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High Performance

High Performance is not a credential. It is not a destination. It is what one becomes, or a group becomes, as they begin to work together as a seamless team where they are all accountable to each other and to the enterprise for delivering on their commitments. The concepts are simple, but the real-life dynamics which take place in an organization have a tendency to take what seems simple and makes it practically impossible.

Picture a team that is committed to the goals of the organization, have the right players, are aligned on a single direction, and have each others back and trust. Let's create that team.

So how do you become “High-Performing?”


Individuals begin their journey to becoming a High-Performance contributor by committing to certain behaviors. They commit to working collaboratively and adopting protocols as everyday ways of working. They commit to depersonalizing feedback they get, and they commit to not participating in the gossip culture within an organization.


Anyone can learn new skills. They have to be willing to make some commitments to themselves, their colleagues, their boss, and their coach (if they have one), where they can be held accountable to the skills they have learned, and the behaviors they have committed to.
These skills are available in the training section of the site. They include, but are not limited to:

  • Active Listening
  • Asserting
  • Conflict Management
  • Situational Leadership
  • Team Alignment

    Even our vehicles can get out of alignment. When that happens, we feel the car running less smoothly. It my pull to one side, and we typically see the accelerated wearing away (balding) of the tires.

    When our relationships or business functions are out of alignment we experience our associates working at odds with us. We see the breakdown of relationships. We experience our time being wasted unnecessarily. It is generally an uncomfortable way to work!

    Gaurav Gupta, Lead Consultant, Stroud Consulting says; “alignment is an agreement on the goals of the organization and on the process of allocating resources to achieve these goals.” This is a good mechanical definition. Most people see a process as a step-by-step procedure to follow to get something done. If I follow this set of steps, I will achieve my goals.

    There is more to it than that!

    Alignment requires a set of fundamental ways of working between the humans who execute these agreements. If a process to follow does not include how people agree to work with each other, then the likelihood of achieving the goals is substantially reduced. When people and teams are aligned, far more gets done in the same period of time. You literally increase your individual and team bandwidth.

    • What are these ways of working?
    • How do we decide which one's we'll use?
    • How do we enforce them?
    • Are there ways of working sustainably
    • What if I have a new team member?
    • If I am aligned can I get more done?

    Aligning a business team

    When a team is aligned, everyone wins! The individual contributor, the leader, and the business all win!

    Aligning a team requires a leader committed to continuous improvement. It requires a leader who is coachable. It requires a leader who is not afraid to make difficult decisions for the betterment of the enterprise.

    Yes, they want the jump-start, they want to get up and running quickly. They want to keep the team charged and demonstrating a high degree of excellence. They want sustainability!

    This is attainable.

    We plug the team into our diagnostic device that follows the bullets below, and the data that comes from that informs us where we need to focus in our quest for high performance.

    • We will establish that we have a client who is committed.
    • We will survey your team to understand their view of the team at that point in time.
    • We will analyze the responses and come up with a team profile.
    • The team profile informs us how we will engage the team during the alignment sessions.
    • Team members debrief the data themselves and with facilitated help, they work their way toward an action plan coming out of the session.
    • Their action plan is crafted along with timing for completion and an owner of the action.
    • Part of the action plan will be to enroll the team in a skill building regimen listed under the Training section.
    • The team commits to reassessing 4-5 months out. Going through a similar process to determine the progress they are making.