What does it take for a business or an individual to achieve peak performance? In this powerful program presented by Jeff Magee, participants look at 18 years of research on peak performance and what typically needs to happen "under the hood" to make a person or a business a peak performer. This course investigates best practices in high-performing businesses, government agencies, and nonprofit organizations. Discussion includes the traits and personalities of many top personalities in business, athletics, and entertainment, and the underlying reasons for their success. Jeff also shares the results of exhaustive research on the driving forces of peak performance, and he offers suggestions on how to achieve peak performance personally and in a business. Past participants confirm that Jeffs program has taken them to an entirely new level of performance.
Chapter 1 Taking Ownership to Maximize Performance Execution After completing this section of the course, you will be able to: 1. 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 2 Truth One: Playing to Your X-Factor to Ensure Success After completing this section of the course, you will be able to: 1.Illustrate the X-factor as a key concept for defining individual and collective success. 2.Apply the X-factor as a performance evaluation and analysis tool when assessing individuals and whole organizations and entities. Chapter 3 Truth Two: Using the Player Capability Index for Ultimate Talent Management After completing this section of the course, you will be able to: 1.Analyze survey results and a case study in order to demonstrate the critical importance of succession planning programs. 2.Predict individual potential performance and evaluate actual individual performance by utilizing the player capability index. 3.Apply the player capability index as an organizational-development and self-evaluation tool. Chapter 4 Truth Three: USFx2x4 : Identifying Your Uniqueness and Applying It for Success After completing this section of the course, you will be able to: 1.Apply the basic concepts of the USFx2x4 formula. 2.Analyze organizational performance based on their utilization of the USFx2x4 formula. Chapter 5 Truth Four: Creating Unity Using 5 Integrated Mission Statements After completing this section of the course, you will be able to: 1.Develop a mission statement by utilizing the Five Integrated Mission Statements model. 2.Utilize group and subgroup dynamics in order to maximize positive outcomes and minimize negative ones in a leadership capacity. 3.Assess the role and impact of the mission statement on the performance of an organization. Chapter 6 Truth Five: Ending Complacency Using the Four-Step STOP Decision Model After completing this section of the course, you will be able to: 1. Utilize the Four-Step STOP Decision Model in order to facilitate and enhance the decision-making process, including overcoming obstacles such as procrastination. Chapter 7 Truth Six: How Your Mental Teeter-Totter Directly Impacts Your Life Balance After completing this section of the course, you will be able to: 1.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. 2.Utilize the BETA Factor in order to enhance individual performance. 3.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 8 Stand Up, Shut Up, and Take Ownership After completing this section of the course, you will be able to: 1. Integrate the principles of performance execution into activities such as building a leadership team and self-development. Chapter 9 Working the Generational Diversity Gap After completing this section of the course, you will be able to: 1. 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 10 Awakening Leadership Potential using cForce and eForce After completing this section of the course, you will be able to: 1. Differentiate between eForces and cForces, and employ the methods for achieving equilibrium and being accountable for critical decisions. Chapter 11 The Four Core Building Blocks for Building Respectful Relationships with Others After completing this section of the course, you will be able to: 1. Utilize the Relationship Cube to strengthen working relationships with others by building trust, encouraging assertiveness, motivating them, and communicating effectively and openly.
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