Performing Under Pressure: Doing Your Best When it Matters Most
Why are some people able to deliver under pressure while others fall apart? This program, based on the ground-breaking New York Times bestselling book, Performing Under Pressure, The Science of Doing Your Best When It Matters Most, answers this question. After studying more than 12,000 individuals from around the world, over seven years, IHHP learned what the top 10% performers do to succeed under pressure.
In this innovative, case study driven program, you will learn:
- How to better manage pressure so instead of becoming a ‘derailer’ it becomes a competitive advantage to grow your career and help your organization drive performance.
- Research from our study of 12,000 people and what the top 10% did to excel under pressure.
- Three pressure insights that will help you avoid the sabotaging effects of pressure.
- Stories of leaders and organizations who have managed pressure effectively to get to the other side of performance.
- How to build your ‘COTE of Armor’ (Confidence, Optimism, Tenacity, Enthusiasm) to help inoculate you against pressure and increase your confidence as you walk into any pressure situation.
Emotional Intelligence: The Missing Ingredient In Building a Highly Engaged Culture
Why would anyone want to be led you? This is the single most important question a manager or leader needs to ask themselves if they want to unlock the potential and creativity of their people. The reason your employees get up in the morning and choose to be engaged and productive has nothing to do with a manager’s level of IQ or technical capabilities, it has everything to do with their manager’s level of Emotional Intelligence (EI).
The research is clear that Emotional Intelligence is the single most important driver of an engaged, results-driven, highly effective workforce, especially in environments that are undergoing significant change and disruption.
In this interactive keynote, your team will discover:
- What the brain does under pressure and specific tools & strategies to effectively manage situations of tension and
- Self-awareness: understanding the impact of your leadership style and how to win the hearts and minds of your people by connecting to the emotions that drive their
- Engaging stories from the frontlines of leaders who are stepping up and winning in the most challenging, pressure-filled
Why The Conversations You AREN'T Having Hold You Back and What To Do About It
When facing a challenging conversation, most managers adequately cover the first 92% of content they want to cover. When they get to the more difficult part of the conversation, more often than not, they avoid the last 8% of the conversation. What’s missed is the critical information and feedback an individual or organization needs to improve performance, grow and achieve objectives.
Having the “Last 8% Conversation” is one of the key differentiators of world class organizations and
while having them is not easy, it is a skill that can be learned and mastered.
In this powerful keynote, your team will learn:
- What is a “Last 8% Conversation” and why most people avoid
- How to have these conversations in a way that the other person can hear
- How to navigate the difficult emotions that typically prompt us to avoid the Last 8%
- How to inspire your team to be more courageous and skillfully step into having the conversations they need to
All Change Is Personal: The Need to Focus On People During Disruptive Change
If the Hippocratic Oath main directive is ‘first, do no harm,’ then the brain’s is ‘first, keep alive.’ Yet the usual approach most organizations take in managing change and disruption does not take into consideration this neurological reality. Leaders bring their ‘five-point strategies’ or get overly focused on the latest technology and completely miss that real change happens in the mind, and more specifically, in the operating systems (the brains) of their people.
To get your organization to successfully adapt to external disruption and the new world of work, requires managers and leaders to accept that all change is personal and that until they start managing from this point of view, their people will not step into uncertainty and take the risks required to achieve successful change efforts.
In this provocative keynote, your team will hear about other organizations that have succeeded in adapting to change and disruption by leveraging the operating system of the brain.
Your team will learn:
- How to identify the traps leaders fall into as they attempt to manage the pressure of
- How to create an environment of risk-taking and learning to adapt to
- Concrete tools to help leaders manage their emotions, thoughts and conversations to lead more effectively in the face of change and
- How to help your organization take action and approach the pressure associated with change and disruption with more confidence and
How to Use Mindfulness To Lead Your Team
From the moment we wake up, we are bombarded with emails and inundated with requests. Distractions today are stronger and more pervasive than at any other time in human history, diminishing our ‘attentional strength’. Yet leaders are expected to slow down, focus and make thoughtful decisions in a volatile, uncertain world. How is this possible? The answer is Mindfulness.
Mindfulness is a practice that builds our attentional strength, increases our ability to deal with the ups and downs of work life and increases resilience. In the same way that we go to the gym to build strength and endurance, Mindfulness is like strengthening for our brain. It is the antidote for a multi-tasking world where leaders need to make important decisions, be present to engage people and inspire their teams to the next level of performance.
In this progressive keynote, your team will learn:
- The science of the brain under
- An introduction to the practice of Mindfulness; its performance and health
- Tools to slow down and be decisive when important decisions need to be
- How to use Mindfulness to become a more effective leader that others will want to
The Art of Empathy
How are managers doing today with all of the change and challenge they are facing?
Well, 65% of employees would forego a pay raise to get their manager fired.
Maybe not so well.
What to do? With engagement levels at historically low levels, this is a serious problem organization need to solve if they are going to adapt and win.
The good news? We have found in our data pockets of employees who feel differently, who are far more engaged. The reason? They felt they had an ‘exceptional’ manager who, specifically, had a higher level of empathy.
This program focuses on what your managers can do to create a high-performance environment that meets the needs of your employees:
- How your managers can be an ‘umbrella’ manager for their people – someone tuned in and understanding of the challenges their people face and who can offer protection from the stress and pressure everyone in the organization feels. These kinds of exceptional managers lead with a balance of ‘Heart’ and ‘Edge’.
- What is Heart and Edge? It is the ability to listen, have empathy, be humble, and be able to emotionally connect while at the same time, set challenging expectations and hold people accountable.
- Employees with exceptional managers had greater clarity of what was expected of them, and when they met a particularly challenging situation knew that their manager was on their side – that the manager was someone whom they could go to for help and who would come through when it was needed.
- Your team will learn actionable strategies to manage more effectively they can use the very next day from this inspiring program.