Performance is the heartbeat of every thriving organisation, defining how we adapt, excel, and stay ahead.
In this edition of Imagine Magazine, we delve into the strategies that help organisations accelerate without burning out. Explore how tailored onboarding sets the pace for success in “Getting Up to Speed” (p.24), discover the art of balancing speed with care in “Fast, But Not Furious” (p.12), and learn how to lead highperforming teams in “Lessons from Leading High Performance on the Pitch” (p.08).
By understanding what drives performance at every level, organisations can deliver smarter results, create dynamic teams, and stay competitive in today’s demanding landscape. Whether you’re leading a team, designing new systems, or refining your approach to growth, this issue offers the tools to help you move faster and perform better.
All rights reserved. No part of this magazine may be reproduced, in whole or in part, without written permission from the publisher. Whilst every effort is made to achieve total accuracy, we cannot be held responsible for any errors or omissions within this magazine.
To work with us please contact: info@interactiveworkshops.com or call Chris Lissaman on +44 (0)20 3318 5753
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Jonna Sercombe CEO & Founder Interactive Workshops
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THE MODERN WORKER’S PARADOX
How does a desire for employers to take a holistic approach to employee care sit alongside a desire to keep personal and private life separate? Chris Lissaman grapples with the paradox.
Today’s employees expect more from their employers than ever before — seeking not just a paycheck and a safe workplace but meaning, belonging, and happiness.1 Are we blurring the boundaries of our professional and personal life? Can we as employers, leaders, managers, or colleagues provide this holistic care without overstepping the role of the employer?
The Case for a Holistic Approach
On one hand, a caring employer or manager makes a job a joy. Organisations that focus on well-being — over net promoter scores — will more likely retain staff. These employers care about what holistic human performance looks like for the whole person, their life, and their flourishing. Good emotional intelligence can help us manage and improve our relationships and make a positive impact on the well-being and happiness of our colleagues. Organisations that prioritise employees’ holistic health often achieve greater innovation and performance.2
But is there also a dark side to the holistic care of the employee?
The Dark Side of a Holistic Approach
In an age of information privacy, considering an employee’s well-being can, in part, feel intrusive. This hasn’t traditionally been within the remit of the employer, beyond creating safe working conditions. An employer’s care for the whole person asks for more than just for the competent completion of a job. It asks for an insight into the employee’s well-being. Managers may feel obligated to pick up on subtle clues about employees’ overall well-being from what they share of their home life, their mood, or their stories from their weekend. What if that employee doesn’t want to share? What about the worker who just wants to turn up and do the job they’re paid to do, without feeling like their whole life is being reviewed?
Many would say: “My employer has a duty of care.” Many would say: “That’s none of your business, actually.” Most of us want to say both.
As employees, we want our employer to take our home life into account. If we have a long commute, we might expect more grace if we’re delayed on the train. Or we might hope for, ask for, or expect a generous maternity leave when preparing for a new family member.
At the same time, while we may wish for employers to step beyond traditional job provisions — offering support that acknowledges personal circumstances — we often desire privacy and separation between our home lives and the workplace. We might be conscious of factors outside of our on-job performance influencing perceptions, beliefs, or decisions.
This is the modern worker’s paradox.
We want to be treated purely for the job we do. AND
We want to be valued for who we are, not what we do.
Straddling the Paradox
How can employers balance respect for privacy with genuine care? Try the CARE framework below to straddle the paradox:
1. Check-ins with Boundaries
One-to-one meetings can focus on professional goals whilst also leaving room for employees to share personal challenges at their discretion. One manager I had always had a go-to question to allow the opportunity to share how I was doing holistically: “How’s your inner man?” Easy enough to reply: “Fine, thanks!” or give a more vulnerable answer. Give room without probing for details.
2. Anonymous Feedback
Provide ways for employees to share opinions, suggestions, or concerns, including any well-being needs or skills gaps, without fear of judgment or exposure. Then, act on trends to provide tailored support across the board, without requiring employees to explain their need for them. For example, if anonymous feedback reveals that stress over workloads is common, the employer could implement a workshop on prioritisation or resilience that is open to the whole team.
3. Recognise Individual Styles
Knowing our colleagues well, whether from time working together or an understanding of their personality profile (Insights, DiSC, Myers-Briggs, etc.), can help us understand how private that person is likely to be. Some people will rarely share a struggle in a message but will happily open up in person. Others can only feel comfortable articulating a challenge by writing it down.
4. Emphasise Outside-of-Work Achievements
Whether picking up the keys to a new house, getting a dog, opening a book shop, getting engaged, winning a golf tournament, having a baby, starring in a play, finishing radiotherapy, running a marathon, or leading your football team out in a Premier League stadium*, showing support for our colleagues’ extra-curricular success — without any pressure to share — is a great way to show our care about their whole flourishing.
With thoughtful strategies for handling the paradox, we can create organisational cultures that support professional performance and personal well-being.
*All of these are real achievements our team shared on Slack in the past year. Kudos team! Sources: 1S&P Global — Prioritizing employee wellbeing may
LESSONS FROM LEADING HIGH PERFORMANCE ON THE PITCH
A high-performing sports team is a fascinating microcosm of a brilliant and successful organisation. Like great organisations, great sports teams thrive on strategy, teamwork, and strong leadership. What can business leaders learn from leading on the pitch?
Reuben Fletcher-Louis shares his secrets.
I’ve been lucky enough to play against Olympians, be coached by international coaches, and even coach a couple of international players. All of these people are experts at what they do, which brings me to my first secret of high performance…
To be a leader in the future means being led in the past.
Where does the most successful strategy, culture, and organisation often come from? Someone before us who used them, curated them, and passed them down. If you’re a football fan, you’ll surely know the impact that Hall of Famer coach Pep Guardiola has had on the sport. Even my 9-year-old cousin is coached to play Guardiola’s football.
There’s no need to reinvent the wheel when someone before invented a brilliant one. It’s not about cutting corners — it’s about getting ahead faster.
So, my first secret... if you aim to perform at the highest level and get to that point faster — find a way of doing things that someone you trust has done; learn from it and adapt it to your situation and style.
So, what about once you’ve found your way of doing things?
Make it the team’s identity and make your people believe in it.
I’ve learned that the most successful teams don’t just show up and play; they approach every match with a consistent style, a set of rituals, and an unwavering commitment to their philosophy. One thing that sets the best coaches apart — whether on the pitch or in the boardroom — is their ability to create a clear sense of identity for a team.
It’s more than just uniforms and logos (although these help). It’s about having shared values and standards that everyone believes in. As a coach, I did my best to instil this from day one. In my first session, I gave the team three non-negotiables, which would be built upon and refined as the season progressed. These non-negotiables were a part of our wider club philosophy but adapted to fit us as a squad. They formed the foundations of our team and the hockey we played.
My second secret... be flexible and open to changing the little things as you grow as a team. Flexibility on top of strong foundations forms trust in the mission and values.
“You don’t build a house without foundations. You don’t build a team without trust.”
—
Joe Torre
If all this goes to plan, and you have a brilliant system, philosophy, and identity, it might be time to think about the team at a personal level…
Consider the people, not just the results; the people drive the results.
When I first started coaching, it was very easy to select the best 16 players for the match, no matter what. In a 22-game season, each win and each three points are as valuable as the next. Prioritising the first game on the fixture list might be detrimental to the last two games on the list. Taking each game as it comes isn’t the worst approach but, when it stops working, it hugely slows things down.
