Whether you are a senior executive or an employee of an organisation, we all fundamentally want the same things -

	To be part of a visionary organisation that we can be proud of.
	To work with talented people who are committed to giving of their best.
	To work in a positive environment where everyone's contribution is clearly defined and truly valued.
	To have a sense we are getting a year's learning and living from a year's working.

Simple.

So why is it so often the case we don't achieve this?

The big reasons are invariably one of, or a combination of -

	Poor vision and direction - people don't know what the overall aim is, what the priorities are, or where to commit their energies.
	Poor leadership.
	Lack of an effective and simple performance management system and processes.
	Poor communication.
	Wrong people, wrong place.
	Poor systems, processes, facilities or tools to enable good people to perform well.
	An inappropriate culture.

For over 20 years now we have been using a very simple yet profound performance formula to both diagnose performance problems, and to focus strategies for ensuring we get the performance we desire.

	Ensuring people have the knowledge, skills and competence to perform in the role they are in.
	Recruiting, selecting, developing and training the right people for the right roles.
	People who are resilient to change.

	People who want to perform in the role they are in.
	People who feel valued, involved, engaged and hence committed.
	Leaders who facilitate this by ensuring a positive and encouraging work environment and culture, and avoid demotivating people.

Ensuring people have the necessary resources, time, and requirements to do a good job.

Ensuring everyone has a sense of shared vision and direction, and are clear on the 'big picture'.

Clarity on expected personal contribution towards the big picture, and where the priorities lie.

Clarity on perceived personal performance in relation to expectations.

Performance Management is the art and science of getting these four factors into positive balance.

If any one is missing, or low, overall performance will inevitably be, or become, low.

As an observation, the element we have noted most often to be absent when performance is lacking is 'Motivation' - talented people who are turned off for a variety of reasons. The challenge is to find the true reasons, before working on solutions.

	We offer a wide range of programmes and services in this area. If necessary, we can provide a customised version of one of our generic programmes, or more often than not we will design and construct a programme to your specific needs, drawing on the wide range of modules and skills sets we have available.
	Programmes can be based upon CRI (Criterion Referenced Instruction) if desired, so each module is "signed off" once a pre-determined level of competence has been attained.
	All our programmes are research based. We only offer programmes and services which have robust research to support them, both international and national.
	Where in-house delivery of ongoing programmes is desired, we can offer train-the-trainer programmes
	In all our programmes we prefer to work from a basis of key research-based principles, rather than being wedded to particular proprietary approaches. For example in designing a performance management system we design a system that meets your needs, yet still adheres to the basic principles required for an effective system.

Performance Management System Development

- Designing a system, processes and tools which provides a clear line-of-sight from the organisation's vision and goals, to each individual and team. - A system and process which engages staff and ensures performance via engagement and commitment, rather than compliance or coercion. - A system which links effectively the human capacity elements. Effective recruitment and selection. Training, learning and development. Reward and recognition. Succession planning. - Training people in the effective use of the system.

Competency Framework Development

- Building a competency framework for identified roles and positions, and behavioural descriptors for each competency, expressed as BARS (Behaviourally Anchored Rating Scales). - Linking the framework to the other human capacity elements. Recruitment and selection. Training, learning and development. Performance management system. Reward and recognition. Succession planning. - Training people in the effective use of the competency frameworks.

Climate and Culture

- International research shows up to 30% of an organisations performance is determined by the culture and climate existing in the organisation (the number one impact factor on performance). In turn, 50 - 70% of the culture and climate is determined by the leadership style and influence. - Creating the right climate and culture - one that builds trust, openness and honesty, risk-taking and innovation, commitment, synergy and team work, encouragement and positivity - is hence an absolutely key requirement of leaders throughout the organisation. Assisting leaders to understand and design the appropriate culture and climate they need for success, the culture and climate they currently have, and the nature of any key gaps that need addressing. Helping leaders understand what leadership behaviours, practices, and attitudes will generate the desired culture and climate. Working with leaders to develop and sustain the desired behaviours, practices and attitudes.

	Planning For Results
- Helping individuals to clarify and plan their own work focus, priorities, actions, and measurements. Can include - Job Purpose Responsibility Areas Performance Indicators Writing Objectives BARS and Standards Action Planning Determining Priorities, Risk, Cost. - Developing simple tools and format for individuals to use in developing and recording their work.

