Introducing
The Performance Collective
Proud partners of.....
© The Performance Collective 2
© The Performance Collective 3
Growing Leadership Growing Performance Growing the Future
© The Performance Collective 4
“Organisations that are fit for
human talent and potential to
be fully realised.”
© The Performance Collective 5
Growing Leadership
Leadership is a human behaviour, not a job.
We are all leaders and make ...
© The Performance Collective 6
Growing Leadership
Our team supports Growing Leadership:
• One-to-one Coaching
• Team Coach...
© The Performance Collective 7
Human beings behave differently in
different environments.
Our behaviour affects our perfor...
© The Performance Collective 8
Our team supports Growing Performance:
• Growing your Performance Environment
• Performance...
© The Performance Collective 9
For organisations to sustain, they must
dream their own future and focus on
achieving their...
© The Performance Collective 10
Our team supports Growing the Future:
• Purposeful Leadership
• Strategy Development
• Lea...
SOME OF OUR MODELS
© The Performance Collective 11
Development principles
© The Performance Collective 12
Confidence – understanding the
issue, clarity of outcome, identifyi...
Balancing alignment and engagement
© The Performance Collective 13
Performance is optimised when both are actively nurture...
© The Performance Collective 14
Chaotic Club
Harmony and self-actualisation are valued
over outcomes. Purpose is vague and...
Elements of the performance environment
The 2 x 5 Steps to align and engage
© The Performance Collective 16
Turning strategy into workBuilding team capability
1. ...
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Leaders creating human spaces - from The Performance Collective

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Human Spaces are organisations fit for human potential and talent to thrive and be realised

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Leaders creating human spaces - from The Performance Collective

  1. 1. Introducing The Performance Collective
  2. 2. Proud partners of..... © The Performance Collective 2
  3. 3. © The Performance Collective 3 Growing Leadership Growing Performance Growing the Future
  4. 4. © The Performance Collective 4 “Organisations that are fit for human talent and potential to be fully realised.”
  5. 5. © The Performance Collective 5 Growing Leadership Leadership is a human behaviour, not a job. We are all leaders and make choices about when to lead. Growing our leadership start within ourselves; who am I and how do I want to lead? Growing our leadership is not just about skill, but awareness, purpose and choice. Growing our leadership is a lifelong commitment to ourselves.
  6. 6. © The Performance Collective 6 Growing Leadership Our team supports Growing Leadership: • One-to-one Coaching • Team Coaching • Self-awareness and building effective relationships workshops • Leadership Development • Emerging & Future Leaders Development • Developing Effective Dialogue
  7. 7. © The Performance Collective 7 Human beings behave differently in different environments. Our behaviour affects our performance. There are therefore environmental conditions which stimulate higher performance. Leaders create the performance environment. So, leaders directly influence performance by creating an optimal environment for performance. Growing Performance
  8. 8. © The Performance Collective 8 Our team supports Growing Performance: • Growing your Performance Environment • Performance Environment Diagnostics • Leadership and Team Coaching • Team “Springboards” – for new teams and those in need of renewal • Optimising Alignment and Engagement • Developing High Impact CommunicationGrowing Performance
  9. 9. © The Performance Collective 9 For organisations to sustain, they must dream their own future and focus on achieving their ambitions. Leaders need to: • Be constantly aware and present in today • Create an environment for new ideas to develop • Align and engage the whole organisation behind a compelling purpose • Coach and nurture • Lead transformation with courage Growing the Future
  10. 10. © The Performance Collective 10 Our team supports Growing the Future: • Purposeful Leadership • Strategy Development • Leading for Innovation • Growing coaching skills • Leading Transformation Growing the Future
  11. 11. SOME OF OUR MODELS © The Performance Collective 11
  12. 12. Development principles © The Performance Collective 12 Confidence – understanding the issue, clarity of outcome, identifying appropriate and effective options for action, choosing what to do. Competence – knowing how to do it; developing skills and techniques for getting to action. Reflecting, learning and applying the learning to the next phase. Courage – Getting into action; having the courage to do things differently, without inhibition but with full awareness. Personal development is achieved when all three grow......
  13. 13. Balancing alignment and engagement © The Performance Collective 13 Performance is optimised when both are actively nurtured......
  14. 14. © The Performance Collective 14 Chaotic Club Harmony and self-actualisation are valued over outcomes. Purpose is vague and all- inclusive Maverick Dictatorship Adhocracy determined by power (usually ownership) and personal preferences Command & Control Management is valued over Leadership Heavily dependent on rules, processes and systems. Focus is on efficiency of delivery today High Performance Balanced and situational Leadership and Management. Focus is both today and future Low Alignment High LowEngagementHigh
  15. 15. Elements of the performance environment
  16. 16. The 2 x 5 Steps to align and engage © The Performance Collective 16 Turning strategy into workBuilding team capability 1. Strategic Context Where are we going? 2. Team Purpose Why do we exist? 3. Team Objectives What are we here to do/ deliver? 4. Key Programmes & Tasks How will we deliver? 5. Accountabilities and Responsibilities Who will do what? 2. Individual Purpose Why does my role exist? Why is that important to me? 1. Clarify Expectations What do I have to deliver/do? How will this be measured? 3. Assess Ability What strengths & weaknesses do I bring? 4. Assess Motivation Is the environment right for me to deliver my best? 5. Build Capability What actions will we take to develop and fill gaps

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