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Human Performance - How, What, Why - with voice

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  • 1. Human Performance How? What? Why?Xavier BARILLERProfiler, Peak Performance Coach, Trainer(33) 06 89 85 06 61 www.expat-solution-coaching.com
  • 2. Human Performance Approach? No 1 kind of Performance ! Approaching through 3 relevant questions: - HOW ? - WHAT ? - WHY? Based on more than 50 years of research. Being very practical.
  • 3. Human Performance Answering the HOW question HOW do we do best what we are good at? HOW do we perform best?
  • 4. Human Performance Answering the WHAT question WHAT are we good at? WHAT are my natural TALENTS? KNOWLEDGE TALENTS EXPERIENCE SKILLS
  • 5. Human Performance Answering the WHY question WHY I am motivated to use my talents? WHY I am moved to do something?
  • 6. Human Performance  SummaryMostVisible HOW ? BEHAVIOUR WHAT ? TALENT WHY MOTIVATION ?
  • 7. WHY: MOTIVATION The HEART of COMMITMENT Dr. Eduard Spranger Dr. Gordon Allport Human Value, Motivation and Drive Values: this Unknown Motivation VALUES
  • 8. WHY: MOTIVATION Structure of Values Hierarchy 7 classes Aesthetic Economic Individualistic Political Altruistic Regulatory Theoretical
  • 9. WHY: MOTIVATION Values: HEART of COMMITMENT Knowing your Hierarchy of values is vital for superior performance to ensure that your motivations are satisfied by what you do. This drives your passion, reduces fatigue, inspires you and increases drive.
  • 10. WHAT: TALENTS From the HEART to the BRAIN Cognitive TALENTS Ways of Thinking
  • 11. WHAT: TALENTS You NEED to KNOW WHAT you are GOOD at! WHAT are your TALENTS? It’s a COGNITIVE thing! Talents => Decision-Making Styles
  • 12. WHAT: TALENTS Over 50 years of scientific research 3 distinct Decision Making Styles A preference for 1 => subconscious force => affects our - decisions - perceptions -Personal style -Practical style -Analytical style
  • 13. WHAT: TALENTS 3 Different Decision-Making Styles 1st) The Personal Style: People with a preference for this style of making decisions tend to see the world from a personal point of view, or with concern for the individuals involved.
  • 14. WHAT: TALENTS 3 Different Decision-Making Styles 2nd ) The Practical Style: People with a preference for this style of making decisions tend to See things in very practical, no nonsense, real-world, task oriented manner.
  • 15. WHAT: TALENTS 3 Different Decision-Making Styles 3rd ) The Analitycal Style: People with a preference for this style of making decisions tend to see the world from a theoretical perspective, more in an abstract way than a concrete one.
  • 16. WHAT: TALENTS Summary of the 3 different World Vision of each Decision-Making Styles 1st) Personal Style: the world is filled with people needing to be understood. 2nd ) Practical Style: the world is an objective waiting to be achieved. 3rd ) Analitycal Style: the world is a problem to be explored and solved.
  • 17. WHAT: TALENTS 3 Different Decision-Making Styles You = Unique combination Everybody has a different Balance of these 3 styles => preference tends to be for one more than the other two condition our decisions and actions makes each of us different! These ways of making decisions, and how we use them, are at the CORE of WHO WE ARE.
  • 18. WHAT: TALENTS 3 Different Decision-Making Styles World / Oneself Oneself - Personal dimension - Practial dimension = Inner World - Analytical dimension Outside World - Personal dimension - Practial dimension - Analytical dimension
  • 19. WHAT: TALENTS 3 Different Decision-Making Styles World / Oneself Outside World:Personal => Empathy, Emotional IntelligencePractical => Practical ThinkingAnalytical => System Judgement
  • 20. WHAT: TALENTS 3 Different Decision-Making Styles World / Oneself Oneself:Personal => Self Esteem, Self BeliefPractical => Role AwarenessAnalytical => Self Direction
  • 21. WHAT: TALENTS Identifying & Measuring
  • 22. WHAT: TALENTS Identifying & Measuring ? Valuemetric science => no over behavior interpretations Dr. Hartman, a doctor of mathematics, philosophy, and law. Nobel Prize nominated for his work: => the objective measurement of value = the act of making judgments about ourselves and the world around us. Today: a mathematically accurate assessment that objectively identifies how our minds analyze and interpret our experiences. It also identifies how we are most likely to react in any given situation.
  • 23. HOW: BEHAVIOUR From the BRAIN to the BEHAVIOUR HOW do you prefer to use your TALENTS?
  • 24. HOW: BEHAVIOUR  Observable, Silent, Universal LanguageMostVisible HOW ? BEHAVIOUR WHAT ? WHY ?
  • 25. HOW: BEHAVIOUR Framework reference: - the latest interpretation of Dr. William Marston’s foundational work in the field of behavioral science. - behaving along 2 axes: => action orientation : either passive or active, => depending on the individual’s perception of his or her environment as either favorable or unfavorable.
