1. Our Capabilities February 21, 2011 Presented to:

2. 3. Performance Vertical Consulting, LLC Our Mission To act as a catalystto organizations seeking sustainable success, competitive excellence and desired business results.We provide trusted advice in the selection,deployment, management, development and retention of talent. 4. Installing Peak Performance Systems in Individuals, Teams, and Organizations 5. Luis F. Valdes, Ph.D.

B.S., Psychology, University of Texas at El Paso (1977)

Ph.D., Counseling Psychology, Texas Tech University (1984)

Staff Psychologist:University of Notre Dame, University of Texas, Georgia Tech

Consultant to business and organizations (1994 to present)

6. Performance Psychology The study of the conditions, behaviors and mental processes necessary for the achievement of peak performance. 7. The Organization

Every successful organization can tell a great story about its people.

8. Peak Performance is

the ability of the individual, team and/or organization to attain aconsistent and sustainablelevel of high performance.

9. How do we do it? Culture Competencies Processes Discipline Speed Agility Strength Peak Performance Strategy People Organization Fitness Review Results 10. Services

Human Capital Consulting

• Board Advisement

• Executive, Managerial, Employee Assessment

• Organizational Fitness Review

• Managerial & Leadership Development

• Leadership Continuity

• Coaching

• Career Transition

Peak Performance Training

• Sales

• Peak Performance Training Camps

• Team Training

• Navigating Turbulence Training

11. First 100 days

Critical period

How people learn

Basic Habits

End results

12. Peak Performance 13. Mind-set Fast- Forward Game- Plan Rehearse Execute What is your goal? What are your challenges and obstacles? What are your alternative procedures? How and when will you deliver ? What did I learn?What should you do differently? 7 Key StepsPeakPerformance The Peak Performance System

Individual

Team

Organization

Review Vision What is your attitude? What needs to be perfected and practiced? 14. Winners:Profiling for Peak Performance 15. Peak Performance Theory:Individuals 16. Vision

What do I want to accomplish? Desired state?

• Meaningful

• Makes a real difference

Can I create a mental picture

of what success looks like?

Why is this important to me?

What is the impact of the goal?

17. Mental Mindset

Am I invested in the outcome?

Do I have confidence in the outcome?

Do I have confidence in my ability to influence a positive outcome?

Am I in control of my emotions enough to handle stress, pressure, and unanticipated situations?

Am I willing to work hard and practice?

Can I perform the necessary procedures to achieve the results?

18. Fast-Forward

How can I better anticipate and predict?

What will it take to achieve the goal?

What challenges/obstacles might get in my way?

19. Fast-forwarding In Sports

Ability to anticipate the flow of play

Stay ahead of real-time

Anticipate where teammates and competition are going to be

Inspiration: Make others performance better

Motivation:Intensity and focus

20. Fast-forwarding In Business

Accurately predict where the market and customer interests and needs are

Properly position business to engage customers with the right mix of product and service offerings

Strategic choices about time and energy expenditures

Building value-creating and trust-building relationships with customers and colleagues

21. Game-Plan

What alternatives will help me to reach my goal?

What roles and responsibilities must be assigned?

What is the best alternative?

What is the best way to

execute this plan?

22. Rehearsal

Goal ofincremental improvement

Focus on the fundamentals

Willingness to work hard

Sacrifice

Non-reliance on talent

Delayed gratification

Deliberate practice

Feedback

23. Deliberate Practice

Activity explicitly intended to improve performance

Objective is to move beyond ones level of competence

Feedback on results

Behavioralrehearsal

High levels ofrepetition

24. Execute

What are the specific steps for implementing my plan flawlessly?

How will we execute?

Who needs to be involved?

Where will I begin?

When will I begin?

When do we stop and evaluate?

25. Review

Did I achieve my desired outcome?

What was the final outcome?How close did I get?

Lessons learned:What worked well?

What could have been done

differently?

Whats the next plan?

