Performance Consulting

Success depends on good performance. Period.

The better your performance, the better chance you have of succeeding.

Corporations must perform. Hospitals must perform. Schools must perform.

Leaders, nurses, teachers, athletes, clerks, sales people, servers, and engineers have to perform.

The more we can predict and manage performance, the bigger our competitive advantage.

What's the key to understanding performance?
It is out of sight, but not out of reach . . .

If everyone thinks they have the answer to performance, then we want to start with the question: The first question would address the complexity of performance. There is no "magic bullet" or secret formula that will transport you to performance nirvana. And, although hard work seems to be one element of high performers, especially those who do not have as much physical or natural talent as their peers, hard work alone won't do it . . . or a whole lot of us would have been superstars!

About six years ago we encountered an area of cognitive psychology that introduced us to the construct of attitudinal and motivational patterns. These patterns, it turns out, have a large impact on how we experience the world, on the manner and extent to which we use our competencies, and how our emotional systems contribute to motivation.

In conjunction with a strategic partner, Patrick Merlevede of jobEQ, we began work on a visible template of how performance occurs. The current version of that template is the graphic below. We've been using this template for the last six years to structure and manage research, interventions, and learning. We are gaining more and more evidence that nested in this fairly simple template of a complex concept of performance is something worth pursuing . . . unless, of course, you are absolutely convinced that there is a performance equivalent to the Fountain of Youth.

Our Perspective on Performance

Based on our experience to date, we are convinced of the following:

There's more, but that gives you and idea of how the literature, research, and experience map the landscape.

What we are documenting in case after case is that the extent to which you know what patterns are characteristics of high performers in a context and a role, you have the information you need to identify individuals who have a higher probability of performing at levels of excellence.

Some Performance Resources

To date, our application of knowledge about performance has been primarily focused on incorporating the assessment of motivational and attitudinal patterns into leadership development and coaching efforts. The tool we use is called The Inventory for Work Attitude and Motivation (iWAM).

In addition, we have done some work combining assessment of two of the three components of the performance mode—one involving two sales organizations (Motivational & Attitudinal Patterns + Sales Performance Analysis) and one on youth leadership camp staff (Motivational & Attitudinal Patterns + Values Analysis). For information on these and other projects, contact us.

The flagship of the performance analysis tools for motivational and attitudinal patterns is called a Model of Excellence. A model involves a statistical and analytic review of motivational and attitudinal data and performance ratings. The result identifies the key patterns related to performance in a role and the range into which high performers fall. Further, the analysis yields a predictive statistic indicating what percentage of the performance rating can be attributed to the patterns. With a high enough predictive percentage (the best tools in hiring yield a 40-45% prediction according to some research) and other screening tools that provide other kinds of critical information related to performing well, an organization can significantly improve the quality of people it hires. There is also a strong indication that correct hiring also improves engagement and longevity!

For more information on how to predict and manage performance, contact us.