international human performance
specialists
optimising performance under pressure
systems for success
focus on results
making an impact, getting results
systems for success
So what is it that enables a Roger Federer or a Tiger Woods to deliver their very best when the pressure is greatest? And, more to the point, is it really possible to analyse and "package" that ability, so that it can be learned and applied to any kind of pressure situation?
We've proved that it is. We design and deliver complete performance systems that work on three levels (as outlined in "what we do"), to help people optimise their natural talent and acquired skills consistently in every aspect of their professional and personal lives:
- Key principles: the overall reference point that provides a sense of direction; the "angle" on the task that needs to be accomplished. The aim here is to clarify the big picture; to give the individual or team a rock solid sense of what, in fundamental terms, they need to do in order to achieve their objective (something that is incredibly easy to lose sight of when the pressure starts to mount).
- Frameworks: in the form of practical maps, which are absolutely key to what we do at Gazing. The maps we provide show, on a single page, the terrain on which a task needs to be executed; the main obstacle or hazards that lie in the way; and the most direct route to a successful outcome. They allow the user to "see" where they are now, where they want to be, and how to move forward in order to get there. Gazing performance maps can be shared by members of a team; and over time, they become internalised so that users no longer need to refer to the physical object to know what action or decision to take.
- Practical tools: to provide a structured yet flexible approach to the task in hand, moment by moment, as it's performed. It's here that Gazing can really transform the way people operate, helping them make sense of - and respond appropriately to - challenging, complex or tense situations, as they arise. Used in conjunction with the relevant map, Gazing tools are proven methods for turning clear thinking into effective action.
10 REASONS WHY MAPS ARE THE WAY TO GO
Why do maps play such a crucially important part in the Gazing approach to optimising performance under pressure? We'll give you 10 compelling reasons:
Improved performance under pressure depends on learning new mental skills. But for most people, the psychological aspects of a task may seem hard to grasp. Maps demystify this unfamiliar territory by showing what is there - the main features, obstacles and hazards - so that users know exactly where they are, and what to expect.
The job of a map is to show you the territory, not to tell you which path or route to take. It provides valuable information, but it leaves you interpret it, and to decide how to act upon it. Used correctly, maps promote flexibility and choice, rather than rigid or dogmatic approach.
Everyone knows how to use maps. We work out where we are, where we want to get to, what the best route is . . . and then we get going. But they are practical in another sense, too. Psychological research shows that humans have a natural tendency to arrange complex information spatially inside our heads; to create our own mental or ‘cognitive’ maps. So the Gazing approach taps into the way people's brains actually work.
Maps present a simple summary of what can be a huge amount of information. More than that, they present it in a form that the human brain finds easy to recall: it's a widely understood psychological principle that we remember pictures or visual diagrams many times more effectively than the written word. In fact, once we are truly familiar with a map, we no longer need to look at it; we carry it around inside our heads - and can refer to it whenever we need to.
You don’t have to use a map if you are clear about where you are going. They become useful when you are uncertain and need some guidance. At these times, maps are priceless, giving back immediate control to the user. Behaviour becomes focused, directed and full of intent.
Good maps represent the world as it really is, including the hazards, obstacles, and areas to avoid. So they are just as valuable for showing us where we shouldn't go, as where we should.
We may plan our route in advance, but very often we need to check the map in mid-journey, to make sure we're still heading in the right direction. If not, the map helps us to make the necessary adjustments.
This ability to adapt and adjust while carrying out a task is a defining feature of high performance.
Every culture on the planet uses maps. They are one of the most practical tools known to mankind; people of all ages understand what they are for, and can learn to use them. For proof, look no further than our maps which have been used successfully in over 100 countries, in schools, sport and business, and by children as young as nine years old.
If a map accurately represents the world we live in, it will retain its usefulness indefinitely. Details may need to be refined or clarified, but the essential structure is of enduring value. This helps promote accountability. Because if someone has an accurate map and they end up in the wrong place, it's their responsibility.
A good map doesn't just help us find our way from A to B. If there is enough depth to the information it contains, it can also be an invaluable aid to exploring completely new territory. Gazing maps of the mind under pressure offer users insights into their own mental processes, enabling them to build on strengths and address weaknesses, in pursuit of new and better ways of performing tasks.
Putting theory into practice, when it counts
To give you a clearer picture of how Gazing systems work, let's focus on Sales - which is arguably the most basic and "universal" of all business functions.
Here, the key principle on which success depends is that the location of the sale is always inside the customer's head. Perhaps that sounds obvious, but it's a crucially important insight neglected by many sales training approaches, which focus instead on one-size-fits-all techniques the seller can use to "control" the customer.
Much better, and more effective, to recognise that customers may have different mind-sets in relation to making a purchase; and that only by locating where they are in the decision-making cycle can the seller be sure of using the appropriate strategy.
Next comes the framework, in the form of a map showing the four stages a customer goes through in reaching a decision to buy, the key obstacles that block progress at each stage, and the most effective strategy for overcoming them.
We also show here the two main "traps" that can cause customers to fall out of a sale, at any point - and what to do prevent this happening. (Resistance, for example, has three main causes, each of which sellers can learn to identify and counter-act.)
Among the practical tools incorporated in our Sales system are the Proposal Planner and the Strategic Selling Scorecard. These are the means by which the individual or team can evaluate their performance at each stage of the selling process, identifying strengths and weaknesses, to ensure continuous improvement in results.
Putting in place your system for success
How do we actually work with clients? In a typical project, there are three main phases:
1. Discovery
Working with those responsible for performance, we build up a picture of the direction the business is heading in, the challenges it faces, and the key factors that may be affecting how people perform under pressure.
Specifically, our initial assessment covers:
- Structure - do processes and systems need to be addressed?
- Skill-set - are people under-performing because they simply don't how to do what's expected of them?
- Mind-set - is approaching a task with the wrong attitude affecting performance?
2. Introductory workshop
Based on what we've learned in the discovery phase, we adapt our proven principles to the particular needs of the client, in designing a tailor made introductory workshop.
This provides a highly practical introduction to the key principles, maps and tools that make up the system - based on real-life situations and challenges that participants will immediately recognise.
3. Implementation
Crucially, it doesn't stop there. Working from your perspective, we can help to refine the system once your people are actually using it- ironing out any glitches, and focusing on details that may increase effectiveness.
We're there to provide as much, or as little, implementation support as you need, as well as continuous monitoring and evaluation. In short, we're happy to do whatever it takes to ensure that your Gazing system delivers results.
Partners in improved performance
As you've read, we're not in the business of delivering neatly packaged training products, then walking away and leaving the client to struggle with implementation.
Our focus is on sustainable improvements in performance, which means that in the majority of cases, we work with clients over a period of months, or even years, to ensure that the Gazing system we've introduced is functioning effectively, fully understood by those who use it, and delivering the best possible results. (We're very happy to say that our partnership with Xerox, our first ever client when we started 10 years ago, is now stronger than ever.)
Of course, our clients expect exceptional performance from Gazing. But our systems for success achieve most when they come to see us as partners in a mission-critical undertaking: unlocking
the vast human potential within their business, freeing people to give their best, whatever pressure they may be under.