26. Weekly Feedback

What is the most important thing you learned this week?

What changes have taken place in your attitude (heart), skills (hands) and knowledge (head) this week?

In what areas do you have the greatest need for help?

27. Managing Self and Others 28. What do these sports franchises have in common?

U.S. Womans Soccer Team

New England Patriots

New York Yankees

Chicago Bulls

San Francisco 49ers

Dallas Cowboys

Atlanta Braves

29. Team Profile

Icon or Inspirational Players

The Greatest Challenge

Constant Renewal of Challenge

Commitment to Excellence

Raising the Bar

Passion

Family

Innovation

Awareness of The Zone

30. The Performance Vertical Leadership Boot Camp Peak Performance Training 31. 100 Day Action Plan

Target Objective

• Develop habits of success

• Develop self-managed individuals

• Production improvements

Action Steps

• Regular meetings

• Internalize attitudes/beliefs/actions of peak performers

• Develop job descriptions and learn to perform functions

• Develop company, product, market knowledge

• Learn and use communication skills

Time Frames:Set dates Start/end

Success Indicators:Daily, weekly, monthly feedback

32. Training Concept

Hire people with the capacity to produce

Experience quick success (observable wins)

Practical, results-oriented training (prevent wasted training $$$)

Avoid mentality of Magic Bullet

Careful planning

Creative thinking

Continual application

Improvement mentality

Full active involvement

Self-managing people

33. Why Training Fails (organizationally)

No needs assessment

• No diagnostics

Training is the magic bullet

• Is it an organizational issue?A resource issue?

Training is reactive

• Does it support the business objectives?

• What is the mission?

• What are the skill gaps?

One-shot deal

• No follow up, no continuity

Failure to identify outcomes

• Specific, measurable, actionable, reachable and relevant, timely (SMART), concrete

Failure to measure results

• SMART

Management does not participate

• System is for the masses not the elite

34. Why training fails (Individually)

Previous history of training

Low expectations

Off-the-shelf

Not individualized

Lack of relevance

Failure to connect the dots for the participants

WIIFM

Focus on only skills, knowledge

Failure to identify emotional, motivational issues, culture

Lack of urgency

35. Training Quality People

Ability to learn new skills and add value

Increase marketability (career development)

Self-management

Have challenging work (people and challenge)

Recognition and reward

Fit with career goals, interests, personality type

Provide with tools and resources to succeed

Environment that fosters peak performance

Consistent models, systems, and procedures linked to success indicators and measures

36. Insanity

Definition:When you keep doing the things you have been doing and you expect a different result.

37. No training?Results

Same outcomes as before

Turnover

Job dissatisfaction

Lower team effectiveness

Reduced communication

Lack of clarity of roles

Lack of performance feedback

Lower productivity

Sub-optimization of talent

38. Benefit of Training:When it works

Job satisfaction

Reduced turnover

Increased alignment with organizational/business goals

Teamwork

Productivity

Results-driven organization

39. How people learn:Closed loop theory

Establishment of objectives, goals, outcomes

Assess strengths to leverage toward goal

Head:Cognitive (understanding)

Heart:Emotional (connection to outcome)

Hands:Skills identification

Breakdown of clear steps toward outcome (process)

Rehearsal

Closer approximation to desired results

Feedback

Success

Reward

40. VISION:Goals/objectives/ outcomes Assess strengths Understanding of the task Emotional investment Specific skills required PROCESS:Steps toward outcome Rehearsal Execution Feedback Success Reward CLOSER APPROXIMATIONS TO DESIRED RESULT 41. Action Planning Worksheet

Target Objective

Action Steps

Time Frame

Success Indicators

42. Website:http://www.performancevertical.com Weblens (The Handbook of Peak Performance):http://www.squidoo.com/valdes Blog:http://peakperformancethe blog.blogspot.com 43. Luis F. Valdes, Ph.D. Founder and CEO (404) 357-7335 www.performancevertical.com E-mail:[email_address]