To go faster means being a leader of the future, not just the now. Consider what will slow you down and prevent it. In hockey, this means rotating tired players, nurturing inexperienced players, listening to your team’s moans and worries, and keeping everyone aligned to the season-long goals.
The third secret is to consider the people at the smallest level. Mention them in a team talk, give them a high five before the game, chat and listen to what’s affecting them. This will accelerate growth and drive the team’s results.
So, what happens when you achieve great results and achieve them fast? It feels fantastic. Momentum is on our side, and it’s tempting to ride the wave without looking back. But here’s the danger: success can blind us to areas that still need work.
Did we get a lucky umpiring decision? Do we have a dream client who always seems happy no matter what?
In business, reflecting after a successful project might reveal risks that were avoided or opportunities that were missed — these are the lessons that prepare you better for the next challenge.
One bonus secret… after every win, slow down. Reflect on the process and focus on continuous improvement. Reflecting slowly results in faster performance.
FASTER PERFORMANCE THROUGH DATA AND DIVERSITY
Blair Wagner sat down with Lisandra Radu, L&D Senior Coordinator EMEA at VML, to find out about how she drives faster performance.
Lisandra Radu, L&D Senior Coordinator EMEA at VML
Lisandra accidentally fell into L&D in 2019 and has not looked back since. She manages early careers and female development programmes within the EMEA region at VML.
VML is a global leader born from the unification of Wunderman Thompson and VMLY&R, combining their strengths in creativity, brand, customer experience, and commerce. VML offers clients a unique, integrated approach to advertising powered by data and technology.
Can you share a little about yourself and your role at VML?
My role primarily focuses on programmes aimed at early careers, The Catalyst Academy, and female development, WISE. Outside of work, I pride myself on getting the most time off with my allocated annual leave and have recently discovered there is nothing you can’t make if you have a bit of air-dry clay.
What does “faster performance” mean in a creative marketing agency like VML?
Looking through the lens of the cohorts I look after, I would say ‘faster performance’ is two-fold: improved personal development for our people and better results for our clients. The efforts we put into our early careers programmes aim to foster well-rounded individuals, who can navigate our agency whilst pulling from lots of internal capabilities (that we give them access to through the programme) and their own life experiences to generate better, more relevant ideas and results.
When it comes to fostering growth, you’ve worked on some exciting initiatives, like an early careers programme and a women’s empowerment programme. Can you tell us more about these programmes and how they tie into the idea of improving performance across the organisation?
The Catalyst Academy, our EMEA & APAC early careers programme, aims to bring in a diverse cohort of individuals for 12 months across various capabilities within the agency. During this time, we have a focused interpersonal skill training curriculum with a variety of training activities (think eLearning, group projects, webinars, and guest speakers) to give them the skills they need to succeed. The work we do with the Catalysts helps us ensure that our early careers cohorts are well connected and given responsibility from day one, whilst also having access to our experts within the region that can teach them their craft — ultimately future-proofing our business and clients’ work.
WISE focuses on high-potential mid- to senior-level women, and it’s a programme aimed at connecting and empowering participants on their career journey. Similar to the Catalyst Academy, there is a big focus on the ‘connection’ piece, but with WISE we also look at building deeper knowledge and understanding on topics like Cultural Intelligence or Psychology of Leadership. As the participants already have a lot of work experience and are established within their roles, we work with them and their managers to look at areas of opportunity to support their growth and performance through tailored solutions.
Tell us about the performance app that VML developed. What’s the story behind it, and how does it help improve performance?
THRIVE is our performance management app, originally designed to facilitate career conversations between managers and team members in a way that ensured people got feedback on their work and managers had an understanding of where their team members needed help.
This is an app that my colleague and friend, Vidhi Thakker, worked on to develop and over time this has evolved to contain a whole framework called ‘Authentic Personal Brand’, on which all of our career conversations are based.
The app encourages people to consider what motivates them, leading to their Purpose at work. Then, there is a reflective piece on your Proposition — essentially, what you bring to the table. Following this, there is a 360 feedback piece called Perception, which is where the feedback happens — you get insights into how others perceive you. Finally, it all comes together under Priorities, where people set goals based on these three steps they’ve just completed.
Going through the THRIVE process really helps you figure out your motivation, encourages career conversations, and helps set attainable goals all linked to better performance.
Marketing is all about creativity but deadlines and results still matter. How do you balance encouraging innovation with keeping up the pace?
From my experience, it’s all about collaboration and being innovative with how we do work. There’s a big focus on working cross-capability, leveraging the experts that we have within the network, which ultimately produces better, more cohesive work. In terms of pace, we have a big push to become early adopters of AI, helping our teams automate tasks and ultimately saving time so they can focus on the big ideas.
What kind of impact have you seen from your performance-focused programs? Any surprising wins or lessons along the way?
Whilst the programmes we run are not focused solely on performance, one thing I’ve learnt throughout the years is the importance of building trust and a community. With the Catalyst Academy, for example, our early careers become billable very early on (60% of their time within 2.5 months) which is a sign of their accelerated learning and which allows them to be on client work. This sort of performance is attributed (in part, of course) to the programme’s ability to help them settle into the business, to the managers who are dedicated to helping our talent grow, and to the Catalysts themselves who build the community and learn from each other.
For me, it’s important to make it clear that now is the time for them not only to learn but to get stuff wrong; to ask questions and to try new things. By offering them that safe space and opportunities to connect outside of their day-today jobs, they can have a bigger overall impact and connect the dots across our network.
If you had to pick one thing that’s made the biggest difference in driving faster performance at VML, what would it be?
A sense of belonging and support. Taking the time to figure out your motivations and your drivers, and being part of a team that meets your professional needs is, in my opinion, the biggest driver of performance. Feeling like you can and are making a difference aligned with your beliefs will drive and motivate someone to achieve their goals.
FAST, BUT NOT FURIOUS
Sustainable, adjective.
Capable of being maintained or continued at a certain rate or level.1
In the UK alone, nine out of ten adults experienced high or extreme stress levels last year, and 20% of employees had to take time off work due to poor mental health caused by pressure or stress. Remote, hybrid, and office workers all feel increased levels of pressure, although approximately 40% of individuals engaged in remote work find it challenging to disconnect from their job responsibilities.2
In terms of impact, it is easy to see the correlation to burnout, but there is also a financial cost that should make employers uneasy. Workplace stress has a substantial impact on the US economy, costing an annual average of around $300 billion.
In business, chasing the bottom line is often the cause of increased workloads, poor work-life balance, and high-pressure environments which can quickly lead to workplace conflicts. This inevitably reduces morale and impacts mental health. One study shows that over 60% of work absences are due to psychological stress. Interestingly, results show that work-related stress is more prevalent in front-line workers, steadily reducing towards upper-level employees.
Teams adopting agile ways of working are particularly susceptible to this, given their focus delivery. It is very easy to overlook the methodology’s eighth guiding principle — “Agile processes to support a consistent development pace” — guiding teams to establish a repeatable and maintainable speed at which they deliver work in favour of just getting it done.
Using John Adair’s Action Centred Leadership model, what problems do we face when our focus on these three areas is out of balance?
Can pushing harder truly lead to better results, or does it risk burnout instead? Ben Heath delves into why sustainable practices are essential for unlocking peak performance.
