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Select Newsletter 3 Things To Remember In 2012 Ethics and The ART of Performance What can leaders demand? The ART of Performance within A little less conversation and a little more action. ART #6 Maverick leaders - asset or liability? ART #5 If it aint broke, why fix it? - ART #4 Are you thinking straight? - ART #3 Is your team too cosy? The risk of relating too well - ART #2 Relating Well – The ART of Performance #1 Spring 2011 Autumn 2010 Summer 2010 Spring 2010 Christmas 2009 Autumn 2009 June 2009 April 2009 Christmas 2008 July 2008 May 2008 Spring 2008 Autumn 2007 Summer 2007 Spring 2007 Spring 2006 Spring 2005 Autumn 2004 Spring 2004 Autumn 2003 Spring 2003 Autumn 2002

Our approach

We use a simple, yet powerful model to underpin how we work.  It’s called the ART of Performance and it’s based on watching and working with successful leaders in both sport and business – as well as on sound theory (but we don’t want to major on that)

The ART of Performance relies on your ability to

Act: to remain  focused on achieving real outcomes, able to turn decisions into action

Relate: to support and challenge the people around you,  communicate well and deal creatively with conflict

Think: with clarity of thought and free of anxiety, able to move between the big picture and the detail

When these three come together in the right dynamic balance, it looks like this:

If you’d like to use our  self assessment tool to see how you stack up, please click here

But of course it doesn’t always work this way.  We’ve identified 7 common patterns of disconnects that can interfere with peak performance.  These can show up as a chronic pattern or only under stress.

Here are a couple of them:

We’ve worked with leaders who can develop their strategy (T)  and drive change (A)  – but because they fail to relate (R) well to people they never get the full buy-in they need to succeed in the long term.  The result is a lack of engagement, burn out, and the loss of talent. Fortunately we’ve got pretty good over the years at helping this sort of leader pay more attention to themselves and their teams – with great long term benefits.

 Of course the opposite problem can occur too.   When teams over-emphasise relationships ( R ) they lose track both of their customers (A), and their plans and process (T).  This situation is too cosy to achieve real performance, so  we help leaders re-connect with their real job, make the tough decisions and focus on action.

One leader we worked with came from a background in management consulting, where intellect was prized above all else.  In a sales-driven environment he drove his staff crazy, because he spent too much time locked in his office analyzing spreadsheets, and not enough time with his team enabling them to deliver.  Our coaching helped him learn how to build stronger relationships, and direct his team towards action.

If you’d like to learn more about the other disconnects, get in touch

How we help our clients develop their own ART of Performance:

1.    We start by making sure we all understand what’s happening, especially your current strengths
2.    Then we help you diagnose the pattern of disconnects – when, how, why and with what impact?
3.    Agree a tailored intervention such as individual or team coaching,  a series of Master-classes or a Leadership programme. This will strengthen your capacity to Think straight, Relate well and Act powerfully
4.    And we encourage integration of all your capacities, to re-connect the disconnects and help you use your own resources to perform consistently at your best.