyond simply assessing personality factors. Although helpful at times, these are not precise enough to create accurate prediction factors. 7IGSRH�KIRIVEXMSR�WTSVX�TW]GLSPSK]�XEPIRX�MHIRXM½GEXMSR�MRZSPZIW�directly reading accurate descriptors from the central nervous system and the brain’s abilities, including effective decision-making and complex reaction time. Often, this information is less about selection and more about improving player development F]�MRGVIEWMRK�GSEGLMRK�IJ½GMIRG]�ERH�WLSVXIRMRK�PIEVRMRK�GYVZIW�

4. Wellness as a foundation to performanceClinical sport psychologists are trained to identify areas of reduced welfare that can lead to injury or decreased performance, in addition to strategically training the central nervous system. Treating the player as a whole helps to maximise readiness, performance and reduce the risk of injury, protecting the investment in the player at the same time.

1. Inform coachesClinical sports psychologists can assist coaches to understand where the athlete is in the developmental cycle. By integrating sport science data, they can advise coaches on the optimal points to intervene in a strategic and tactical fashion.

26 27

±-�[IRX�HS[R�XS�XLI�%YWXVEPMER�-RWXMXYXI�SJ�7TSVX�as a nine-year-old for what I would describe as E�REXMSREP�XEPIRX�MHIRXM½GEXMSR�WGVIIRMRK�HE]��=SY�walked in with hundreds of other kids and stood in front of a lady called Ju-Ping Tian – the ‘Dragon Lady’ – who was the National Head Coach of Australian Gymnastics at the time. If she pointed left, you went and played in the foam pit for four or ½ZI�LSYVW�ERH�LEH�PSXW�SJ�JYR��-J�WLI�TSMRXIH�VMKLX��you went into a room with all the top coaches for E�WIVMSYW�EWWIWWQIRX�SJ�]SYV�ETXMXYHI��-�[IRX�PIJX�²�So recalls Chelsea Warr on her introduction to the world of talent selection and development.

Despite that inauspicious beginning, Chelsea FIGEQI�E�REXMSREP�PIZIP�K]QREWX��±-�[EW�3/��-�[EWR´X�KVIEX��FYX�-�PMOIH�XLMW�MHIE�SJ�TIVJIGXMSR�²�WLI�says. After a degree in Sports Science and several post graduate degrees, her career started as an exercise physiologist at the Australian Institute of Sport in Canberra. She was then appointed to IWXEFPMWL�ERH�PIEH�XLI�½VWX�WXEXI�FEWIH��W]WXIQEXMG�XEPIRX�MHIRXM½GEXMSR�ERH�HIZIPSTQIRX�TVSKVEQQI�in Australia, resulting in 156 State and National Junior champions, 11 World Junior medallists ERH�JSYV�3P]QTMG�GLEQTMSRW�[MXLMR�½ZI�]IEVW��before being recruited by British Swimming and Diving to develop and implement its World Class Development strategy. She then moved to UK Sport in 2005, where she consulted on high performance programmes, becoming head of athlete development in 2009, and eventually

Deputy Director of Performance earlier this year. Essentially, the remit for Chelsea and her specialist technical team is to constructively challenge, yet actively support, all Olympic and Paralympic funded sports to embed world-leading performance TEXL[E]W�XLEX�W]WXIQMGEPP]�MHIRXMJ]��GSR½VQ�ERH�HIZIPST�JYXYVI�QIHEP�[MRRIVW��7LI�WE]W��±1]�OI]�responsibility is to enhance the chances of Team GB winning more medals at future games. One WYGL�[E]�[I�HS�XLMW�MW�F]�TVS½PMRK�ERH�UYERXMJ]MRK�the effectiveness of how all funded sports are locating and developing medal winners for 2020-2024. I challenge myself, and my team – how can we enhance, innovate and accelerate the levels of sophistication by which sports currently unearth and construct their eight-10 year development programmes? How can we inject pace and greater WGMIRXM½G�IZMHIRGI�MRXS�LS[�XLI]�EVI�STIVEXMRK#�And given the backdrop of more countries now taking a greater market share of not only medals, but gold medals, our work is about proactively responding to this challenge. The answer is not just throwing money at it. It’s all about high challenge, high support, high accountability and a willingness to work in partnerships with sports XS�QEOI�XLEX�MRZIWXQIRX�W[IEX�EX�XLI�JVSRXPMRI�²�

Currently that means investing in 714 development athletes (known as ‘podium potential’) across ���WTSVXW�[LS�[IVI�MHIRXM½IH�FEGO�MR������ERH�are already well into their journey for podium success in 2020.These athletes are supported by

UK Sport, the high performance agency in the UK, through its ‘World Class’ programme which invests in sports based on their medal potential over an eight-year cycle and continually monitors and reviews performance against agreed targets through its widely admired ‘Mission’ process.

In effect, UK Sport chooses how to invest more than £355m of National Lottery and Exchequer funding over a four-year period to enable summer Olympic and Paralympic sports to enhance their own systems of performance development and ultimately build a stronger, more sustainable system. That investment is distributed in line with a ‘no compromise’ meritocratic approach which, as Chelsea explains, QIERW�XLEX��±;I�MRZIWX�MR�GYVVIRX�TIVJSVQERGI��in sports that are winning now. However, as commonly observed in good venture capitalists, we also consider the relative future potential of that sport, the direction of travel – what they are capable of doing in the next eight years. In other words, how strong is the evidence to suggest the current athletes targeted for 2020 podium success could actually reach these levels of performance, and how strong are their systems and structures in place to enable this to happen? We want to invest MR�WYWXEMREFPI�WYGGIWW��RSX�SRI�LMX�[SRHIVW�²

The ultimate investment decisions are based on a range of data and insights, some of which Chelsea’s team contribute to. There are currently four key workstreams that the Performance Pathway

Team delivers, working in close partnership with XLI�ZEVMSYW�WTSVXW��±8LI�½VWX�[SVOWXVIEQ�MW�FIRGLQEVOMRK�¯�[I�TVS½PI�EPP����3P]QTMG�ERH�Paralympic sports we currently fund twice in a G]GPI�XS�XV]�XS�YRHIVWXERH��JVSQ�E�WTSVXW�WTIGM½G�TIVWTIGXMZI��LS[�IJJIGXMZI�ERH�IJ½GMIRX�XLI]�EVI�EX�½RHMRK�ERH�HIZIPSTMRK�[SVPH�GPEWW�TIVJSVQIVW�²�'LIPWIE�I\TPEMRW��±-R�IWWIRGI��[I�GSQTEVI�ERH�contrast the sports development systems against what we consider are the world’s best. During this process we benchmark sports across more than 100 metrics that are determining factors in implementing E�[SVPH�PIEHMRK�XEPIRX�MHIRXM½GEXMSR��GSR½VQEXMSR�and development programme. We then activate improvement programmes at either a system-wide PIZIP�SV�WTSVX�WTIGM½G�PIZIP�¯�[MXL�QSVI�XLER�������projects active at any one time in the cycle. The TVMRGMTPI�SJ�TVS½PMRK�JSPPS[IH�F]�WYTTSVX�SVMKMREXIW�from a wise colleague of mine who taught me that critical challenge is three times more likely to be accepted and acted upon if immediately proceeded with help and support. That’s the underpinning principle of our benchmarking work stream.