Naturally, there will be times when each must take primacy — although the continued focus on one will always be at the detriment to the others. Agile uses ‘sprints’ to focus efforts on a particular set of tasks or deliverables within a time-boxed period. This creates efficiency, expedites conversations around decision-making, and enables adaptability. This concentration of effort, however, is not sustainable, hence the name ‘sprint’. On task completion, priorities must be refocused to allow balance. The key, then, is to optimise this balance by appropriately prioritising work (Task), maintaining pressure at appropriate levels and showing catering for individual needs (Individual), and communicating a unifying purpose and optimal operating environment (Team).
Almost half of employees (48%) attribute workplace stress to their lack of involvement in decisions.3 We’ve seen that agile ways of working help expedite and include employees in decision-making, but this isn’t enough. Barriers often still prevent employees from challenging decisions, speaking up if they are struggling, and being their true selves at work.
Psychological safety is “the belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns or mistakes and that the team is safe for interpersonal risk-taking” (Amy Edmondson, 1999). It is a foundational element in high-performing teams and creates resilience. Quite simply, fostering a psychologically safe environment means reduced stress levels, fewer associated mental health problems, less time off work, reduced staff turnover, and more sustainable performance.
We can see this done well at Spotify. Referred to as the ‘Spotify Model’, here the company creates sustainable performance by balancing high-performing sprints with employee wellbeing, focusing on squads and autonomy, flexible working, regular retrospectives (focusing on what went well, what didn’t, and how can they improve), and rest and recovery. Psychological safety is foundational to their culture, developed through transparency and communication, trustbased leadership, feedback loops, and inclusivity. Employees are encouraged to take mental health days to support well-being, adopt coaching practices to improve team dynamics, and conduct ‘Hack Weeks’ that allow employees to step away from their regular work to focus on passion projects, fostering creativity and reducing burnout.
What would a sustainable pace look like in your team? What can you do to ensure an optimal balance of Task, Team, and Individual needs?
Sources: 1Oxford Dictionary of English, 2010; 2Mental-Heath-UK_The-Burnout -Report-2024; 3APA’s 2021 Work and Well-being Survey.
GOING FOR GOLD:
THE TIME MANAGEMENT TRIATHLON
Time management is not the managing of time but the balancing of managing attention and energy. Alice Brackley introduces the Time Management Triathlon, offering practical strategies for faster performance.
The idea that time management is the key to success has been instilled into people across the world. Often, it’s seen as a personal challenge: to-do lists are getting longer by the minute, causing stress levels to increase. But what if time management was a myth? Time is a fixed resource; we can’t manage or change it. We can only manage how we spend it.
The secret to boosting productivity and efficiency is not being able to control time but being able to manage our attention and energy. How? Welcome to the Time Management Triathlon. Three sports, designed to test your productivity, empower you to reach your potential, and go for gold. Will you win the productivity game and stand on top of the organisational podium?
Speed Scheduling
First up…Speed Scheduling: quickly and effectively organising the day. This race is about time blocking — dedicating specific blocks of time for different types of tasks to maximise productivity and focus. We often look at to-do lists and select tasks depending on their urgency, how much we want to do them, which one might be the easiest; the list goes on. However, using time blocks for different tasks can boost productivity by 25% as it reduces the cognitive load of constant decision-making throughout the day (The Law of Planning by Brian Tracy)2. Set a timer and plan the day, including not just work tasks but emails and downtime as well. The goal? Creating a schedule that’s realistic enough to stick to but flexible enough to handle unexpected changes. The challenge, at first, is to accurately estimate the time needed for certain tasks but, over time, the ability to balance structure with spontaneity improves.
Decision Sprint
Round two is the Decision Sprint. Picture this: an overflowing inbox, a busy calendar, and urgent tasks coming from all directions. What to tackle first? This challenge is all about making quick, informed decisions under pressure without sacrificing quality. One technique for mastering this is the Eisenhower Matrix, enabling an individual to categorise tasks into four quadrants.1
By prioritising tasks that are both urgent and important and delegating or eliminating others, we can work smarter, not harder. In turn, we’ll reduce stress and boost efficiency. Not only does this clarify priorities, but it improves the ability to say “no” to less important tasks — an essential skill for any time management champion.
Focus Marathon
Finally, the Focus Marathon. This is a test of work endurance; crucial in today’s distraction-filled world where constant notifications can drain hours of productivity. One strategy is the Pomodoro Technique: 25 minutes of focused work followed by a 5-minute break (this 30-minute segment is known as a Pomodoro, a name it gets from its creator’s tomato-shaped timer). This can go hand-in-hand with time-blocking, allocating specific tasks to specific Pomodoros. This method helps sustain mental energy and sharpens focus over time, making it a powerful tool for maintaining productivity in demanding environments.
To summarise, time isn’t the real competition — how we manage our energy and attention is. Making these simple tasks become habits can spiral your view to time management and help you excel at work. The challenge is set — are you ready to win?
Sources: 1Eisenhower Matrix, 1954; 2Effective Time Management: Maximizing Productivity, Brian Tracy Publishing 2024.
MICROCULTURES, MACRO RESULTS
Culture is one of the most important drivers of success in an organisation. Simone Sullivan puts microcultures under the microscope to reveal two sides.
Leaders are often looking for the secrets to build, grow, and maintain culture. While it is arguably one of the most important keys to success and performance, we may need to consider a different lens through which to view it. That new lens is that of microcultures.
Microcultures are small, localised cultures within teams, departments, or locations that operate under the broader umbrella of an organisation’s values and mission. They can be cultivated intentionally, resulting in high-performing, tight-knit teams that can work quickly and cohesively. However, if left mismanaged, they have the potential to turn into harmful cliques, fostering silos and exclusion.
The Light Side of Microcultures
Let’s start with the positives of microcultures. Rather than a top-down ‘one size fits all’ approach to culture, microcultures focus on individual teams and groups within an organisation. Microcultures thrive when these teams establish norms and behaviours that resonate with their specific challenges, personalities, and goals while staying aligned with the organisation’s overarching mission. According to Deloitte, this slight variation between teams allows individuals to work in ways that feel authentic and empowering and encourages team members to feel a stronger sense of belonging.1
How does this work in action? Of course, leaders are still responsible for identifying a broad set of values, goals, and purpose that are applicable to all. It is then up to the different teams and groups to find their microculture. For example, a customer support team might prioritise a microculture of empathy and problem-solving, while a product design team might focus on creativity and rapid iteration. Both groups reflect the company’s core values, but their day-today behaviours and rituals are tailored to their needs. This alignment ensures that microcultures drive results without veering off course from the organisation’s larger objectives.
Microcultures that foster open communication, shared goals, and a sense of inclusion can lead to extraordinary outcomes. These ‘communities’ build trust, increase engagement, and often lead to improved performance because team members feel valued and united.
The Dark Side of Microcultures
Microcultures sound great, but what happens when they’re taken too far?
Microcultures that become insular or exclusive can devolve into harmful cliques. These groups may exclude those who don’t ‘fit in’ and foster resentment among other teams. Instead of being a source of strength, they can erode trust and collaboration across the organisation, creating an ‘us and them’ mentality.
Understanding this distinction is critical, and this is where leaders and managers come in. They must monitor team dynamics to ensure that microcultures are inclusive and focused on shared goals.
Microcultures, when cultivated authentically, can drive engagement, innovation, and alignment. However, leaders must be prepared to foster and lead these in the right direction, towards shared organisational values, goals, and purpose. When done correctly, microcultures can unlock the full potential of teams and act as a powerful driver of collective success and performance.
