In this conceptual paper, we contextualise ongoing attempts to manage challenge dynamics in talent systems in sport. Firstly, we review the broad literature base related to biological maturation, relative age, and the proposed interventions to mitigate effects. We suggest that the relative age effect may be a population level effect, indicative of deeper phenomena, rather than having a direct effect on challenge levels. In contrast, we suggest that biological maturation has a direct effect on challenge at the individual level. Therefore, our main critique of many existing approaches to the management of challenge is a lack of individual nuance and flexibility. We suggest the necessity for talent systems to adopt a more holistic approach, conceptualising biological maturation and relative age within a broader field of “push and pull factors” that impact challenge dynamics in talent development in sport. Finally, we provide practical guidance for talent systems in their approach to relative age and biological maturation, recognising that there is no “gold standard”. Instead, there is a need to recognize the highly individual and contextual nature of these concepts, focusing on strategic coherence through talent systems for the management of selection and development processes.

In recent years, high-performance sport has seen a rising interest in Psychological Safety, a construct with a strong empirical basis in certain business contexts. As research and practice interest grows in PS, there are early indications of practitioners and, to a lesser extent research, treating the construct as being universally transferable. We offer three central concerns with this situation. Firstly, it seems that a variety of different interpretations in use may limit the practical application of the construct. Secondly, a concern that not all dimensions of PS are transferable or applicable in the HPSs context, especially for athletes. Finally, emerging evidence from outside of sport suggests potential downsides to the perceptions of PS in a performance/selection sets. We suggest that, as with all theories and constructs, there is a pressing need for nuance and context-specific evidence in how researchers and practitioners approach transferability plus, perhaps, a little more understanding of the real-world high-performance context.

There appears to be general agreement that interaction with significant challenge should be a central feature of the development pathways for future high performers. There is, however, far less clarity about how such programs should be designed and delivered against core psychological principles. Accordingly, the purpose of this paper is to offer guidelines for talent development practitioners seeking to offer athletes the opportunity to maximize their growth and development. The authors propose that genuinely developmental experiences will likely offer a level of emotional disturbance and, as a result, more fully engage performers, prompting self and other facilitated reflection, and motivate future action. Furthermore, there is a necessity for these experiences and their follow-up, to be managed in a coherent manner and integrated with existing skills, experience, and future performance aims. In highlighting these issues, the authors offer recommendations for talent development coaches, managers, psychologists, and parents of athletes.

Given the non-linear nature of talent development, there is a lack of research investigating those who don’t make it. Therefore, the purpose of this investigation was to explore the reasons why performers of high potential didn’t meet their expected performance level. Participants, who were experienced talent developers in high level academies from football and rugby, identified five broad reasons for these failures: namely, lacking mental skills, serendipity, pathway based failures, maladaptive family input and lacking physical skills. Using a three-part focus derived from the data, we suggest ways in which talent pathways can optimize their output and prevent these failures.

Building on a large volume of recent research in talent identification and development, this paper future directions for research and practice. We suggest that strategic coherence become a greater point of emphasis in both, with the Performance, Outcome and Process framework holding the potential to signal various markers of effectiveness. Secondly, greater recognition of the need to deploy limited resources where they promote movement toward these markers of effectiveness. Finally, we make recommendations for the operationalising of strategy in talent and performance systems by considering the integration of top down and bottom-up strategic processes.

(1) Background: The interpersonal dimensions of coaching in high performance sport have been subject to increasing scrutiny but with limited evidence to guide practice. Similarly, there is increasing practical interest in the concept of psychological safety, often portrayed as an implicitly desirable characteristic of all sporting environments but, as yet, still to receive research attention in high performance. As a first step to addressing these deficiencies, the present study addressed two research aims: (a) to examine the extent to which matched groups of international and released professional rugby union players perceived psychological safety to be an adaptive feature of their developmental experience and (b) to understand what elements of the player’s coaching experience were perceived to be enabling or disenabling of future progress. (2) Methods: Seven rugby union players who had ‘made it’ and eight players who had been released from their professional contracts took part in a semi-structured interview exploring their developmental experiences. Data were subsequently analysed using Reflexive Thematic Analysis. (3) Results: Both groups of players found each of their talent development and high performance environments to be psychologically unsafe. Furthermore, players perceived coaches who were the most impactful in their development as offering ‘tough love’. This included a range of ‘harder’ and ‘softer’ interpersonal approaches that presented the player with clear direction, role clarity and a sense of care. It appeared that this interpersonal approach helped the player to navigate, and benefit from, the psychologically unsafe high performance milieu. (4) Conclusions: There appear to be a number of balances for the coach in the high performance setting to navigate and a need for more nuance in applying constructs such as psychological safety.