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.
April 1, 2013
How to Turn a Group into a Team: The Holographic Approach

How to Turn a Group into a Team: The Holographic Approach

There are many answers to this question. A good place to start is an understanding of the principle of holography and how that applies to teams.
March 14, 2013
Making Requests a Way of Life

Making Requests a Way of Life

In Joseph Friedman’s last post (The Three Guidelines to Maximize Your Conversational ROI) he calls conversations, “the actions of business.” Conversations either forward action, or they don’t. When I was first introduced to the concept of conversations as action, it challenged the way I thought about things. “Conversations are actions? But they’re just a bunch of talking. Isn’t talk cheap?”
February 28, 2013
The Three Guidelines to Maximize Your Conversational ROI

The Three Guidelines to Maximize your Conversational ROI

Whether in business or in our personal lives, when we make an investment, we want a good return. It is easy to know whether we’ve made a good investment–if we put in $100 and get $175 back, we’d most likely declare this a good Return on Investment (ROI).
October 24, 2012
It’s Fundamental: Relationship is the Foundation of Accomplishment

It’s Fundamental: Relationship is the Foundation of Accomplishment

At JMJ, we say that “relationship is the foundation of accomplishment.” It’s one of our core principles, one we take very seriously. What does it mean? Basically, it means that to get great results, we focus on our relationships with our work and with those involved in the work we do.