Speak to the Interactive Workshops team to find out more about how we can help with a Culture Assessment for your organisation.
Sources: 1Deloitte — Human Capital Trends, 2024
A FASTER ROUTE TO
THE LEADER OF THE FUTURE
The requirements of the ideal leader are always changing. Emily Larson delves into the conundrum of developing leaders for a future that will have changed by the time we get there.
Disruption has become the default state. Exploration is everywhere. The lines between social expectation, politics, and work are increasingly blurred. This leaves leaders facing broader and more complex challenges than ever, all the while balancing the celebration of diversity and individualism with the need for efficient collective performance.
Through the decades, we’ve seen numerous incarnations of the ideal type of leadership for the age. Hybrid leadership. Inclusive leadership. Visionary leadership. Agile leadership. What’s next? Shifting trends continuously define new (and not-so-new) directions in which today’s leaders should be heading in order to stay effective. The latest: transformational leadership.
Defined by a focus on inspiring employees to achieve beyond their expectations and drive towards a unified vision, transformational leadership draws on traits like innovation, flexibility, and resilience to shape the next generation of the workforce. And it’s not hard to see why these skills are yet again so prominent in our vision of the future.
But, with the requirements for leaders of the present and of the future ever-changing, how can learning and development teams be expected to develop the leaders we need?
With an expectation on leaders to be performing and transforming simultaneously, adaptability becomes the crux of the leadership of the future. Data shows that companies prioritising agile, empathetic leadership are better positioned to navigate change, with topics like low-data decision-making and prioritising the skill of planning helping to build flexibility. This agile mindset should be foundational to leadership development, preparing people to respond, prioritise, and excel with situational attentiveness.
And that attentiveness is as important as adaptability. Future leaders can recognise not only the critical role they play in employee well-being, stress levels, and mental health but also the real-time impact of their actions. Empathy drives connection which drives trust, all of which is essential to working towards a shared goal and fostering innovation in what is otherwise an innately competitive world. For this reason, leadership development that grounds itself in self-awareness and connected experiences should become more prominent. Understanding (not just recognising) personal impact. Valuing (not just building) diverse teams. Establishing (not just highlighting) community at work.
What about innovation? That is, after all, the driving force behind transformation. In reality, both of the previous areas can also contribute here. Developing agility — underpinned by principles like “learn by regular reflection” — encourages experimentation and seeking out new ways of doing things while maintaining a focus on both speed and efficacy. Empathetic leadership ultimately seeks to empower, giving individual contributors, managers, and even other leaders the freedom to pursue paths previously unexplored along the road to one unified goal.
So, what is next? To a degree, all of the above. Our leaders must be hybrid. And inclusive. And visionary. And agile. And transformational. But, as always, they don’t have to do it all on their own. That’s what we’re here for. To transform learning experiences, accelerate performance, and support people as they step towards a new vision of work. To share the responsibility for building the leaders of the future
We help some of the world’s most exciting organisations develop their leadership. Get in touch via our website to learn what it takes to lead successfully in fast-changing, flexible, consumer-culture workplaces.
FO NT O f L K E O D N E W G Th e
Design in L&D // Volume 5
In a world that demands instant results, can creativity keep up? The challenge: balancing speed with brilliance. Sanda Vieru shares how to master this art, embrace innovation, and thrive without sacrificing quality.
Creativity at Pace
When you think about creativity, speed is rarely the first thing that comes to mind. Yet, it’s a fast-paced world we live in. Trends evolve rapidly. Information and misinformation reign. The explosion of social media has created unprecedented opportunities for sharing skills and ideas. These developments pose a daunting challenge for creatives: “How can I be both fast and brilliant?”
This dilemma highlights a classic debate in creative industries: does true creativity require time? Reflection, experimentation, and refinement are often seen as essential to producing meaningful, innovative work — something rarely achieved in a rush. Yet in today’s hyper-connected world, speed is non-negotiable. In commercial contexts, where tight deadlines and soaring consumer expectations demand instant results (think next-day, same-day, or even within-the-hour delivery), the ability to create quickly is a must. The challenge, then, is finding the right balance between speed and quality — a task that calls for innovative strategies and tools.
While numerous tips, techniques, and methodologies exist to help creatives balance these competing priorities, thriving in today’s environment necessitates embracing every resource available. For me, as someone deeply rooted in traditional art and its timeless beauty, I often turn to Walter Gropius’ Bauhaus Manifesto for inspiration. Written as a response to industrialisation, the manifesto advocates unifying art, craft, and technology into a seamless approach to design.
Its emphasis on collaboration and experimentation offers timeless wisdom for anyone striving to create work that is both functional and aesthetically powerful. The manifesto continues to inspire creatives today, reminding us that innovation and tradition can, and should, coexist.
Every artist has their favourite brushes, and every designer develops a unique process, but all creatives build on three essential pillars: drawing inspiration from the world, brainstorming ideas by crafting or sketching, and embracing innovation. The first two are relatively easy to master and become second nature during the early stages of artistic growth. But the third — innovation — represents the very essence of what it means to be a creative: adapting to constant change.
One of the most transformative changes in recent years has been the rise of artificial intelligence (AI) in the creative field. While some fear that AI could replace the human touch at the heart of creativity, I view it as a powerful tool to enhance and elevate our work. When paired with human ingenuity, AI opens a world of possibilities for experimentation, ideation, and execution. By automating routine tasks, optimising workflows, and reducing manual effort, AI frees up time and energy for the most important aspect of creativity: exploration and innovation.
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Far from diluting creativity, AI has the potential to amplify it. Imagine a designer using AI tools to generate multiple iterations of an idea in minutes, leaving more room for refinement — you’ve likely already seen products born from this approach. Picture an artist leveraging AI to overcome creative blocks, sparking new inspiration where little was left. Combining AI’s speed with human creativity’s depth leads not to unimaginative results but to dynamic, groundbreaking outcomes.
The future of creativity lies not in choosing between speed and quality but in mastering their synergy. By integrating tools like AI into our processes while staying grounded in foundational principles — like those espoused in the Bauhaus movement — we can navigate this era of rapid change without sacrificing the soul of our work.
As creatives, our mission is not just to adapt to the future but to shape it, crafting work that is as brilliant in its execution as it is efficient in its creation. With the right balance, we can redefine what it means to be both fast and exceptional.
The Interactive Workshops Studio is made up of graphic designers, animators, videographers, and illustrators bringing L&D to life. This creative hub provides intelligently crafted, beautifully designed people development and branding resources: graphics, brochures, posters, books, eLearnings, films, animations, and more. If there is a hint of creativity involved, our team can get it done at top speed with enviable attention to detail.
THE MIND AS MACHINE
CALIBRATING FOR FASTER PERFORMANCE
A sharp mindset unlocks focus, agility, and efficiency for faster, smarter results. Rebecca Woods shares how to fine-tune your mental game.
Agility. Efficiency. Effectiveness. Striking the right balance between the three to achieve optimal performance can be difficult at times. But when it comes to achieving faster execution there is one key ingredient: mindset.
A strong mindset is like refining a machine down to its core essentials, ensuring every part aligns perfectly for peak performance. Why is this important? Because it sharpens our clarity and focus, enabling us to operate at a higher level. According to the 2024 Cegos Learning Survey, 92% of employees across Europe are ready to take charge of their own training — proof that the drive to excel is alive and well.1 But success doesn’t always hinge on waiting for employers to provide development opportunities. So why not start with something entirely within our control: the way we approach our work.