Managing For Performance

- Helping managers to develop the processes, practices and skills to negotiate, maintain, and review effective performance from people, in a manner that builds commitment and ownership. - Developing simple tools and format for individuals to use in developing and recording their work. Can include - Principles for Performance. Principles for Motivation. Effective Communication Skills. Questioning. Listening Habits. Active Listening. Empathetic Listening. Preparing for Performance Negotiations. Negotiating Performance Agreements. Giving Feedback. Praising and Reprimanding. Coaching for Performance. Performance Reviews. Performance Appraisals. Career Development Interviews.

Turning Around Under Performers

- The tools and skills necessary to diagnose correctly the reason for lack of performance, and to apply the correct solutions to turn the performance around. Can include - Analysing Performance Problems toolkit. Courageous Conversations template. Giving Feedback model. Achieving Personal Change tools and processes. Coaching for Improved Performance model and tools. Praising and Reprimanding models. Identifying and removing performance interference factors.

	Project Management
- The tools, processes, systems for effectively planning, managing, tracking and reviewing projects. - The skills and practices for effective project leadership - where the real answer to project success lies.

Leading Service Breakthroughs

- The answer to success for any organisation in the service game lies in the quality of the service experience they provide. We work with service leaders and providers to identify where is the breakthrough in the quality of the service experience they can provide, which will become a real point of difference. Can include - Service Principles. Understanding the inherent paradoxes in services Defining the overall service strategy. Developing a compelling futuristic service vision. Identifying and aligning the elements involved in service vision and strategy systems and processes service culture service leaders service providers. Identifying and ensuring the right service providers. Understanding the impact of outcomes and processes in both routine and non-routine situations, and what makes a real memorable difference for customers. Understanding the 'moments of truth' Understanding the emotional impact of service, and how to use this to generate loyalty, repeat business, referrals, endorsements. How to use complaints to enhance loyalty. How customers rate service, and what is important to them. Creating breakthrough service experiences. Ensuring service providers have the right and necessary attitudes, ethics, passion and skills. Using 'service blueprinting' techniques to map service systems and processes in order to gain improvements.

Innovation and Creativity

- When most other factors are equal, the organisation which prospers in a fast changing environment is the one which can innovate, renew itself constantly, continuously improve, and has a high resilience to ongoing change. While most organisations seek this, many fail to achieve it. The reasons are usually two fold - People do not know how to be innovative and creative, have forgotten how to, or tell themselves they can't. The organisation's culture does not actively support, encourage, or require innovation and creativity - in fact, it may actively discourage it. Expecting greater innovation or creative problem solving without addressing these two issues is wishful thinking. We work with organisations, teams and individuals to address both these issues Can include - Understanding the principles of creativity, how the brain works, our own typical thinking patterns, and the creative process. Understanding how to grow our own creativity, self-assessing current creativity and optimism levels, identifying self-limiting beliefs and how to overcome these. Understanding and learning how to apply over 30 different tools to aid creativity, and applying these to real opportunities or problems. Understanding what attitudes and behaviours kill creativity in organisations and teams, and how to overcome these. Identifying the elements of a culture that supports creativity and innovation, and how to build this culture. Understanding how to generate planned and purposeful innovation and creativity within an organisation or team.

Personal Effectiveness

- In the end, we are creatures of habit. For some of us our learned habits may lead us to achieve our true potential in life, and to be highly productive and effective while on our life journey. For many of us the reality is that we have developed habits that keep us from achieving our true potential, or maybe we have just never learnt about habits that could be more fruitful for us, and the people we work and live with. This is a programme in self-exploration, with the aim of awakening us (or refreshing us) to habits, practices, attitudes and beliefs which may lead us to a more productive and fulfilling life, with a greater likelihood of achieving our true potential. ­ This may include - Personal leadership - what's involved? Productivity critical success factors. Establishing my purpose - what do I wish to create with my life? Personal visioning. Personal goal setting. Competencies Personal values Effective time management. Prioritisation. Establishing personal discipline. Personal change management Making my resolutions stick. Understanding my thinking styles and patterns, and the impact this has on my beliefs and habits. Understanding my communication and temperament style preferences, the impact this has on my habits and relationships, and how to become competent at adapting these when desirable. Personal motivation Emotional Intelligence Self Development Self Reflection Personal stress management. Work / Life balance. Self-Limiting Beliefs Personal Resilience Personal Optimism Learning Feedback Communication Relationships Synergy and Teamwork

Click here to contact us for more information about particular programmes, or for us to design a programme for your specific needs or for a free consultation on what your needs may be.