Performing at your peak capacity or consistently doing or exceeding your best is what managers and leaders who want to get ahead desire. But what is high performance? How is it defined and measured. Does it focus just on delivering your strongest capabilities; or does it include more than that? And how does one deliver high performance consistently – without burning out at the end of a particularly focused effort?

Coaching for high performance means not only supporting clients to hone and perfect their known strengths, but also to uncover unconscious and hidden capabilities that have not been explored, applied, or yet developed and perfected. “People persons” for instance, can also learn to be analytical, to think critically or strategically, or to apply themselves in ways with which they have not before associated.

“Techies” can learn new ways to express themselves in groups, to relate and work with others, to break free of their shyness, to become leaders, etc. Tacticians can learn to be strategic, or “creative free thinkers” can discover the value of dotting their “i”s and crossing their “t”s.

High performance coaches look and listen from behavioral models beyond the habitual and comfortable models familiar to their clients, to introduce new possibilities and opportunities for new actions and responses to the people, and the demands coming at the client, to provide breakthroughs in client’s habitual listening, thinking, acting, and producing.

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