Performance has little to do with the strength of the brand, the brilliance of the strategy, or even the number of nap 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, Influencer, and Getting Things Done®.
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:
Our courses are designed with follow-up instruction and deliberate practice. That’s a fancy way of saying we teach people the behaviors they should do to achieve the results they want.
In addition to the cognitive, behavioral, and motivational elements crucial to learning, we added cuing to our model of behavior change so people can recognize when to use their new skills.
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.