Tag: High Performance

December 14, 2018
The Three Questions to Ask for Breakthrough Performance

The Three Questions to Ask for Breakthrough Performance

When the results we’ve always gotten equal mediocre performance, what should we do? It’s said that Einstein remarked, “Doing the same thing again and again expecting a different result is the definition of insanity.” Repeating what we have always done will doubtless get us the results we have always gotten.
December 12, 2018
The Three Dimensional Chess of Organizational Performance

The Three Dimensional Chess of Organizational Performance

Often, getting an organization to that next level–the one where you’re not just meeting goals, but surpassing them and moving into almost unimaginable territory–can be tricky. It’s not always obvious how to move beyond business as usual, particularly when business as usual has gotten strong results up to this point.
December 3, 2018
Coaching: Bringing People and Organizations to Where They Want to Be

Coaching: Bringing People and Organizations to Where They Want to Be

The English term ‘coach’ is derived from a medium of transport that traces its origins to the Hungarian word ‘kocsi’ meaning ‘carriage,’ named after the village where carriages were first made. The first use of the term ‘coaching’ to mean an instructor or trainer arose around 1830 in Oxford University slang for a tutor who ‘carries’ a student through an exam.
July 10, 2013
Moving Beyond Business as Usual: Transformation

Moving Beyond Business as Usual: Transformation

The word “Transformation” is a bit of a buzz word these days. It has come to mean many different things to many different organizations. However, at JMJ, we use the word to describe what it is we actually do—and our clients often attest that, after partnering with us, their organizations or projects actually are “transformed.”
May 31, 2013
The Seven Questions to Ask BEFORE a Project Begins

The Seven Questions to Ask BEFORE a Project Begins

Go slow to go fast.” This is a slogan that is particularly relevant at the beginning of projects, jobs or strategic initiatives. Often, in the rush to get going, leaders fail to set themselves up for success. Critical omissions emerge at the most inconvenient times that arrest forward progress on goals.