Here are some practical steps for setting up a successful mindset and achieving faster performance:
Set Intentions
Whether it be setting long-term goals or outlining the day’s to-do list, setting intentions is the first step towards faster performance. It locks in focus and gives purpose to the day, the team, and the organisation. Simon Sinek calls this “knowing your why” and it all circles back to acknowledging the importance of clarity of purpose.2 Once you understand your intent, you can focus on desired outcomes and align your energy accordingly. By using a proactive mindset to intentionally address tasks, workflows can be streamlined, distractions reduced, and performance optimised.
Think Practically
When it comes to keeping on task and committed, it’s all about the ability to think practically. This can encompass things like prioritising tasks, leveraging available resources, and maintaining consistency. Break large or complex tasks down into manageable chunks to avoid getting lost. Sort tasks based on their importance and urgency to make sure you spend your time where it matters. Staying grounded and approaching things practically will enable faster problem-solving and allow you to be agile with your time prioritisation.
Have Courage
The third element of an efficiently calibrated mindset is confidence — believing in your ability to make bold decisions and protect your time, even when it feels challenging. Efficiency can often lie in the courage to make a choice or say no, using thoughtful and diplomatic refusals that prioritise what truly matters. This isn’t about avoiding responsibility; it’s about recognising the strengths of those around you and fostering open, respectful communication. Taking initiative in decisionmaking ensures your focus stays on high-priority goals, allowing deadlines to be met with precision and effectiveness. While these steps may feel like leaps at first, with practice, they become the well-trodden path to success.
Calibrating the right mindset in these ways will provide you with the clarity you need to perform faster through agility, effectiveness, and efficiency. Making your mind a highly effective machine (without ignoring the human side, of course) will drive accelerated, and ultimately meaningful, outcomes.
Ready to sharpen up your mind? Discover our list of open courses from the Cegos Learning Collection.
First impressions count. But could they save us millions in the long run? Nathan Rager shares some principles for faster onboarding performance.
Gallup’s 2024 State of the Global Workforce report shows that low employee engagement cost 9% of global GDP this year. Ouch. 41% of employees report “a lot of stress.” Only 13% of workers across Europe say they are “engaged at work.”
How do you think your business holds up to these stats?
While we may not be able to change the world according to Gallup, we can consider the importance of first impressions. Starting a job where you are supported and enabled to succeed quickly, learn what you need, and create value, fast, is a big driver in confidence. Confidence that “I can succeed here” as well as confidence that “this place knows what they are doing.” This, we hope, drives both engagement and retention. Everyone loves to succeed, right?
So, how can we create a better first impression?
One global client we engaged a couple of years ago shared their challenges in onboarding Sales Reps into a complex B2B Sales environment.
“Our average ramp is 3x that of our competitors for the most technical roles, and we have a significant number of sellers who leave before they ever reach the target.”
The cost of this situation was huge. Hiring and onboarding experienced people on decent salaries. Spending time training and mentoring them, giving them a huge spread of resources, and then losing them without ever getting a return. Nor was the solution simple; there is a huge amount of complexity in the tech portfolio, global client base and buying processes, and the internal network needed to sell in this environment, and all of these things take time.
Gallup also highlights that only 12% of US employees strongly agree their company provides effective onboarding. This lack of engagement can contribute to the 20% turnover rate within the first 45 days of employment.
Conversely, we can see the impact of highly effective onboarding in action. A multinational IT company, Wipro, reduced its turnover by 32% by enhancing, tailoring, and speeding up its onboarding process.
Principles for Faster Success
To keep things simple, we can learn from the Wipros of the world by looking at three pillars of effective onboarding: clarity, connection, and competence.1
Clarity: Do new hires understand their role, expectations, and goals from day one? Make sure these expectations are achievable and meaningful. Make sure they have the tools to do the job.
“You already have your computer and systems access. There’s a set of links to explore in your inbox. I’ll be right here if you have any questions, and we’ll chat later today about what the next couple of weeks look like.”
“This system is critical for you. You’ll have access to it in a month or so. “
Connection: In the hybrid world, this is essential, as well as hard!
20% of employees globally report daily feelings of loneliness, rising to 25% for fully remote workers. Employees love the flexibility of hybrid and remote work, but many people are struggling to adapt to losing the daily social interaction of the office.
Days in an office early on, with real people, help foster relationships with team members to integrate them into the workplace culture. Regular calls and check-ins with a range of people. Real connection with a manager and with a team builds support and trust. An elusive ‘buddy’ who is too busy does not.
Managers who are fully equipped and trained to effectively support the onboarding process and lead people through their first weeks.
“Welcome to the team. Chat to Bob if you need anything. I’ll see you at our team call next week.”
Competence: Focus on skill-building and real-world application over prolonged theoretical training. A recent Forrester study into sales learning preferences shows some very clear trends. Ensuring we focus on providing the methodologies that engage and stick with people helps them stick with us.
Doing the job in practice role plays and live environments. Working hands-on with direct managers and peers.
Provide a structured plan with small, manageable tasks.
Use shadowing opportunities to help new hires see how things are done.
Real Work, Right Away
Involve new hires in projects that have immediate impact but manageable stakes.
Encourage collaborative learning by pairing them with experienced team members (and make sure those team members know how to get the best out of a new pair of hands!).
Robust and Regular Feedback
Set up regular check-ins during the first month to address challenges and provide guidance.
Use real-time feedback to reinforce learning.
Structured Peer Support
Pair new hires with mentors who can provide contextual knowledge and emotional support. Ensure those mentors and managers have practical tools to help them provide a great onboarding experience.
Digital Tools and Resources
Make sure people have the tools and systems needed to get started on day one. Set up, ready to go. Sitting with IT help for hours is not a great first impression.
For businesses as well as new hires, there is, of course, no ‘one size fits all’ solution. A well-thoughtout and personalised journey delivers a lot in terms of engagement, retention, and value to the team, the individual, and the business
What can you do to make your ramp shorter, more dynamic, and more engaging?
The Forrester 2024 B2B Sales Survey reveals key shifts in seller learning preferences and revenue enablement since 2023.
THE ROAD TO KNOW-WHERE
plan.
Every employee’s journey to top-tier performance is like embarking on an epic road trip. Sometimes the engine purrs along perfectly but, other times, a flat tyre or a sputtering exhaust threatens to derail the journey. But like any significant journey, we can make progress with simple steps that get us cruising from A to B without hitting traffic.
Step 1 Diagnose the Issue
Before we can plot a course, we need to understand where the concern lies. Is the employee running low on motivation, struggling with specific skills, or overwhelmed by personal challenges? Think of this step as inspecting the vehicle. Have open, honest conversations to identify whether the issue stems from workload, unclear expectations, or a skills gap. This diagnostic phase sets the tone for the rest of the journey, ensuring we’re targeting the real problem.
Step 2 Set Clear, Attainable Goals
Every road trip needs a destination. For a performance plan to succeed, goals must be specific, measurable, achievable, relevant, and time-bound (SMART). Break down the ultimate performance goal into smaller, manageable milestones — much like plotting stops along the way. These goals provide clarity and make the journey feel less daunting, keeping the employee motivated and focused on what lies ahead.
Rachel Cise sets out the roadmap for a winning performance
Step 3
Provide the Right Tools and Support
Imagine setting off on a long road trip without a sat nav, fuel, or snacks. Disastrous, right? Employees need the right resources to succeed. Equip them with:
Training: Upskill them in areas where they’re lacking.