±8LI�WIGSRH�[SVOWXVIEQ�MW�JVSRX�PMRI�WSPYXMSRW��The purpose of this work is to deploy key staff into the sports for extended secondment periods in order to answer questions like how do you create a XEPIRX�TVS½PI�GETEFPI�SJ�TVIHMGXMRK�JYXYVI�3P]QTMG�Paralympic potential? How many athletes do we need in the pipeline now to achieve our medal ambitions in Tokyo 2020? Is it possible to transfer

AUTUMN 2013 | 01PERFORMANCE TALENT ID

Unlocking The Potential Talking TalentChelsea Warr

Chris Brady talks to Chelsea Warr, Deputy Director of Performance, UK Sport, about the research and development going into creating tomorrow’s world-beaters.

IF THE GLOVER FITS…

elen Glover had no rowing experience as a 22-year-old in 2008. Four short years later, WLI�ERH�,IEXLIV�7XERRMRK�[SR�8IEQ�+& W�½VWX�

gold at the London 2012 Olympics.

From rowing novice to top of the world, in large part XLEROW�XS�XLI�7TSVXMRK�+MERXW�XEPIRX�MHIRXM½GEXMSR�programme launched by Sir Steve Redgrave in February 2007, aimed at unearthing tall, powerful, talented contenders who could be fast-tracked into sports, particularly rowing, handball and volleyball.

Although Helen came from a sporting background – playing high-level hockey, tennis and swimming, as well as running for England – it was only when she came forward for Sporting Giants that she was able to take her sporting ambitions to a GB level.

SLI�WE]W��±8LI]�XIWXIH�������SJ�YW�MR�KVSYTW�SJ������I remember being in a room at Bisham Abbey and someone saying: ‘A 2012 gold medallist could be sat in this room. Look around you’. I thought: ‘Right, I’m KSMRK�XS�QEOI�XLEX�QI´��-X�[EW�UYMXI�WYVVIEP�²

FSPPS[MRK�LIV�MHIRXM½GEXMSR��,IPIR�[EW�TPEGIH�SR�to the hugely successful GB Rowing team’s ‘Start’ programme in Bath and was coached by GB Rowing’s Paul Stannard.

CLIPWIE�;EVV�I\TPEMRW��±,IPIR�XSSO�XLI�YPXMQEXI�PIET�of faith, committing to a new sport, and pursuing an all-encompassing lifestyle with commitment, tenacity and dedication. It’s an exemplary example of how W]WXIQEXMG�XEPIRX�MHIRXM½GEXMSR�ERH�HIZIPSTQIRX�programmes can impact on the world stage. The selection process was long and demanding, assessing what applicants could do now but also, more importantly, what they could do in the future – an examination of their ‘headroom’; their trainability; their ability to respond and commit.

±-t’s our role to help sports examine the raw materials, explore what potential success looks like, and work out to as high a probability as possible, which individuals can make it. Helen has certainly QEHI�MX�²

Helen Glover

28 29 AUTUMN 2013 | 01PERFORMANCE

sporting talent from one sport to another? How old is too old and what sports transfer best? What does an exceptional development environment look like and how can we create, replicate and sustain it? What role does the art of science and coaching play in identifying and developing extraordinary talent?

8LI�XLMVH�WXVIEQ�MW�IHYGEXMSR��'LIPWIE�WE]W��±4��¯�XLI�Performance Pathway Education Programme – is designed to accelerate the knowledge and skills of our Performance Pathway Managers who have the lead responsibility to unearth and develop future Olympic and Paralympic medallists. The structured programme unfolds over an 18-month period and comprises of seven, two-day intensive residential modules delivered in collaboration with individuals ERH�SV�[SVPH�VIRS[RIH�MRWXMXYXMSRW�[LS�EVI�leading authorities in identifying and developing precocious talent. For example, we have worked with the European Space Agency to understand how they identify and develop astronauts, clearly a process they have to get right. We also collaborate with institutions of development excellence such as the Royal Ballet School, the Yehudi Menuhin School and the Royal College of Surgeons to constantly benchmark ourselves against ‘gold’ standard organisations. Finally, we will be taking our P3 Learners on a world talent tour whereby they will systematically study 13 institutions that can demonstrate sustainable success and a constant production line of talented individuals XLEX�KS�SR�XS�FI�EX�XLI�XST�SJ�XLIMV�KEQI�²�

The fourth workstream is about cutting-edge VIWIEVGL�MR�XLI�½IPH�SJ�HIZIPSTMRK�I\TIVXMWI�ERH�translating it into real-life practice. Chelsea explains: ±8LI�FIRGLQEVOMRK�[SVOWXVIEQ�KIRIVEXIW�WSQI�real killer questions that, if we were able to answer them and apply those answers to our methods, it would enhance sport’s chances of identifying the VMKLX�TISTPI�ERH�HIZIPSTMRK�XLIQ�MR�E�QSVI�IJ½GMIRX�way. We’ve initiated many different applied research TVSNIGXW�SZIV�XLI�]IEVW��[MXL�XLI�VIWYPXW�¾S[MRK�back into the front line solutions team in real-time and, of course, into the P3 programme. It keeps the whole programme fresh and curious, and this is an MQTSVXERX�UYEPMX]�MR�E�TIVJSVQERGI�FEWIH�MRHYWXV]�²

One recent, highly innovative piece of work that will be revealed later this year across the World Class system is the Serial Medallist study (and XLI�³RIEVP]�X[MR´ ��8LI�HIZIPSTQIRXEP�TVS½PIW�SJ�

serial gold medallists, starting from the age of six years old to when they won their medals was VIGSRWXVYGXIH�ERH�GSQTEVIH�XS�XLI�TVS½PIW�SJ�XLIMV�‘nearly twin’, someone who should have made it, but didn’t. This world-leading piece of research has allowed Chelsea’s team a greater in-depth insight into the discriminating factors that are required to achieve not only success, but serial success in IPMXI�WTSVX��'LIPWIE�WE]W��±8LI�VIWIEVGL�XIEQ�ERH�-�were constantly asking ourselves three questions about this very special cohort: what do we know? What do we think we know? What do we need to know in order to enhance sport’s ability to identify ERH�HIZIPST�JYXYVI�[SVPH�GPEWW�TIVJSVQIVW#²

So, what does the future hold to help deliver that sustainable success? According to Chelsea, after having been recommended to read business guru Jim Collins’ most recent work How The Mighty Fall - Sustainable Success Is A Tough One. Collins argues that it is not apathy and arrogance that is mostly responsible for the demise of great organisations FYX�LYFVMW�ERH�±XLI�YRHMWGMTPMRIH�TYVWYMX�SJ�QSVI�²�He warns that leaders assume their current success is automatic and turn their attention to the next big thing, leaping into businesses, products, activities where there is no advantage, taking actions inconsistent with core values and neglecting the core principles that created those values in the ½VWX�TPEGI��'LIPWIE�GSRGYVW�[MXL�'SPPMRW´�EREP]WMW�and provides both a warning and advice for all the sports with which UK Sport interacts. The key to sustaining and replicating the success achieved by sports such as cycling, sailing and rowing is, she FIPMIZIW��±XS�EP[E]W�TE]�EXXIRXMSR�XS�XLSWI�VIEPP]��really important things that got you there in the ½VWX�TPEGI��+VIEX�EXLPIXIW�GSQMRK�XSKIXLIV�[MXL�great coaches, not by chance, but by design, and engineering environments that worship the notion of constant progression and excellence. This is British ']GPMRK��8LI]�YRHIVWXERH�EFSYX�½RHMRK�VE[�QEXIVMEP��proactively connecting it to an intensive incubator with world-class coaches and support staff, and, most MQTSVXERXP]��XLI]�ZEPYI�GSRWXERX�MQTVSZIQIRX�²

