Performance has little to do with the strength of the brand, the brilliance of the strategy, or even the number of sleep pods scattered around the office. In other words, we’ve built our business on the understanding that performance has less to do with processes, systems, and perks—and everything to do with people.
Our focus on performance has led us to identify four high-leverage skill sets demonstrated by the best of the best. When work is routine, top performers behave like everyone else. But as soon as stakes are high, projects turn crucial, and results are on the line, top performers behave differently. They’re masters of dialogue, accountability, influence, and productivity. These are the skills we teach in our award-winning training courses: Crucial Conversations, Crucial Accountability, and Influencer.
It isn’t easy to bring about real change. Training that receives top-notch ratings often yields no perceptible change in performance. To overcome this transfer problem, we:
TRAIN ACTIONS, NOT OUTCOMES
Our courses are designed with follow-up instruction and deliberate practice.We teach people the behaviours they should do to achieve the results they want.
USE A FOUR-PART MODEL OF BEHAVIOUR CHANGE
In addition to the cognitive, behavioural, and motivational elements crucial to learning, we added cuing to our model of behaviour change so people can recognise when to use their new skills.
STUDY THE BEST BEST PRACTICES
While some best practices improve morale or eliminate annoyances, others improve key outcomes like productivity, safety, and quality. We focus on the highest-leverage skills demonstrated by the most influential people.