Mentorship: Pair them with a seasoned colleague who can offer guidance and encouragement.
Tools: Ensure they have access to software, equipment, or processes that streamline their tasks.
This support ensures their performance engine runs smoothly, eliminating excuses and boosting confidence.
Step 5 Track Progress and Celebrate Wins
A long road can feel endless without moments of celebration. Recognise and reward small victories, whether it’s a shoutout during a team meeting, a handwritten note, or a voucher for their favourite coffee. These little gestures keep morale high and motivate the employee to keep going. Use tracking tools to measure their progress objectively and share those wins with them to reinforce their achievements.
Step 4 Feedback and Checkpoints
Even the best road trips have pit stops, and performance plans should, too. Schedule regular check-ins to discuss progress, recalibrate goals, and provide feedback in a constructive and motivating tone. Treat these moments like friendly chats over coffee, not stern interrogations. Acknowledge improvements, address concerns, and map out the next leg of the journey together. By doing so, we’ll create a sense of partnership rather than judgment.
Step 6
Reaching the Destination
As the employee approaches their performance goals, take time to reflect on the journey. Acknowledge how far they’ve come and address any remaining roadblocks. Be sure to celebrate the end of the journey but don’t stop there. Encourage continuous growth by setting new challenges or aspirations. After all, reaching one destination often marks the start of a new adventure.
A good performance plan isn’t about fixing faults; it’s about steering someone towards their potential. By diagnosing the issue, setting goals, providing support, and celebrating milestones, we’re not just managing performance; we’re inspiring it. So buckle up, map out the route, and guide the employee to success because every great road trip comes with detours and bumps, but it’s those moments that teach resilience and make the destination truly rewarding.
ACCELERATING LEADERSHIP UNITY
Creating meaningful connections for senior leaders in a new division at a global leader in the music industry, with only two weeks’ notice.
The Challenge
Faced with the challenge of organising an urgent offsite for a newly-formed division, an international player in the entertainment industry was looking for a customised approach and a partner who could deliver on time and on target.
A visionary leader and the leadership team were coming together for the first time to build stronger connections and rally around a new mission. With less than a month to plan, they recognised the need for expert facilitation, an engaging agenda, and activities that delivered real impact.
No Small Task
This team were tasked with transforming the company’s go-to-market approach, having never worked together before.
How We Helped
After meeting with the President to understand her vision for the offsite, we presented a detailed project plan to key stakeholders, showing exactly how we were going to pull this off.
Stakeholder Collaboration
From there, we partnered with the Chief of Staff to help stakeholders refine their individual breakout sessions, ensuring a cohesive approach throughout the event.
Tailored Energisers
We designed customised energisers, seamlessly woven into the agenda, to maintain high energy and engagement during the two-day event.
Real-Time Adjustments
Daily standups with the Chief of Staff and other key stakeholders kept everyone on track and allowed us to adjust rapidly when things didn’t go according to plan.
The Future Waits for No One
Working together to shape the industry and drive the future, there was little time to pull together as a team and deliver.
Pulling in Different Directions
With diverse teams now brought together under one single leader, a unified mission and vision were crucial to alignment.
You guys were so easy to work with. I was impressed with your flexibility and ability to pivot. There were a lot of twists and turns to bring this all together, but you guys handled all of it with grace and class.
— Participants
We couldn’t have done this without you. I’m looking forward to introducing you to some of the other division heads.
— Participants
THE NUMBERS
OUT OF OFFICE, INTO ACTION
Stepping away from the daily grind can unlock unexpected pathways to progress. Lizzie Finch explores how time out of the office can spark fresh perspective.
In today’s fast-paced world, taking time out might seem counterintuitive to improving performance. Yet, there’s a compelling case for stepping away from your desk to improve. At Interactive Workshops, our events, whether workshops, networking brunches, or virtual PlayBooks, are designed to do just that: fuel faster performance by bringing people together in meaningful, dynamic ways.
Research from the Association for Talent Development (ATD) suggests that learning in groups boosts information retention by 75%. Why? Because collaboration isn’t just about exchanging ideas; it’s about sparking them. When individuals with diverse perspectives gather, creativity thrives, barriers break, and solutions arise faster. Picture this: a manager wrestling with a tricky team dynamic joins a workshop. Through shared discussions, handson problem-solving, and inspiration from others’ successes, they leave with actionable strategies and a new mindset. That’s the power of collective learning.
But it’s not just about ideas. It’s about motivation. Stepping away from the daily grind to connect with others can re-ignite enthusiasm and purpose. Events provide space to pause, reflect, and reframe. Take networking brunches, for instance. Between the coffee refills and conversations, participants often uncover insights that get put into practice long after the croissants are eaten.
And let’s not forget the ‘step back to leap forward’ effect. Stepping out of the office isn’t a break from productivity — it’s a launchpad for it. A few hours spent brainstorming with peers or engaging in experiential learning can transform months of stagnation into weeks of progress.
So, the next time you’re tempted to dismiss an invite or postpone a professional development session, think again. Events are more than a diary commitment; they’re an investment in faster, smarter performance. After all, who wouldn’t want to step out of the ordinary to step into the extraordinary?
Scan to join us at one of our upcoming events in London, New York or online.
“At Interactive Workshops we are passionate believers that theory is great, but learning by doing is blockbuster.” Jonna, CEO, Interactive Workshops
SCHEDULED FOR SUCCESS
Milly Gladstone shares how scheduling early check-ins, setting clear goals, and making feedback a routine part of team culture drive continuous improvement.
Scheduling is an art. Cultivating the perfect schedule is a fine dance between planning ahead to ensure productivity and performance but leaving enough wiggle room so that plans can flex when a project (inevitably) doesn’t quite go to plan or that meeting has to shift.
It’s a natural part of working life; we schedule meetings and catch-ups, and we schedule projects — so why can’t most of us schedule our performance management well?
An article from the Learning Guild reveals: “In many organisations, the closest employees get to performance management is an annual performance review. But that’s often too little, too late.”
Each year is started with the best intentions; to make more time for our growth and development. And yet, often, these intentions fall off faster than our New Year’s resolutions. As work picks up and the team gets busy, it is the internal, ‘non-urgent’ performance development that bears the brunt of our calendar rescheduling.
So, how can we schedule our performance management more effectively?
Get It In the Diary
Schedule events in bulk at the beginning of the year. If a check-in with a manager is meant to happen every month, schedule that time in each month for the whole year. Of course, this can change if absolutely necessary in the future (we aren’t fortune tellers, after all) but getting the time in the calendar upfront is half the battle.
Set Goals
Scheduling time for development is crucial, yes, but there should be the right intention and the right motivation behind it. This means some careful crafting of relevant, achievable, and exciting KPIs (Key Performance Indicators) or OKRs (Objectives and Key Results). Setting these goals with timelines keeps the focus on development, even in busy seasons.
Build Performance into Culture
Scheduling performance reviews allows managers and employees alike to set aside that space to reflect and give feedback with structure. This, of course, shouldn’t be the only time that this type of conversation happens. Feedback is a gift that should be given frequently and near the time when the behaviour in question was performed. Don’t wait for the annual performance review to dump feedback on employees. Chances are they won’t remember the incident and the behaviour won’t change.