Chelsea concludes by recalling one of her favourite quotes which comes from T.S. Eliot, to explain the mission of UK Sport and her role in MX��±8LI�KVIEX�EKIW�HMH�RSX�TVSHYGI�QSVI�XEPIRX��XLI]�WMQTP]�[EWXIH�PIWW�²�%RH�LS[�HS�]SY�[EWXI�PIWW�'LIPWIE�EWOW#�±1EOI�PIWW�QMWXEOIW�ERH�XLIVIJSVI��PIEVR�JEWXIV�XLER�XLI�STTSWMXMSR�²�

H

UK SPORT TALENT IDATHLETES HAVE PRODUCED

359 121

2

1 17

38 10

18

1

International Appearances

International Medals 40 gold

Olympic Medals One gold (Helen Glover, VS[MRK �ERH�SRI�FVSR^I�(Lutalo Muhammad, taekwondo)

Paralympic Silver Karen DarkeParalympic cycling

World Championship Medals10 at junior level and seven at senior international (four gold)

World Cup Medals at Senior Level 19 gold

European Championship Medals Two at senior level

European Cup Medals at Senior Levelseven gold

World RecordPara-cycling

TALENT ID

P8“The quickest to react will gain the competitive advantage.”Sir David BrailsfordPerformance DirectorBritish Cycling & General ManagerTeam SKY

“Addressing issues head on is key for the team culture.”

Stuart LancasterHead Coach, National

English Rugby Team

“The professionalism in the approach will

determine its success.”Andy Flower

Performance Director &National Team Coach, ECB

30 31 AUTUMN 2013 | 01PERFORMANCE P8 SUMMIT

About the

n April this year, eight of the world’s leading sports performance practitioners met for two days in a secret location to share best practice

and uncover some of the latest techniques in the world of sports performance. Organised by Leaders and called the P8, no-one else was allowed in the room to ensure the integrity and privacy of the discussion. What happened next was a master-class in how to get the best out of teams, how to lead, how to innovate, how to stay focused and how to WYWXEMR�WYGGIWW���8LI�½RHMRKW�VIQEMR�GSR½HIRXMEP�ERH�have only been circulated to those eight participants who were invited to take part. However, here are some behind the scenes pictures from the P8 with a selection of quotes taken from the report.

The next P8 takes place in New York in November [MXL�WSQI�SJ�XLI�QSWX�VIWTIGXIH�½KYVIW�MR�%QIVMGER�sport mixing with their peers from abroad. We look forward to unveiling who took part in the next MWWYI�JSV�XLI�QEKE^MRI�[MXL�WSQI�FILMRH�XLI�WGIRIW�footage and key conclusions published for all readers.

I

“A leader is a guide. Some people need leadership; they need a guide, someone to follow. If they feel he/she isn’t right, they look for another one. A leader should comprehensively compound fear, pride and excitement into the team.”Arsene WengerManager, Arsenal FC

32 33PERFORMANCE

The Futureof Sport

In each issue of Performance magazine, Dave Hancock will interview one of the top sporting minds from around the world to "nd out where elite sport is heading.

I have played a part in winning cups and titles – but I’ve also experienced losing, including relegation and my team going into administration. Along the way I’ve seen how sport has changed; where progress and improvements can be seen and where things are held back by the traditions of a sport and its culture.

Sports science and monitoringOne area of change is sports science and monitoring. Our understanding of training and stress on the body has improved and the physiological basis of what an athlete does and when is constantly improving. The knowledge and expertise of sports science PhD minds in the areas of exercise, physiology, nutrition and sleep, to name a few, have transformed and revolutionised what we see on XLI�½IPH��7SQI�XIEQW�RS[�WMXYEXI�XLIMV�PEFW�EX�XLI�training facility, where on-site testing and immediate feedback is available. With such a narrow margin between winning and losing, every advantage is vital.

DataThere has also been a ‘data explosion’: GPS, accelerometers, heart-rate monitoring, wellness scores and RPE (Relative Perceived Exertion) have all come to the fore. The athlete and his daily routine are under the microscope like never

NEXT ISSUEI’ll be talking to Michael Gervais, one of the world’s leading sports psychologists. Michael works with the Seattle Seahawks, and consults for Red Bull and I am sure he will give us some true insights into the power of the mind and its ability to enhance athletic performance.

before and we can now collect objective data, compared to just having the coaches’ and players’ subjective views. Today, the expert is a coach with both an analytical and a subjective mind.

With such a volume of data collected on a daily basis, comes the onerous task of analysing and studying it, before deciding what to actually do with it. Analytics conferences are becoming the newest WTSVXW�WGMIRGI�JEH�ERH�XLIWI�QEKMG�±FPEGO�FS\�WGMIRXMWXW²�EVI�WTVMRKMRK�YT�IZIV][LIVI��GPEMQMRK�to have THE answer to performance and injury prediction. Software has become the new coach.

Though I’m a fan of objective data and analytics, it doesn’t provide the complete picture on the ½IPH��7SQI�XIEQW�GSPPIGX�SZIV���QMPPMSR�HEXE�points per season but have no real idea of how to use this information to have an immediate effect on the training pitch and in the performance of their athletes. Teams and professionals can become swamped by their own various different data collections. Data is only relevant MR�XLI�½IPH�MJ�MX�LEW�E�±GEYWI�ERH�IJJIGX²��

For years, many coaches have been successful based on just intuition and experience. Now they need to

get a better understanding of the huge technological resources out there. For modern technology to have a true effect on sport, it is the coach, and to a lesser extent the athlete, who needs to be educated by the sports scientist as to what the data means, how it can be analysed and how to use it. And if it has a positive impact, then it needs to be shown that this can be replicated for science and technology to have a true bearing on performance. Of course simple physiological data sets, such as distance covered and heart rate, can give immediate and direct feedback to affect. But the athlete is a very complex individual, and looking at all the variables that can affect them we end up with a conundrum. From psychological to biochemical, to sleep deprivation, one needs to discover the WTIGM½G�ZEVMEFPIW�XLEX�EJJIGX�ER�MRHMZMHYEP�EXLPIXI��

Mathematical geniusesWhat�MW�RS[�SGGYVVMRK�MW�XLI�MR¾YIRGI�SJ�GSQTYXIV�scientists and mathematicians, who can take these large data sets and run regression analysis and form neural networks to see which data point is more relevant to that individual when looking at a WTIGM½G�SYXGSQI��JSV�I\EQTPI�[MRRMRK�ERH�PSWMRK��or injury prevention. With their help and with computer modelling, performance can become

very reliable as long as the data sets are valid and there are enough over a prolonged period of time. And the ability to run multiple simulations can duplicate scenarios hundreds of thousands of times [MXL�WXEXMWXMGEP�WMKRM½GERGI�XS�WLS[�XLI�EGGYVEG]�of the end result. Perhaps in the future, teams will not only have large sports science departments but also mathematical geniuses on their payroll?

