Performance Execution - Learning Objectives

Upon successful completion of this course, participants will be able to:

• Chapter 0
• Illustrate the principle of taking ownership as a performance variable within an organization; both its importance to enhanced performance and the detrimental effects of its absence.
• Chapter 1
• Illustrate the X-factor as a key concept for defining individual and collective success.
• Apply the X-factor as a performance evaluation and analysis tool when assessing individuals and whole organizations and entities.
• Chapter 2
• Analyze survey results and a case study in order to demonstrate the critical importance of succession planning programs.
• Predict individual potential performance and evaluate actual individual performance by utilizing the player capability index.
• Apply the player capability index as an organizational-development and self-evaluation tool.
• Chapter 3
• Apply the basic concepts of the USFx2x4 formula.
• Analyze organizational performance based on their utilization of the USFx2x4 formula.
• Chapter 4
• Develop a mission statement by utilizing the five-integrated-mission-statements model.
• Utilize group and subgroup dynamics in order to maximize positive outcomes and minimize negative ones in a leadership capacity.
• Assess the role and impact of the mission statement on the performance of an organization.
• Chapter 5
• Utilize the 4-Step STOP Model in order to facilitate and enhance the decision-making process, including overcoming obstacles such as procrastination.
• Chapter 6
• Assess the balance between the positive and negative influencers in the lives of individuals and their effect on performance, and integrate positive influencers in order to enhance performance.
• Utilize the BETA Factor in order to enhance individual performance.
• Apply the FIST Model as a tool to create positive influencers and enhance individual performance, and practice outward behaviors that convey a positive attitude such as posture and word choice.
• Chapter 7
• Integrate the principles of performance execution into activities such as building a leadership team and self-development.
• Chapter 8
• Apply generational segmentation and related concepts, such as the ABC MAPS model, to improve group dynamics and achieve a higher level of performance execution.
• Chapter 9
• Differentiate between the eForce and the cForce, and employ the methods for achieving equilibrium and being accountable for critical decisions.
• Chapter 10
• Utilize the relationship cube to strengthen working relationships with others by building trust, encouraging assertiveness, motivating them, and communicating effectively and openly.