That last point has happened to me personally. In a prior role, a manager saved up all the feedback they had for me in an itemised spreadsheet and shared it all in one go. Not only did I fail to remember over half of the events my manager was talking about, but I was confused as to why this feedback hadn’t been given to me earlier. Waiting for one meeting a year to receive feedback only dilutes it; plus, it means there are probably a load of chances for improved performance that have been missed. Even in jobs where no day is the same, there is a core rhythm and routine that tasks will follow. If feedback is not given in a timely manner, it’s likely that the undesirable behaviour will be repeated over and over.
Building feedback into a team habit can help improve performance. Building a habit can be broken down into a loop of Cue, Routine, and Reward:
Cue = A time, place, or feeling that initiates the habit.
Routine = The action you take.
Reward = The outcome of your action.
In our situation, this could equate to:
Cue = Make a mental note of the behaviour that would benefit from changing.
Routine = Bring up that behaviour in the next 1:1.
Reward = Track progress in the next 1:1.
What we should be aiming for:
Cue = Behaviour that would benefit from changing.
Routine = Giving feedback on that behaviour and how it needs to change.
Reward = Checking in during formal meetings to see how the behaviour has changed, and rewarding with a team-wide shout-out.
Feedback can feel difficult to give, so using a simple model that the whole team can buy into will help the habit form, and eliminate any fear or uncertainty that can come up when feedback needs to be given. Try WWW and EBI (a simple framework to share ‘What Went Well’ and that, next time, it would be ‘Even Better If…’).
Feedback and goals drive performance, and both are needed to build a successful and motivated team.
CONTINUOUS FEEDBACK
Chris Lissaman models feedback seeking and writes this article with the help of continuous feedback.
What did the chicken do when it received too much feed?
It gave some feed back.
Jokes aside, feedback is as simple as that. Too much of something? Not enough of something? Something not quite as optimal as it could be? Share that. Conversely, is something excellent? Did someone nail it? Was performance or behaviour optimal? Share that too. Simple. So why is it often a struggle to get performance feedback?
A significant part of the challenge could be solved if we just asked for feedback more often. Most people know feedback is important, yet don’t give it urgency until it’s asked for. With that in mind, as I write this article, I thought I’d practice what I’m preaching and seek the guidance of ChatGPT as I go.
So ChatGPT, how’s my article so far? What can I improve?
Your article is off to a great start! Here’s some feedback and suggestions for improvement:
Engaging Introduction: The opening joke is a light and engaging way to start. Consider transitioning more smoothly from the joke to the core idea of feedback to maintain flow.
Clarity in the Key Question: The sentence, “So why performance feedback often be a struggle?” seems to have a grammatical issue. It could be revised to: “So why is performance feedback often a struggle?”
Expanding on Key Ideas: The article raises excellent points about the importance of asking for feedback and the hesitation people face. Consider elaborating on why people struggle to prioritize feedback — e.g., fear of criticism, lack of time, or cultural factors.
Examples for Illustration: Adding a brief anecdote or example of feedback in action (either giving or receiving) could make the discussion more relatable and practical.
Great. I’ve fixed point 2 already so no one will ever know about that mistake.
Let’s fix that first point next and start the article like this instead: What did the chicken do when it received too much feed? It gave some feed back.
I first heard that joke in school and have always remembered it (and how much we sniggered at it in the back of our IT lesson). But jokes aside, feedback is as simple for us as it is for that chicken.
Addressing point three, I’ll expand on why we might hesitate to ask for feedback. A significant part of the challenge could be solved if we just asked for feedback more often. Most people know feedback is important, yet don’t give it urgency until it’s asked for. Do we fear being too critical? Is it the last thing on our to-do list? Perhaps the culture we were raised in, or the culture we now find ourselves in, shapes the way we give (or avoid) feedback.
And now let’s hit that fourth point and make it relatable. I’d be willing to bet that we’ve all been given poor feedback. Not feedback about how we performed poorly, but poorly delivered feedback. It can hurt. Yet, I can’t really recall many instances of that. It’s the constructive feedback, fair and delivered well, that I remember more easily. I think of when a manager sat me down to share where I hadn’t done a great job of replying to a client email. They specifically pointed out the mistake I’d made and the possible consequences for the client. In fact, by asking questions, they let me work out my mistake for myself (a better way to learn). I took the feedback on board, and it’s shaped the way I think about client communication ever since.
How’s this going now, ChatGPT? Any feedback?
Your updates have significantly strengthened the article! Here’s some feedback:
Introduction: The personal anecdote adds warmth and relatability.
Clarity of Key Question: Good exploration of why feedback is avoided. Consider adding brief solutions, like normalizing feedback or reframing it as a growth tool.
Expanding on Key Ideas: The example of constructive feedback is relatable and strong. A quick contrast with poorly delivered feedback could highlight its importance even more.
Tone and Flow: The conversational tone works well. Adding linking sentences between sections could improve flow (e.g., between why feedback is avoided and how to deliver it well).
Overall, this is coming together beautifully!
CL Well, that’s good to hear. And useful feedback too.
Enter a message
So how can we improve performance through continuous feedback? Try these practical next steps:
Ask for Feedback Regularly
While there are no silver bullets, asking for feedback might be the closest thing. It normalises feedback and helps make it a habit.
Use the SBI Model
Share the Situation, Behaviour, and Impact for clarity and effectiveness. My manager likely had this or a framework like it in the back of their mind.
Balance Constructive with Positive
We don’t need to use that famous feedback ‘sandwich’. Often people can see that we’re softening or sugarcoating, and it makes feedback feel less authentic. Get just the right mix of affirming and adjusting.
Try 360 Feedback by Interactive Workshops. A collaborative assessment tool to help you identify leadership strengths and weaknesses.
WILL IT MAKE THE BOAT GO FASTER?
Emily Link sat down with Emma Wiggs, MBE to discover how choice, resilience, and a focus on performance have shaped her journey from life-changing setbacks to Paralympic success.
Emma Wiggs, MBE
3x Paralympic Paracanoe Champion
5x Paralympic Medallist
12x Paracanoe World Champion
4x Paralympian
Emma is available for keynotes, please get in touch if you’re curious.
Scan the code to head to the website Or directly email: emma@emmawiggs.com
When did you first discover your passion for sport?
I’ve always been sporty. Growing up with my twin brother, I was constantly playing some sort of sport. Sport has always been a massive part of my life, and, of course, it still is.
Were there key moments in your early career where you learned to focus on improving your performance quickly?
I started my sporting career in sitting volleyball, or “bumball.” Early on, I knew I had to get good enough within the year to earn my place at the 2012 Paralympics. That reignited my desire and passion to constantly improve. It drove me to be better and stronger every single time I stepped into training or competition. When I transferred to Paracanoe, I took that same focus with me.
What does “faster performance” mean to you in the context of your sport, and how do you achieve it?
We have a framework called “What it Takes to Win.” It’s a spreadsheet that calculates what time we believe will win the gold medal at the next Paralympics or World Championships. From there, it’s about figuring out how I can achieve that time. The journey to performance is highly individual — it’s not ‘one size fits all’. Everyone’s path looks different, and I work to tailor my approach to what works best for me to reach my full potential.
Very few people make it to your level of success in sport. Where do you think you get your drive from?
I’ve always wanted to be as good as I can be in whatever I do. I’ve always been competitive, so much so that, as a kid, I was banned from playing Monopoly because I hated losing and would stay up late trying to win. Since becoming disabled, I feel incredibly lucky to have the opportunity to do something amazing within Paralympic sport. That drives me to try to be better every day. When you’re faced with something life-changing, like I was at 18, you must give life a real shot. The alternative wasn’t appealing.