The next frontierThe next frontier is the brain. We can now undertake brain mapping and assess brain waves and patterns when an athlete performs. This opens up a huge door as we can see the difference between an athlete making a mistake and one achieving a successful outcome. The brain is the most powerful tool any athlete has and it is a ½IPH�[LMGL�[I�LEZI�PMXXPI�YRHIVWXERHMRK�SJ��-J�we can understand its data sets and analysis, we could truly enhance the athlete’s capabilities.

AUTUMN 2013 | 01FUTURE OF SPORT

DAVEDave Hancock is director of training and conditioning for the New York Knicks. He oversees all aspects of medicine and rehabilitation along with QSRMXSVMRK�ERH�IZEPYEXMRK�XLIMV�KIRIVEP�½XRIWW�ERH�conditioning. He is a chartered physiotherapist who previously worked in the UK, most notably as head physiotherapist at Chelsea FC and Leeds United.

Dave Hancock

ObjectiveFactualDirect ObservationsCountableReproducibleUnbiased

SubjectiveOpinion

JudgmentPreference

BeliefRumour

Suspicion

“EXPERTISE”There’s a lot of good

stuff in there!

SJ�[E]W�ERH�Q]�NSF�MW�XS�LIPT�TVIHMGX�XLSWI�XLMRKW�²�±8LI�[E]�XS�KIX�TPE]IVW�XS�VIHI½RI�JEMPYVI�MW�XS�get them to focus on the bigger picture: to think life more than career, career more than season, ERH�E�WIEWSR�QSVI�XLER�ER�EX�FEX�²�EHHW�1MPPIV��±-�try to give them a process, to get them to stop seeking the results you want but to seek a process that will bring you the results. It is this process XLEX�MW�XLI�OI]�XS�GEVIIV�¯�ERH�PMJI�¯�FYMPHMRK�²

For both Sagal and Miller you will only have failed if you have allowed your self-imposed pressure to disable your natural level of performance. If interacting with sports psychologists, or for that matter any advisor, can avoid such failures then it must be worth giving it a go – mustn’t it?

34 35

MasteringThe SituationSports psychology experts Marc-Simon Sagal and Geo! Miller discuss how concentration is the key to performing in high-pressure situations.

By Chris Brady

AUTUMN 2013 | 01

±=SY�GER´X�IZIR�FI�MR�XLI�KEQI�[MXLSYX�IPMXI�TL]WMGEP�XEPIRX�²�I\TPEMRW�+ISJJ�1MPPIV��XLI�1IRXEP�Skills Coach for the Atlanta Braves, while weighing up the difference between a physically KMJXIH�EXLPIXI�ERH�E�QIRXEPP]�KMJXIH�SRI��±&YX�the ones who consistently execute are the ones who understand how to use their talents TVSTIVP]��VIKEVHPIWW�SJ�[LEX W�SR�XLI�PMRI�²

Miller and his colleague Marc-Simon Sagal – who together in 2001 helped found Winning Mind, an organistion that highlights the importance of human factors in the pursuit of excellence – believe that it is self-imposed pressure that usually impedes underperforming athletes. The issue is XLEX�MX�MW�HMJ½GYPX�XS�WMQYPEXI�TVIWWYVI�SYXWMHI�of matches because athletes do not perceive training as a pressure situation. Miller thus sees XLI�VSPI�SJ�XLI�WTSVXW�TW]GLSPSKMWX�EW�±EPPS[MRK�people to deal with self-imposed pressure by helping them to understand the consequences and their own expectations of how they’re going XS�TIVJSVQ�MR�XLI�KEQI�HE]�IRZMVSRQIRX�²�

Their primary tool is a system known as the TAIS (Test of Attentional and Interpersonal Style) inventory. This is an assessment tool used in the early stages of engagement with a client that focuses on

the synergy between concentration and attentional style (the way in which individuals attend to the world around them and the way in which they process information internally) and the effect of that synergy upon performance which grew out of the work of Robert Nideffer, who in the 1970s and ����W�MHIRXM½IH�XLI�RIIH�JSV�HIITIV�VIWIEVGL�MRXS�the effects of concentration upon performance.

Nideffer’s work indicated that within sports, attention takes different forms during exercise and individuals manifest different styles of attention. In order to characterise individual attentional styles, Nideffer developed the TAIS personality inventory. The test is comprised of numerous categories that describe the individual differences within attentional abilities that can indicate an individual’s strengths and weaknesses.

;LEX�MW�ZIV]�WMKRM½GERX�EFSYX�XLI�[SVO�MW�XLEX�Nideffer contends that concentration can be learned. The most relevant theory here is Donald Norman’s pertinence model, which contends that an inability to concentrate occurs when the individual is required to select a response. Therefore, in order to learn concentration we need to learn how to exclude irrelevant stimuli.

Miller explains that underperformance must not be GSRWMHIVIH�WMQTP]�EW�E�PEGO�SJ�GSR½HIRGI�XLEX�[MPP�reappear on its own. Indeed, Miller believes that the YWI�SJ�XLI�XIVQ�³GSR½HIRGI´�GER�EGXYEPP]�SFWGYVI�the real problem. In a recent Daily Mail column it [EW�EVKYIH�XLEX�1ERGLIWXIV�'MX] W�)HMR�(^IOS��[LS�PEWX�WIEWSR�[EW�±HVEMRIH�SJ�GSR½HIRGI²�RS[�STIVEXIH�MR�E�RI[�IRZMVSRQIRX��[LMGL�±VEHMEXIH�E�JVIIHSQ�ERH�GSR½HIRGI²�ERH�(^IOS�LMQWIPJ�[EW�UYSXIH�EW�WE]MRK�XLEX�LMW�RI[�QEREKIV��±KEZI�?LMQA�GSR½HIRGI�²�±(^IOS�HMHR´X�EGXYEPP]�³PSWI´�GSR½HIRGI��LI�WXSTTIH�YWMRK�MX�²�GSYRXIVW�1MPPIV��±-X�ETTIEVW�that he started trying too hard and lost sight of who he was as a player. When Pellegrini took over, LMW�WYTTSVX�SJ�(^IOS�XSSO�E[E]�XLI�TVIWWYVI�ERH�allowed the striker to get back to being himself SR�XLI�½IPH�ERH�LMW�DGSR½HIRGI´�VIXYVRIH�²

While the TAIS methodology aims to identify how individuals will actually respond under pressure, it is XLI�GSQFMREXMSR�SJ�ER�MRHMZMHYEP W�8%-7�TVS½PI�[MXL�their interpersonal skills that are the key to enabling E�TSWMXMZI�MRXIVZIRXMSR�F]�E�WTSVXW�TW]GLSPSKMWX��±;I�look at the attentional and interpersonal variables and ask, what kind of mistakes is this person most PMOIP]�XS�QEOI#²�I\TPEMRW�7EKEP��±9RHIV�TVIWWYVI��[LEX�is this person going to do? People react in a variety

PERFORMANCE MENTAL

MARC-SIMONSagal has delivered assessment, training and performance coaching to a wide variety of organisations, including J.P. Morgan, Liverpool FC and the US Army

GEOFFGeoff is the Mental Skills Coach for the Atlanta Braves and has provided mental skills coaching services to two other Major League Baseball teams, spending 2005-2009 with the Pittsburgh Pirates and 2010 with the Washington Nationals

There are few things more frustrating for an athlete than spending time on the sidelines because of injury, but sadly it’s an all too common occurrence. Studies of elite football clubs have shown that a team with a squad of 25 players can expect approximately 50 injuries every season. Around half of these injuries will keep the player off the pitch for at least a week; as many as eight or nine will result in the loss of that player to competition for more than four weeks. That’s a huge amount of time for a key performer, one who has possibly cost the club millions to recruit and retain, to be out of action.

