Achieving World-Class Performance
Cliff Chalon is the global authority on world-class performance through people and culture. With over 15 years of working exclusively with senior executives who are responsible for building their organisation’s performance culture, he is a master at generating tangible and significant improvements in performance.
Recent research shows that over 90% of C-suite executives identify culture as crucial to performance, and that improving organisational culture improves company value. And yet only 15% say their firm’s corporate culture is "where it needs to be."
This is where we FOCUS. Our unique way of leveraging Culture-driven change via our Roadmap process, directs and positions your organisation to achieve World-class Performance.
Roadmap to World-Class Performance
One Critical Issue at a Time
Podcast Interviews Cliff Chalon
The Culture Of Banks As Reported By The Royal Commission
Can’t say that I’m surprised by the recent findings and revelations of the Royal Commission into the financial sector – it’s been evident for some time.
Is It Time For Banks To Stop Apologising And Fix Their Culture?
Interviewed by Chris about the Royal Commission report that highlighted the culture of the bank and how they must now fix it.
Creating A Strategy To Deliver Performance
Radio Interview with Freda Liu – BFM, Malaysia: Exploring the concept of strategy and how to create one that focuses on performance.
Refining The Notion Of Performance Consulting
Explored the concept of performance consulting and the differences between this approach and traditional training and development.
Achieving World-Class Performance
Cliff talks about his new book and explores the 10 Truths that every senior executive needs to know to leverage people and culture to achieve world-class performance.
Build A Sustainable Culture
Of High Performance!
Leadership teams often spend millions of dollars on improving their people and culture, yet there is an ongoing “drag” that holds the true performance of the organisation back from its full potential. These companies want to get a handle on how to reach a level of sustainable performance through their people and then build a culture of high performance that doesn’t go by the wayside or becomes variable over time.
It’s a common occurrence that companies, seeing the disparity between ambition, talent and subsequent performance, seek to fix the problem through generic training. They assume that an increase in technical knowledge will facilitate an increase in productivity or performance. Sadly, this is the wrong approach. Senior executives have to address a more crucial component.
