Fact for the month: Did you know Gazing have trained over 30,000 people in the last 20 years?

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Uniquely designed programmes proven to enhance performance under pressure. Choose your sector here:

The simple value of a one page approach

We all know that feeling, when you buy something and the instruction manual is akin to War and Peace – who doesn’t just throw it down and try to work it out themselves? The same can be said for any plan or strategy, the longer it becomes the more complicated it gets and whilst complexity is often seen to make things look more important, it can lead to poor execution and increased pressure.

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Businesses must innovate but technology isn’t enough

Businesses are spending millions on new software and digital technologies, transforming operations and bringing them into the 21st Century. Once the investment is made, achieving a solid return on your outlay and ensuring the wider rewards are reaped, requires company wide effort. Technology on its own won’t create a drastic shift in business, there are three key aspects to be realised first:
1. Tools – finding the right technology for your business
2. Training and skills – ensuring that your employees have the skills and training to use the tools effectively
3. Management and direction – focusing the management team to lead by example

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England and the Ashes – don’t think about ‘pink elephants’

As the Ashes series gets going this year the spectre of the England team’s previous mental collapses has loomed large. There is little debate that the ashes series in Australia are close to the top of the sporting pile, at least in terms of pressure on performance and the white hot environment created by Australian media, crowds and their players, not to mention the high expectations that the England team travel with from home. But this year it seems a lot of media and pundit input has been focused on what England must not do IE. don’t give your wicket away, don’t be intimidated or don’t lose 4/5 wickets in a session! All seemingly good advice, however it feels like the comment has been overly focused on events and outcomes that the England team do not want to happen. Much like the age-old golfing advice ‘make sure you don’t hit your ball in the water’.

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Generating sales excellence through sales enablement

Three common flaws in Sales Enablement efforts

The sales team is often viewed as the bedrock of a business, without them there is no revenue! So organisations nowadays often invest in their own sales enablement strategy and team to provide much needed support for their salespeople in terms of training, systems and tools and field support when appropriate. But it is often this sales enablement strategy and the department’s approach that has the most visible flaws. There are three issues which are we find are particularly common:

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Supporting grassroots rugby

We talk a lot about world-class rugby on the Gazing blog, as it’s something that’s not only close to our hearts but shows brilliantly the principles of clear thinking, leadership and performing under pressure. Although we’ve done a lot of work with the New Zealand All Blacks to develop their mental skills, we’re supportive of sport at all levels; we’ve no doubt that the lessons learned by the All Blacks aren’t just applied on the rugby field, but they also use Red to Blue Head theory in any number of everyday situations.

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Gaining clarity in critical moments – the Gazing Principle

Three key takeaways

1. Taking a deliberate step backwards, mentally, will increase the likelihood of being able to think clearly in high pressure situations 
2. Thinking clearly will help a person take in all the necessary information and gain a better understanding of the situation, allowing them to make better, more strategic, decisions  
3. High achievers and performers have a critical ability to clearly assess the consequences and potential risks of their actions whilst under pressure; this ability helps them to make more considered decisions and then act with focus on the specific task, whilst keeping the bigger picture in mind.

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Treating the causes of disengagement, not just the symptoms

The Gazing approach

Our three key things to consider when tacking the issue of employee engagement:

  • Think like House If you’ve ever watching Hugh Laurie in the series House, M.D., you’ll know what we mean. Rather than simply treating the symptoms, House looks at what the underlying cause that links them all could be. Don’t simply try to ‘fix’ disengaged employees – or worse, get rid of them! – find out where the disengagement is stemming from and solve that problem first.
  • Coaching is one solution Coaching is often the default when employees aren’t performing at their peak. It is certainly effective and will take into account many of the symptoms, however it isn’t suitable in all situations and it shouldn’t be used as a one-size-fits-all Band-Aid.
  • Dialogue not monologue This is often the problem with review meetings, they turn into a manager’s review of the employee and there is little opportunity for dialogue. Getting employees to talk can be akin to getting conversation out of a sullen teenager, however that line of communication can be vital in understanding why disengagement is occurring and the levels at which it is impacting the business.

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The pressure on our children - are parents part of the problem? 

Consuming modern media is practically all-encompassing; it’s hard to disconnect from news, events or even the goings-on in other people’s lives. For children, social media arguably gives them a much greater understanding than any other generation but it could also allow them to access information they’d not usually encounter until adulthood – and one other potential drawback is how ‘success’ is promoted on social networks.

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Six Nations: Was the expectation on England Rugby too much?

England’s Six Nations loss to Ireland last weekend has come under so much scrutiny in the press you’d be forgiven for forgetting that they’d won the RBS 6 Nations title for the second year in a row! Of course, this game wasn’t just about the 2017 Championship, as a lot of the focus and hype prior to the game related to hopes of a Grand Slam and a world record.

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England’s Six Nations success shows the importance of quickly adapting to change

We’re close to the mid-point of the RBS Six Nations and England are looking strong. With two wins under their belt, they’re in a position of strength with much talk of another ‘Grand Slam’. However, their journey here hasn’t been plain sailing and the strength of their performance is a testament to their mental resilience and their ability to adapt to change.

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Red To Blue Image

"The techniques that we learnt from Gazing form the backbone to our department. The team believe in it and use it everyday. It has had a significant impact on the performance of the team, not only in terms of sales, where the numbers have gone up, but the team feels less stressed too".
Ian Roberts, Head of Avis Sales Direct, AVIS

“Gazing gives us a concise structure that we can always go back to; something we can refer to, in good times or when things are a little more difficult. In a multicultural business, the Gazing approach is invaluable because it gives us a common language, a shared understanding”
Andy Hurt, General Manager, Xerox Emirates

“The Gazing training our leadership team just completed is fantastic. By far the most relevant sales management training I have done”
Sales Director, OpenText

"My job as coach is not just to make them better at passing and tackling - as rugby players - but better people too. The red to blue training brought about a series of tactics which can transcend sport, it has given the boys a common-sense way of approaching things, whether they’re on the pitch, in an exam or just going about their everyday lives.”
Jim Kottler Richmond Rugby Club

"Gazing performance provided me with a simple set of tools that helped and continues to help me perform under pressure. Knowing what I can control in any given situation combined with situational planning and the control of attention to produce the right mind set has resulted in continued improvement in performance both in my professional and personal life.”
Dan Pollen, Teacher

"At Teligent we have used Gazing’s human performance model to align our people and our processes to the activities that really make a difference to our business performance. Our objectives are clear and measurable. The model is simple and workable”
Mark Pilgrim Managing Director, Teligent