Interestingly, almost 87 per cent of these injuries affect the muscles, tendons or ligaments of the leg, with re-injury – and the extended recovery times it inevitably brings – a consistent and unwelcome presence. If you dig into the stats a little deeper, the WMKRM½GERX�RYQFIV�SJ�WSJX�XMWWYI�MRNYVMIW�FIGSQIW�even more apparent. A study of leading clubs playing in UEFA competitions between 2001 and 2008 saw 4,483 injuries picked up across 566,000 hours of activity (1,937 in 475,000 hours of training and 2,546 in 91,000 hours of match play). The single most common site of injury was the thigh muscle, with 525 hamstring injuries and 218 injuries to the quadriceps.

+MZIR�XLIWI�½KYVIW��MX W�WSQI[LEX�WYVTVMWMRK�XLEX�few, if any, medical therapies are being developed WTIGM½GEPP]�JSV�XLI�XVIEXQIRX�SJ�WSJX�XMWWYI�MWWYIW�leaving injured athletes with few alternatives to

Innovation in Player InjuryRegenerative MedicineA cutting-edge new technology that harnesses the body’s own healing cells is helping to get athletes back in action faster than ever and has the potential to transform injury treatment across elite sport.

conventional standards of care. However, all that is about to change, thanks to a revolutionary new technology, the Celution System.

Regenerative CellsThe Celution System was developed by Cytori Therapeutics, a company based in the United States that traces its origins out of novel clinical work carried out at the University of California’s Los Angeles School of Medicine (UCLA) – work undertaken with the goal of advancing XLI�½IPH�SJ�VIKIRIVEXMZI�medicine. Celution System received

European regulatory approval (CE Mark) in 2007 and recent expansion of its labelling enables physicians and patients to access the technology and therapy today. Celution is being used for general surgery procedures to facilitate healing MR�TEXMIRXW�[MXL�HI½GMIRG]�SV�MRNYV]�SJ�WOMR��JEX��muscle and fascia, soft tissue wounds, ulcers SV�½WXYPEI�EWWSGMEXIH�[MXL�XVEYQE��HMEFIXIW��ischemia or radiation injury and tissue ischemia.

The Celution System enables a surgeon to process a small amount of the patient’s own fat to yield a clinical grade heterogeneous population of the patient’s own autologous adipose-derived regenerative cells, otherwise referred to as ADRCs, which are then used to treat the presenting injury. This all happens within a few hours.

±']XSVM W�'IPYXMSR�7]WXIQ�MW�IREFPMRK�WYVKISRW�MR�more than 40 countries around the world to treat their patients’ acute or chronic non-healing injuries using the patient’s own regenerative cells with highly JEZSYVEFPI�GPMRMGEP�SYXGSQIW�²�WEMH�(V��1EVG�,IHVMGO��4VIWMHIRX��ERH�'S�JSYRHIV���±8LI�GYPQMREXMSR�SJ�our clinical work includes the treatment of more than 6,000 patients across a variety of indications, MRGPYHMRK�WTSVXW�VIPEXIH�MRNYVMIW�MR�IPMXI�EXLPIXIW�²��

It turns out that the fat we once thought of with negative connotations is the richest source of regenerative cells in the human

body. Until now, physicians have had limited access to a medical technology that could extract and harness these regenerative cells to aid the patient’s own body to heal itself.

The procedure, like many good ideas, seems remarkably simple when you boil it down. A small amount of fat is removed from the patient via liposuction, and the ADRCs contained within it are extracted by Cytori-developed medical technology no larger than a conventional dishwasher. These ADRCs are then injected into the damaged tissue to aid in the body’s healing process.

The way to think about your own ADRCs is in the same way that your body goes about healing itself if you, say, cut your arm playing football during the weekend – you would clean up the laceration and cover it with a bandage and expect a local healing process to form a scab and eventually form new scar tissue at the injury site. Well, imagine if your doctor could take a small amount of these same healing cells from another part of your body and place this concentration of healing cells available at the injury site to improve that healing process?

InnovationCytori’s experience in treating patients with acute and chronic wounds and cardiac disease provided GSQTIPPMRK�HEXE�ERH�HIQSRWXVEXIH�FIRI½XW�MR�repair and preservation of muscle that should be applicable to use in skeletal muscle and using ADRCs in sports injuries. The mechanism of action of the cell therapy involves better angiogenesis,

JEZSYVEFPI�QSHYPEXMSR�SJ�MR¾EQQEXMSR��ERH�improved viability of tissues after surgery. The administration of ADRCs in both acute and chronic muscle injury represents a promising approach to more rapid healing and return of function.

±-X�[EW�E�TPIEWYVI�XS�LEZI�TISTPI�JVSQ�']XSVM�at the headquarters of the RFEF for our Medical Conference in January of this year. What Cytori presented to a large number of doctors from our clubs and football associations about stem cell therapy in the recovery of sports injuries, particularly football injuries, I found very interesting. We see the great potential in the Cytori technology ERH�MXW�ETTPMGEXMSRW�MR�SYV�WTSVX��±�WEMH�(V��Juan Espino, Head of the Medical Committee at the Royal Spanish Football Federation.

Next StepsFurther clinical evaluations of ADRCs in sports-related injuries are being conducted in a number SJ�GSYRXVMIW��±;I VI�I\GMXIH�XS�PIZIVEKI�SYV�experience in ADRC therapy and work with leading physicians, league and player associations, teams and athletes around the world to make this promising new approach for sports QIHMGMRI�E�VIEPMX]�XSHE]�²�WE]W�(V��,IHVMGO��

Faster, more complete recovery? Sounds like the answer every injured player, and manager who has ever sat powerless during a lengthy recovery period, is searching for.

36PERFORMANCE 37 AUTUMN 2013 | 01TECHNOLOGY

THE CELUTION® SYSTEMThe entire process takes 90 minutes and is generally conducted as an outpatient procedure under local anesthetic.

Step OneA sample of the patient’s body fat is taken by their point-of-care physician via a simple liposuction. An amount roughly the WM^I�SJ�E�'SGE�'SPE�GER�MW�VIQSZIH�

Step TwoAdipose-derived regenerative cells (ADRCs) are harvested from the fat via Cytori’s patented equipment.