  • 26. HOW: BEHAVIOUR Identification & Measure in 4 dimensionsHow you tend to : 1st ) Approach Problems and Make Decision 2nd ) Interact with Others and Share Opinions
  • 27. HOW: BEHAVIOUR Identification & Measure in 4 dimensions Your preference for 3rd ) Pacing things in your environment. 4th ) Established Protocols & Standards.
  • 28. HOW: BEHAVIOUR Identification & Measure in 4 dimensions + Identification of current Stress Areas
  • 29. Human Performance Summary Decisive Interactive Most HOW ? BEHAVIOURSVisible Cautious Stabilizing WHAT TALENTS ? Balance Dimensions : outer/inner world Personal / Practical / Analytical MOTIVATIONS / WHY VALUES Hierarchy of 7 classes ? = what we tend to satisfied through our natural Talents and how we express them.
  • 30. Human Performance Where is your Genius Level ? GENIUS LEVEL Behaviours of Performance = Aligning Values Talents Values Talents Behaviours
  • 31. Human Performance How to know your profile? As certified profiler, we provide: - Behavorial assessment - Assessments, - Talent assessment - Value assessment - Reports, - ‘‘Solution & Outcome Focused’’ Debriefing.
  • 32. Behavorial assessment What can we highlight for you? Full report • Your 4 behavioral dimensions • Your Style Summary — A comparison of your natural and adaptive behavioral styles • Your Behavioral Strengths — A detailed strengths-based description of your overall behavioral style • Your Communication — Tips on how you like to communicate and be communicated with • Your Ideal Job Climate — Your ideal work environment • Your Effectiveness — Insights into how you can be more effective by understanding your behavior • Your Behavioral Motivations — Ways to ensure your environment is motivational • Your Continual Improvement — Areas where you can focus on improving • Your Training & Learning Style — Your preferred means of sharing and receiving styles • Your Relevance Section — Making the information real and pertinent to you • Your Success Connection — Connecting your style to your own life
  • 33. Behavorial assessment Example of graph, easy to read!
  • 34. Talent assessment Identifying & Measuring about 80 different kinds of TALENTS Full report on the 80 different kinds of TALENTS orderly in 7 dimensions: 1. Envisioning an Outcome 2. Understanding Your Supporters 3. Communicating Your Vision 4. Serving Others 5. Inspiring Others 6. Guiding Others 7. Developing Yourself
  • 35. Talent assessment You will clearly know: - what Maximizes your performance. Minimizes - what you need to Reinforce to reach higher level. Develop
  • 36. Talent assessment Example of graph, easy to read!
  • 37. Value assessment Identifying & Measuring your personal Values hierarchy – Full report. Per Value class, you’ll find: - General Traits - Key Strengths - Motivational Insights -Training/Learning Insights - Continual Improvement Insights
  • 38. Value assessment Example of graph, easy to read!
  • 39. Personal, Team, Organisation Benefits  What? • Improving the understanding of oneself and other team members • Improving personal & team performance • Helping them to work more effectively with others and in teams. • Improving the ability to be managed or manage others.
  • 40. Personal, Team, Organisation Benefits  How? Including but not limited to: • Interpersonal and Intrapersonal Communication • Goal Achievement: Setting and achieving goals that are inspirational • Role Building: Creating roles that align well with motivations • Job Selection • Performance Management
  • 41. Personal, Team, Organisation Benefits  Context? Including but not limited to: • Recruitment • Employee retention • Stress Management • Assessment • Coaching & Training • Leadership • Change Management • Team Development • Conflict Resolution • Competency Frameworks • Performance Appraisal
  • 42. Business & Organisation issues  Some examples of the things that happen in business and within organizations: Lack of: - Ability to support others, Difficulties to decide - Ability to accept change, Too much time consumed Facing Rebelliousness, Stubbornness
  • 43. Business & Organisation issues  Some examples of the things that happen in business and within organizations: Too much of: Lack of: - Regulation/Processes - Practical return, - Power/Control - Self-fulfillment, - Form over function - Artistic expression - Traditional ways -…
  • 44. Business & Organisation issues  Some examples of the things that happen in business and within organizations: Lack of: Too much of: - Role awareness, - Conceptual thinking, - Creativity, - Micro-managing, - Ability to Lead others, - Customer focusing, - Self-direction, - Escaping responsibility, -…
  • 45. Business & Organisation issues  In all those cases and more, we can IDENTIFY where the Problem is and BRING you SUPPORT & SOLUTIONS.
  • 46. Time for ACTION Now !  2 options: - Waiting for the dice to roll in your favor … or NOT!- Making the First Step to SOLVE your issues and UPGRADE to a HIGHER LEVEL!
  • 47. Time for ACTION First Step to SOLUTION Contact and ask for your profile now! Xavier BARILLER (33) 06 89 85 06 61 xavier.bariller@gmail.com xavier.bariller@expat-solution-coaching.com www.Expat-Solution-Coaching.com