Can you share a time when you faced setbacks and how you used them to fuel your growth?
The obvious major setback was when I became disabled. But I was determined not to let that define me. Another significant challenge came in 2018 when I suffered a wrist injury. Up until that point, I was unbeaten but, for the first time, I was beaten and came second. I also couldn’t wheel myself around, so I lost a lot of my independence. It was also the first time I truly felt disabled, and I really struggled with that. But those setbacks make you stronger.
How did you pick yourself up after those setbacks?
During my career, I’ve worked closely with a psychologist to define my values, which really helps me stay grounded. My values include being:
Passionate about challenges
Endlessly determined
Independently dependable (I’m part of a sporting team but also fiercely independent)
Always acting with integrity
Family first
The last one is important and might seem odd, but they love me regardless of whether I win or lose. That’s always been a comforting thought and a strong reminder that there is something outside of sport.
What can we take from the way you live your life in other contexts?
The most important thing is to realise that you always have a choice. Every thought, action, or behaviour is a choice. I even have a post-it note in my car that says, “Do I need to worry about this?” Therefore reminding me that I can choose whether to worry or not. For me, it’s about taking control of those choices. I consciously choose to skip pudding, go to bed early, or not drink. I see these choices as little wins rather than sacrifices. When I sit at the start line of a race, I know I’ve done everything I can to put myself in the best possible position to win. That sense of control and empowerment works for me.
There is a phrase you use, “Will it make the boat go faster?” Explain it to us.
I’ve borrowed the phrase from someone else (Ben HuntDavis), but it goes back to the fact that the choices you make today impact what you’re trying to achieve tomorrow. If you’re clear on your goal, asking, “Will it make the boat go faster?” helps you evaluate if the choice you’re about to make is going to contribute to that goal.
What role has coaching played in your journey?
Coaching has been a huge part of my journey. I’ve been lucky to work with some incredible coaches over the years. Most recently, I’ve worked with the best coach I’ve ever had. His emotional intelligence and communication skills are off the charts. He’s performance-driven but always puts the person first. He understands me so well that he can push me - and help me push myself — to be the best I can be.
Any final thoughts on the topic of faster performance?
It’s essential to start by defining what performance means to you. What does success look like? Once you have clarity on that, you can figure out the mindset, behaviours, and actions that will drive faster performance. Having something tangible to aim for makes all the difference.
FASTER SALES TRANSFORMATION
Working with 1.6k experienced sales hires in a multinational technology corporation to transform an existing sales onboarding program to correspond with their global sales transformation.
The Challenge
We were asked to transform their current sales onboarding program to correspond with the client’s transition into a subscription and software sales model. This program development would help experienced sellers adopt a new consultative selling approach that focused on long term versus short term solutions.
For the client, it was important to provide new sales insights and concepts in an innovative way while staying true to the company’s core principles. We had to build upon their existing framework and incorporate engaging and stimulating content to enhance the onboarding process.
Under Pressure
Incoming sales hires often felt the pressure to consume product knowledge, learn the key sales skills, and adapt to a new environment in a short space of time.
Behavioural Change
Most participants were already experienced sellers who had to swiftly adopt a new selling approach to align with change in business strategy.
Tools Mastery
Sellers need to quickly master multiple tools that are constantly evolving to keep up-to-date with the latest technology and work seamlessly between them to get the best results.
How We Helped
After a series of strategy sessions, Interactive Workshops’ approach was to evolve and streamline the sales onboarding process to incorporate the client’s new sales approach as they underwent a global sales transformation.
In the first phase, we tackled the challenge of sales hires being under pressure. We identified the essential knowledge that a new sales hire needs to hit the ground running and used that to refine the content in their onboarding workshops. The one thing that sellers want to do is sell. So, we gave them exactly what they needed to do that as quickly as possible.
Our second phase launched the delivery of the new sales onboarding workshops across three global regions. During this time, we focused on the challenge of behavioural change. By establishing the benefit of working closely with customers to identify and meet their business outcomes through long term solutions, sellers could get behind a new way of selling. To support them in continuous development, we created micro assets that outlined these benefits and addressed their pain points at the time of need, offering short, easily digestible content.
In the third phase, we concentrated on the challenge of tools mastery. The client’s organisation already had a vast digital archive filled with tools enablement content. For a new hire, this is an overwhelming amount of information to go through when you’re first starting. We held scoping meetings with subject matter experts to pinpoint the exact tools new hires need to understand in their first few weeks. With this information, we created micro eLearnings to complement the existing tools enablement content. These eLearnings provided sellers with a high level overview of their primary tools and the value each one contributes to their roles.
THE NUMBERS
We have decades’ worth of experience working with global clients to improve the performance of their sales people. Scan the QR code to find out more.
FASTER PERFORMANCE Advice Column
High Performance or Human?
Dear Jonna,
I’ll admit I struggle. My job is to deliver a really challenging sales target across a whole range of products and services in a wide geographical area. To do so takes a great deal of hard work from a sales team of over 1,000 people. But at the same time as wanting their bonuses and to succeed, I’m constantly pressurised to run a “more human” environment for “human sustainability” and worklife balance. I constantly feel conflicted between people and results.
Global
Sales Leader
Dear Global Sales Leader,
Me too. We all have this challenge. Before we dive into the challenge, though, we should really consider what high performance means. High performance doesn’t mean achieving results just through hard work. High performance doesn’t mean achieving results and getting burned out. High performance doesn’t mean grinding out results despite a lack of motivation.
High performance comes through a combination of high skills or competence multiplied by high motivation or application. Sales is an extremely easy environment in which to understand business performance because there are very tangible numbers to make comparisons on. If we have very high skills, we will see things like:
1. Effective sales meetings that don’t take too long but that deliver very high buying desire.
2. Very clever proposals and/or pricing that make decisions easy for customers.
3. Sophisticated handling of objections, or leading the sale through purchasing process, etc.
4. Fluent technology use — can you touch type? Or dictate? — that optimises the overall workflow.
In sales, high skills enable bang for buck. It’s similar for leaders. Lots of leaders must have many ‘challenging conversations’. Highly skilful leaders hardly have any. There’s no need. Their skills mean everyone naturally falls into line and feels open to communicating issues.
All of these skills relate to what the great Stephen Covey called efficiency versus effectiveness. Highly skilful people are very effective. They don’t take much time or effort to get the result. Our salespeople can work at being very efficient, with slick processes and automation to save time. But what really hits the win rate is effectiveness.
Those of us who are incredibly effective at our job can get it DONE. Then we go home to our dogs, our gym, our family, our friends, our hobbies, etc.
The human debate is actually better considered as a question. How good, really, are you at what you do? If you are really very good, you can get your results and go home.
To illustrate, I recall a period of my career working on a project in Sweden. I was inducted into the Swedish way of working. Here, if a worker had to stay late repeatedly, it was a cause for concern. “Are you not able to do your job inside the working hours?” Compared to other cultures where staying late was perceived as a positive (discretionary hard work), here, it was seen as some kind of indication that you couldn’t get bang for your buck.
I’ve tried to instill this in all the teams I run. Come to work. Get it done. Then go home. Of course, there are seasons where lots of extra is needed and, ultimately, can even be enjoyable. But maybe it’s an idea for your sales force. If you find you need to keep working late, go back and invest in your skills.
Good luck !
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