Step ThreeThe ADRCs are applied to the affected tissue, improving its ability to regenerate and repair itself, resulting in a swifter and more complete healing process.

INSPIRING GENERATIONS OF ATHLETES

new blood vessels). ADRC treatment has been shown to have beneficial effects in animal models of muscle injury and in veterinary muscle injury case reports. As with skeletal muscle injury, strains and tears of the tendons and ligaments follow a well-recognised pattern of healing involving inflammatory and proliferative phases of repair, both of which ADRCs enhance.

38

TheBreakdownWhat do ADRCs do to damaged tissue? The data collected by Cytori via clinical trials suggests strongly that ADRCs improve blood flow, moderate the inflammatory response that happens when human tissue is damaged, stimulate local repair cells and keep tissue at risk of dying alive.

What sporting injuries can they most obviously be applied to?Skeletal muscle injuries (e.g. hamstring, ligament, tendon, straining a bicep, contusions, avulsions and detachments) are an obvious starting point, but Cytori foresee a wide range of applications including chronic disorders from sporting injuries such as osteoarthritis.

How does that affect the normal healing process?Healing following skeletal muscle injury progresses through inflammatory and proliferative phases. ADRCs have been shown to be capable of influencing both of these phases of healing by minimising the inflammatory response and promoting recruitment of skeletal muscle satellite cells and angiogenesis (the growth of

Cytori was founded in 1996 and provides patients and physicians around the world with medical technologies that harness the potential of adult stem and regenerative cells from adipose tissue.

These technologies enable the research and practice of regenerative medicine in a way that, until now, has not been possible.

Regenerative medicine is an emerging ½IPH�TVSQMWMRK�XS�VITEMV�SV�VIWXSVI�lost or damaged tissue function due to the effects of injury, disease, and ageing.

CYTORI The Inside Line

For further informationvisit www.cytori.com

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PERFORMANCE TECHNOLOGY

5 MINUTES WITH... 40 41PERFORMANCE

Best advice you ever got? Tom Cooper, a former GE executive, told me that your competition will always catch up to you, and when they do, you had better already have moved on to somewhere else. The most exciting thing in sport is that there is only one #1, and everyone wants to get there.

How will your job have changed in 10 years? In 10 years, my job will demand even tougher decisions about what to engage in and what not to engage in. The variety of options you can choose to create the performance of your team continues to expand. Having a clear sense of what will drive the biggest impacts will be vital – you can’t prioritise everything.

If you could change one thing aboutthe industry, what would it be? To eliminate the attitudes that lead to doping. Sport is ultimately about bringing your best to the field, and it is the pursuit of excellence that drives innovation, commitment and collabora-tion. I do feel the attitudes are changing, but the pressures are still there.

What has been the luckiest momentof your career so far?The luckiest moment of my career was being hired by a boss who was willing to take big risks with me and support those risks, someone who was capable of providing the resources neces-sary to innovate, and was committed to being the best even if that meant we gambled and failed at times in the process.

What’s the last thing you do at theend of the day? I spend a moment thinking long-term and crea-tively about how we can improve our system and enhance our odds of success. Then I kiss my family goodnight – without their support I couldn’t put in the efforts that are required. But it’s thinking about what my competitors are doing that keeps me up after that!

Years in the sports industry? 18 years working in the industry.

First job in sport?I was hired by the USSA six weeks after I wrapped up my competitive skiing career. I retired from competing because I felt that our team wasn’t being managed in a way that would facilitate top-level performance. I could see a great number of ways we could improve the fortunes of our team. I painted that vision for the Board and they hired me shortly thereafter!

LUKE BODENSTEINERA two-time Olympian and NCAA championLuke Bodensteiner oversees the integrationSJ�XLI�977% W�WM\�WTSVXW�YRHIV�E�YRM½IH

strategic plan, emphasising high performance services. He started with the USSA in 1996was named cross country manager in 1997

nordic director in 2001 and associate athletic director for high performance in March 2008.

He took over his athletics leadershipposition in November 2008.

In 10 years my job will demand even tougher decisions about what to engage in and what not to engage in.

5 MINUTES WITH

LUKEBODENSTEINER

EVP Athletics, US Ski andSnowboard Association

AUTUMN 2013 | 01

42 43 AUTUMN 2013 | 01

any successful athletes, teams and businesses fail because they become obsessed protecting what they have,

developing a psychological attachment to what worked in the past. Ex-footballer, best-selling author, and speaker on performance development Rasmus Ankersen claims that what they need to understand is that change shouldn’t happen when it is necessary. It should happen when it is possible.

On 13 April 1997, a 20-year-old kid destroyed the international golf elite and won the Masters by an incredible 12 strokes. What he showed that day at Augusta wasn’t just dominance, it was golf from a different planet. It was one of those performances that sets a new standard and opens up a path that people couldn’t see before.

The kid’s name was Tiger Woods, a young man with a laser-like intensity and a supremely powerful swing. At two years old he was introduced to golf by his JEXLIV�)EVP��E�97�%VQ]�MRJERXV]�SJ½GIV�[LS�LEH�FIIR�captivated by the sport at a late age and had decided to train his son to become a world-class golfer.

Then followed two decades of dedicated training in order to build the perfect athlete with a swing and mental resilience that would be almost impossible to beat. Tiger’s spectacular win that day was clear proof that the mission had been accomplished.

But if Tiger’s performance at the Masters was astounding, two months later he took an even more remarkable decision. He decided to re-invent his swing. And it wasn’t just the minor tweaks that players are forever making to their swings. We are talking about a structural overhaul, whereby a player transforms the very shape and pattern of his swing.

4ISTPI�XLSYKLX�LI�[EW�GVE^]��;L]�FVIEO�WSQIXLMRK�that isn’t broken? Why take such a big risk when you are the best player in the world? But Tiger knew his swing wasn’t as consistent, controlled,

SV�IJ½GMIRX�EW�MX�GSYPH�FI��,MW�ZMI[�[EW��±;MRRMRK�MW�RSX�EP[E]W�XLI�FEVSQIXIV�SJ�KIXXMRK�FIXXIV�²18 months of rewiring, frustration, and mediocre results followed. But slowly Tiger’s new swing got better and better. With no loss of power, he could hit any type of shot on demand, more accurately than ever before. The pay-off was a record six straight wins starting in late 1999.

2S[�XS�E�]SYRK�QER�MR�%YWXVME��XLI�¾EQFS]ERX�economist Joseph Schumpeter. He had three declared goals – he wanted to be the greatest economist in the world, the greatest horseman in all of Austria and the greatest lover in all of Vienna. Later in life, he declared that he had achieved two of his goals, without going into detail about which!

