Welcome aboard! On this presentation about Human Performance and how to achieve a higher level of performance.

1. Human Performance
How?
What?
Why?
Xavier BARILLER
Profiler, 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
 Summary
Most
Visible 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 Intelligence
Practical => Practical Thinking
Analytical => System Judgement

20. WHAT: TALENTS
 3 Different Decision-Making Styles
World / Oneself
Oneself:
Personal => Self Esteem, Self Belief
Practical => Role Awareness
Analytical => 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 Language
Most
Visible 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 dimensions
How 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 ? BEHAVIOURS
Visible
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