Dave Brailsford Model of Marginal Gains
- 1. ED GRIMSHAW 9/15 Team Sky Performance Director How get best out of people Improvement through small steps Study of excellence in human performance SIR DAVE BRAILSFORD “You can write as many mission statements as you like but what you want is people who are on a mission”
- 2. PERSONAL PROFILE - DB COPYRIGHT - ED GRIMSHAW 9/15 • Honest and straightforward • Objective perspective on the goals e.g. medals analysis • Uncompromising – Outcome orientated • Attitude stability – choice of attitude – you can choose your attitude – what will it be today? • Context driven • Dignity and diplomatic • Attention to detail and the fine detail • Big Picture – Strategic – multiple perspective • The Vision • Lottery Funding impact – catalyst • Importance of motivation • Focused and obsessive • Fascination with psychology • Self understanding and how you operate • Try new things and see • Pragmatic
- 3. STRATEGIES – DAVE BRAILSFORD ED GRIMSHAW 9/15 • Importance of Measurement and use of parameters • Analytical – use of variables • Focused on the goal and process as a single unit • Analysing fine detail • Holistic Modelling – modelling the whole problem and solution. • Component Modelling – breaking out key components • Reflect on achievements – “how did it work?” • Learning as a process & learning how to learn • Data to inform rather than dictate strategy and tactics • What take to deliver strategy • Clarity of goal setting • Process Mapping • Plan Do Review – Looping is a Constant • Awareness of Cognitive Bias • Aggregation of Marginal Gains
- 4. STRATEGIES 2 – DAVE BRAILSFORD ED GRIMSHAW 9/15 • Use of Core Elements • Setting of Standards • Small steps to a STEP change • Giving people ownership • Making people feel valued • Looking for problems • Triangle of change • Creating a environment for success – dynamic • Analysing the demands of an event • How help people to help people • Using science to inform human performance • Continuous Improvement • Break down the components then build the strategy • Audit against a benchmark performance – bridgeable gap • Reframing winning
- 5. WINNING STRATEGY ED GRIMSHAW 9/15 • What wins? • What will it take to win? • Planning • Human behaviour and Mind • Continuous Improvement • Use of analyses and models eg Cycling Quotient • Testing strategies and changes • Learning from others eg Billy Beane Moneyball
- 6. PEOPLE ED GRIMSHAW 9/15 • Importance of Recruitment • Talent development • Setting Behavioural Standards and Fit • Creation of the team and team Maintenance • Coaching the coaches • Managing motivation • Clarity of roles and responsibility • Standards • Positive Environment • Use diversity of thinking • People as changing beings • Role mapping and acceptance • Use of honest feedback
- 7. CORE MODEL ED GRIMSHAW 9/15 • Commitment – has to be a given • Ownership – Accountability – not dictate and control. “Riders have say” Expected to have an opinion – Freedom to speak • Responsibility – Understand accountability and expectations • Excellence – The best that you can be
- 8. Current State Future StateGap Is it Bridgeable CSFs Intervention What take to deliver? Commitment? THE GAP ED GRIMSHAW 9/15
- 9. LANGUAGE ED GRIMSHAW 9/15 • Zone and Flow • The Chimp model and brain locations • Core and peripheral variables • Clump together • “Orchestra Conductor” • Focus on the process not the outcome • Cant cut and paste with people
- 10. MARGINAL GAINS – DB MODEL ED GRIMSHAW 9/15 • Its a practical Philosophy • Take each component and improve by marginal % then clump together • Eg wheel straightness and resistance • Open culture of questioning – anybody can question • Co-operation – collectively looking for little improvements. • Scoping the whole - 21 days and nights of racing – whole experience. • Standardisation – eg meetings –all aspects • Efficiency & Effectiveness
- 11. UNANSWERED QUESTIONS FOR FURTHER DEVELOPMENT ED GRIMSHAW 9/15 • Prioritisation of benefits? • Consolidating the gains? • Identifying CSFs