Schumpeter certainly became one of the most MR¾YIRXMEP�IGSRSQMG�XLMROIVW�SJ�XLI���XL�GIRXYV]��[MXL�LMW�XLISV]�SJ�±GVIEXMZI�HIWXVYGXMSR²�WLETMRK�thinking about innovation. He described how destruction precedes renewal, with the capitalist W]WXIQ�TVSKVIWWMRK�F]�RI[�½VQW��TVSHYGXW��and technologies continually destroying and replacing old ones. In that way capitalism’s pain and gain are inextricably linked. Some XLMRKW�QYWX�[MXLIV�JSV�SXLIVW�XS�¾SYVMWL��

Schumpeter claimed that there is no such thing as a static market, but to his frustration many successful businesspeople of his time ignored the fact that sometimes you have to destroy in

order to create. They assumed continuity: that tomorrow would be like yesterday; they tried to protect the past rather than embrace the future. The concept of creative destruction is no less relevant today. All successful companies, whether TV stations, technology companies or toy manufacturers, are built on a business model they can successfully repeat – right until somebody comes up with a better model. In order to survive this threat, successful companies have two choices: destroy yourself or wait to be destroyed. It is in this shift from one business model to another, from one product or technology to another, where many successful businesses fail.

So, back to Tiger’s swing change, which is relevant far beyond the golf world. In their attempt to reinvent themselves, many successful companies face exactly the same dilemma. Why change something that works well? Why challenge a success? Faced with this dilemma, they often hesitate and ultimately end up being destroyed because they become obsessed with protecting what they have and get psychologically attached to what worked in the past.

Blockbuster is a great example of how the lack of courage to re-invent oneself can lead to failure. In the late 1990s Blockbuster collected more than $800m in late fees. It was a cash cow – until Reed ,EWXMRKW��XLI�JSYRHIV�SJ�2IX¾M\��GVIEXIH�E�FYWMRIWW�QSHIP�XLEX�EPPS[IH�GYWXSQIVW�XS�TE]�E�¾EX�QSRXLP]�fee and rent as many movies as they wanted with no late fees. Hastings’ idea left Blockbuster with X[S�GLSMGIW��8LI]�GSYPH�GLEPPIRKI�2IX¾M\��SV�ignore them. They chose the latter, because copying SV�GLEPPIRKMRK�2IX¾M\�[SYPH�QIER�GERRMFEPMWMRK�their existing business and saying goodbye to XLI�����Q�MR�PEXI�JIIW��-X�KEZI�2IX¾M\�XMQI�XS�improve and grow – and suddenly it was too late for Blockbuster. Their unwillingness to destroy themselves and reinvent killed them in the end.

If it Ain’tBroke, Fix it

RASMUS Rasmus Ankersen is an ex-footballer, a bestselling author, a speaker on performance development and a trusted advisor to businesses and athletes around the world. In LMW�VIGIRX�FSSO�±8LI�+SPH�1MRI�)JJIGX²�6EWQYW�XVEZIPPIH�around the world for six months to live and train with the FIWX�EXLPIXIW�ERH�XLIMV�GSEGLIW��,MW�RI\X�FSSO�±,YRKIV�MR�4EVEHMWI²��GSQMRK�SYX�[SVPH[MHI�IEVP]�MR�������MW�EFSYX�how successful organisations can learn to kill complacency.

M

PERFORMANCE RASMUS ANKERSEN

Rasmus Ankersen

Successful businesses or athletes don’t fail because they don’t have the ability to change, but because they lack the courage to re-invent themselves before it is too late.

The more success they’ve had, the more prestige and privileges they’ve earned, the less willing they are to challenge themselves and to change. Success changes the language of people and organisations. 8LSWI�[LS�SRGI�WEMH��±8LI�PEWX�XLMRK�[I�HS�MW�TPE]�MX�WEJI�²�RS[�WE]��±8LI�PEWX�XLMRK�[I�WLSYPH�HS�MW�XS�VMWO�JEMPYVI²��7YGGIWW�¾MTW�XLI�JSGYW�JVSQ�GVIEXMRK�something unique and extraordinary to protecting what you have.

Entire companies can become paralysed by their own success when they are caught in the intersection between the continuous demands for innovation and the fear of decline and losing what they have.

The dilemma is clear: take risks, but do not fail! Or let me put it in another way: with great power comes great fear of losing it. However, in a world of unprecedented change, there is only one way to protect yourself from destruction – do the destruction yourself. Change shouldn’t happen when it is necessary, it should happen when it is possible.

Joseph SchumpeterEconomist

Tiger Woods

XLI�EVX��VIEPP]�²�RSXIW�%PEQEV���±-X W�[LEX�-�PSSO�JSV�when I try and identify the people I work with, that ability to be a good statistician and spot useful trends, but also that ability to communicate with people who don’t have a statistical background. Fortunately the students and people I’ve been lucky enough XS�[SVO�[MXL�QSVI�XLER�JYP½PP�XLEX�VIUYMVIQIRX�

±-X W�EFSYX�GVIEXMRK�XVYWX�EX�XLI�IRH�SJ�XLI�HE]��It’s not a question of stumbling upon one single thing that’s going to change the team forever, it’s about constant communication between us and the coaches, telling them what we’re noticing, ½KYVMRK�SYX�LS[�XLI]�GER�YWI�MX�XS�MQTVSZI�performance and then pushing on from there. It’s a hugely exciting challenge, one that’s going to be E�QEWWMZI�JEGXSV�MR�XLI�2&%�JSV�WSQI�XMQI�²

44 45

±1SXMSR�GETXYVI�MW�E�VIEP�KEQIGLERKIV�MR�XIVQW�of providing teams with information they can YWI�²�I\TPEMRW�&IRNEQMR�%PEQEV��EYXLSV�SJ�7TSVXW�Analytics: A Guide for Coaches, Managers, and Other (IGMWMSR�1EOIVW��±-X�QEWWMZIP]�VEMWIH�XLI�VIUYMVIH�skill level of the people who work with the data. Years back we had basic game summary information, which could give you some statistics to look at, FYX�XLMW�LEW�VEMWIH�XLI�FEV�XS�E�[LSPI�RI[�PIZIP�²

The NBA’s technological revolution has, in truth, been slow, almost an evolution. When QSXMSR�GETXYVI�XIGLRSPSK]�½VWX�FIGEQI�[MHIP]�available, each NBA team had the option of installing the technology in their arenas at their own cost. Some chose to be early adopters, and by the time last season came around the total was up to 50 per cent of teams.These sides had access to this highly complex data set for all of their home games, as well as the home games of every other team that had the cameras. Some of these teams embraced the challenge that the data presents and started to build their own mechanisms for accessing the data and gleaning information from it, while others relied on the data provider Stats LLC.

Naturally, there were limits to the usefulness of the data, as it did not cover every game of the season, or even every game that a team TPE]IH�ERH�XLMW�PMQMXEXMSR�PIH�XS�HMJ½GYPXMIW�JSV�XLI�EREP]XMG�WXEJJW�XS�½RH�QIERMRKJYP�information that decision makers could utilise.

8LI�HEXE�KEQI�GLERKIH�WMKRM½GERXP]�XLMW�WYQQIV��however, with the announcement from Stats LLC and the NBA that all 30 teams would have the cameras installed and get access to the data. So now a complex and incomplete data set that was the sole property of a few teams will become a complex and complete data available to all. The sudden completeness of the data now means every moment of every game is tracked and makes the analysts’ jobs that much more straightforward.

±-X W�FIIR�ER�YTLMPP�FEXXPI�XS�KIX�[LIVI�[I�EVI�XSHE]�²�I\TPEMRW�%PEQEV��±1SXMSR�GETXYVI�MW�VIEPP]�expensive so it hasn’t been the easiest thing to implement. But there’s no choice now, every team LEW�XS�LEZI�MX�[MXL�XLI�PIEKYI�TE]MRK�E�WM^IEFPI�share. The fact that data is now available for every game means that analysts now have complete information to go on, which means our ability to TMGO�SYX�YWIJYP�HEXE�LEW�MRGVIEWIH�I\TSRIRXMEPP]�²

But this also creates what may be a far more complex set of challenges. There is now no structural reason why the data cannot be used in every aspect of basketball operations, but the complexity and newness of this data means that there is no established road map for how to get best value from it. Each team will have to create a strategy for gaining a competitive advantage by utilising the data, and now they will have to do it with the pressure of every other team trying to do the same. Analytics groups in the NBA, while typically growing, are still PMQMXIH�MR�QERTS[IV�ERH�½RERGMEP�VIWSYVGIW�WS�XLI]�

QYWX�MHIRXMJ]�XLI�QSWX�IJ½GMIRX��IJJIGXMZI�ERH�ZEPYEFPI�uses of the data for their organisation and deploy their resources accordingly. The teams that do this best will be able to have information on teams and players in the league that other teams do not, which will give them an undoubted competitive advantage on the court – so much so that Alamar laughs when the idea of a free sharing of best practice and MRJSVQEXMSR�FIX[IIR�XIEQW�MW�WYKKIWXIH��±;MXL�Q]�academic hat on that’s a great idea, but with my team hat on that’s terrible – why give away what you’re HSMRK�[LIR�MX�GER�KIX�]SY�ELIEH�SJ�XLI�GYVZI#²

±8IEQW�EVI�KSMRK�XS�TYX�XLIQWIPZIW�EX�E�QEWWMZI�disadvantage if they don’t use the information properly. It’s a pretty complicated process that is still pretty new to everyone so it will take some getting YWIH�XS��FYX�XLI�FIRI½XW�GSYPH�FI�QEWWMZI��;I´ZI�seen it in other sports. Major League Baseball has done the same kind of things, and the English Premier League uses motion capture as well, but the trick is turning all this data we’re collecting and turning it into something useful. Australian Rules Football is interesting because they use it to monitor the chance of a player picking up injury, but really everyone is NYWX�WGVEXGLMRK�XLI�WYVJEGI�SJ�[LEX�[I�GER�HS�²

But how useful is all the data that is collected? How easy is it to convert the information into something players and coaches, who are unlikely to have an I\XIRWMZI�FEGOKVSYRH�MR�WXEXMWXMGW��GER�YWI#�±8LEX W�

TECHNOLOGY

Changing The GameOver the past "ve seasons, the NBA has experienced a data revolution, with the advent of motion capture technology meaning everything that moves on the court can be tracked 25 times a second.

AUTUMN 2013 | 01PERFORMANCE DATA & ANALYTICS

BENJAMINAlamer has consulted with a variety of teams in the NFL ERH�2&%��MRGPYHMRK�½ZI�WIEWSRW�[MXL�XLI�3OPELSQE�'MX]�Thunder and is the founding editor of the Journal of 5YERXMXEXMZI�%REP]WMW�MR�7TSVXW��XLI�½VWX�TIIV�VIZMI[IH�academic journal for research in sports analytics.

47 AUTUMN 2013 | 0146PERFORMANCE DATABANK

Cristiano Ronaldo’s transformation from a roving winger into Manchester United’s spearhead becomes apparent when you look at his shooting positions stats, while John Arne Riise,

Xabi Alonso and Adel Taraabt stand out as the kings of the long distance strike. The stats also suggest that Ashley Cole might be best advised XS�LSPH�½VI�YRXMP�LI�KIXW�MRWMHI�XLI�FS\©

)\TIGXIH�KSEPW�MW�E�QIEWYVI�4VS^SRI�GVIEXI�F]�looking at the amount, location and type (e.g. header, penalty) of shots to generate how many goals they would expect them to score from these shots. This is then subtracted from how many goals they actually scored to give the values on these graphs. For example, between August 2009 and now, Robin

van Persie has scored about 18 more goals than we would expect based on the amount, location and type of shots he’s taken clearly making him the form striker in the Premiership over the last three seasons, while Jermain Defoe clearly had a season to forget in 2010-11.

DATABANK

Goal MachinesGoals are the yardstick by which every striker is measured, but not all goals are created equal. Stats gurus Prozone lift the lid on which players tear it up season after season and which strikers are as deadly from 30 yards as they are from three…

GOALS SCOREDEXPECTED GOALS SCOREDCumulative TrendPremier League AttackersAugust 2009 – Present

GOALS SCOREDEXPECTED GOALS SCOREDBy SeasonPremier League Attackers2009/10 – 2012/13

AVERAGE OPEN PLAY SHOT LOCATIONSPremier LeagueAugust 2006 – Present

AVERAGE OPEN PLAY GOAL LOCATIONSPremier LeagueAugust 2006 – Present

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I played with Michael Jordan in his last year in the NBA. I remember before a game against San Antonio Spurs Jordan was convinced that Bruce Bowen – this great defensive player – was going to guard him. When the game came around, Bowen lined up to guard me – which was the smart move when you think about it because I was our leading scorer. That moment stuck with me. Even at the age of 40 Jordan was convinced he was the best player on the court, the guy their best defensive player should mark. That ego is what powers an athlete, that conviction they’re the best. It’s the coach’s job to manage those egos and use them to drive the team forward.

I have some pre-game superstitions. If I’ve played well the game before I like to do the same thing I did the day before that game – at least until I play a bad match! But the only thing I always do is eat gummy bears before a game. I’ve done that since I was 10 years old. That one isn’t going anywhere…

48PERFORMANCE PLAYER’S PERSPECTIVE

eadership is crucial to any team. Good leadership starts with having a constant dialogue between the coaches and support

staff and the players, particularly the players identified as the leaders within the squad.

The most important thing to communicate is what a player’s role is. Giving someone that clarity means they know what is expected of them and allows them to work on the skills they need to improve. Nowadays I see a lot of guys coming into the NBA wondering what their role is, what type of player they should be, and that can only happen if the coach hasn’t clarified their role. That’s a sign of poor leadership.

I love technology, but it can’t do everything. I think analytics has a really good place in the game. The ability to see what plays work or monitor your training is amazing. But I’m a believer in everything in moderation – I don’t think the numbers you can pull off an iPad are going to give you a better idea of what’s inside a player than looking them in the eye during a crucial period in the game.

Conditioning is a huge part of playing in the NBA. We play so many games [82 matches over four and a half months in the regular season] that it can take a new guy a while to get used to it. Coming in as a rookie I expected to continue the success that I had at high school and college but I had a rude awakening as to how demanding the schedule and standard is. I only won 17 games in my first year, but the fact that it was so tough taught me what I needed to do to play at this level.

I don’t think some of the guys playing now could handle how tough the NBA was in 1995. There were so many legends playing back then, and it was a different, more physical game.

PLAYER’S PERSPECTIVE

Jerry Stackhouse of the Brooklyn NetsThe two-time NBA all-star talks leadership, training technology and the pre-game ritual that’s stuck with him since he was 10 years old. New York

conferenceL

50PERFORMANCE INTERVIEWOCTOBER 2013

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