Why should I consider a Star Perfromance Group  consultant?

When an organization is faced with a challenge, it is often hard for those closely connected to it to determine whether the presenting problems are people or systems related because the two are so closely intertwined. Sometimes what is assumed to be systems problems are actually people problems and vice-versa. If left alone, systems problems actually do result in people problems and people problems can render otherwise good systems ineffective. The result is loss of employee dedication and perfromance, high turnover, low productivity, loss of customer loyalty and, ultimately lost profits.

For an organization to run smoothly both the people and the systems that support them must be functioning properly. Our first goal  is to determine whether presenting problems are people or systems based. Where the problem is systems based, the resources needed for implementing solutions often already exist within the company and, with proper guidance and motivation, can be relatively simple to implement.

Where this is the case, our goal is to communicate requirements to the proper sources and, where necessary, provide motivation and momentum to ensure completion of the projects.

The same cannot be said when presenting problems revolve around people. People are not as predictable or as readily changed as systems. People need a reason to change and sustained motivation to make and keep the necessary changes. What the reasons and motivators might be are different from person to person and are not always apparent.

That’s where our team of experts shines, we specialize in solving the problems that arise around people. Problems with:

• Motivation
• Communication
• Interpersonal relating
• Team function
• Leadership or management effectiveness
• Key employees who are difficult to manage
• Employees who create bottlenecks in their effort to ensure perfection
• Leaders or employees who are under-performing to name just a few.

In every organization there are numerous people related situations which can, and often do, prevent organizations from growing and developing to their highest potential.

Most of the time people problems arise because the individuals involved lack the understanding or skills to affect a better outcome.

When the necessary skills, awareness or understanding is provided by someone the individual or group trusts, substantial gains are made. Trust comes from high levels of expertise and the Star Performance team has more than 100 collective years of expertise to call upon to help you resolve people problems. We deliver results, guaranteed.

Which approach is most effective . . . training, consulting or coaching?

Training
Each approach has its advantages. Training is best when you want to teach the technical skills necessary for job effectiveness, or for functional skills and dissemination of general knowledge, such as communication, leadership or  sales skills. Classroom training is generally the most cost effective way to positively impact a team, division or organization. 

Research shows that retention of information gained in a typical classroom setting is less than 30%, but the methods we use have more than doubled that percentage (72%) by training in easily assimilated, high-impact segments, requiring that training participants practice what they learn in real world settings between segments and holding them accountable for following through.

But even with greatly improved retention and application, training by its very nature is limited to general learning. It does not lend itself to specifics as do consulting and coaching.

Consulting
Consulting is best when specific problems arise within an organization or team which ordinary interventions have not been effective is resolving. Our consultants are problem solvers who have the benefit of years of problem-solving experience and an outside perspective.

As consultants we are able to get past assumptions and filters and look at old problems from a clearer perspective. We have the expertise to quickly get to the heart of the problem and implement the right solution.

Consultants work directly with management to affect the desired outcome. Our consultants are dedicated to delivering real results really fast, not just making observations and filing reports.

Coaching
Coaching is the best option when individual improvements are desired in specific areas. When individuals want to improve their outcomes faster and with greater ease coaching is by far the most effective route.

Research shows that retention of information in coaching approaches 96% compared to 30% in a typical classroom. Coaching even exceeds the 72% retention rate achieved through our special training methods, which is why we recommend the coaching approach where rapid improvement for key personell is the goal.

Beyond information retention, skills learned through a good coach are as much as five times more effective than those learned through trial and error and the development rate of those who employ a coach is three to nine times as fast as self-learning.

The CORE Advantage

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Top 10 Competencies Essential to Excellence

	Competencies	Factor(s) required
1.	The Ability to Communicate Clearly and Effectively	Communications/listening training, Personal development, EQ
2.	The Ability to Relate to Others Well Individually and in Teams	Personal development, EQ, training for some
3.	Honesty, Integrity, Ethics	Personal Development, EQ
4.	Good Judgment and Accountability	Personal Development, EQ
5.	Ability to Make Independent Decisions and Problem-Solve	Personal Development, EQ, training for some
6.	Innovation and Risk-Taking	Personal Development, EQ
7.	Commitment and Dependability	Personal Development, EQ
8.	Determination and Initiative	Personal Development, EQ
9.	Ability and Willingness to Follow Protocol	Personal Development, EQ
10.	Business/Job Acumen	Job Skills Training, Personal development, EQ

Only the last item on the list of top ten competencies requires specific job skills training and none require any specific set of the commonly measured personality traits. Yet both are highly important to success in particular jobs or for particular aspects of jobs. To ensure competent employees, EQ, personal development, temperament and job skills training are all essential. When temperament is matched to the position and effective job skills training applied, any reasonably intelligent person who is well-developed (healthy EQ and personal development levels) can be competent and successful.

CORE Competencies Review

1. The Ability to Communicate Clearly and Effectively

For genuine and effective communication to occur there must be an awareness of the different communicational styles, an understanding and appreciation for individual differences, and a willingness to move outside one's own comfortable style in order to connect with another.

Effective, competent communication requires far more than just general listening skills and the ability to respond to what was said. The listening must go beyond the words themselves to understand intent and the response tailored to fit the needs and intent of the speaker.

For this to occur, one must know not only his/her own communicational style and preferences, but those of the other person as well. Almost all cross communications are unintentional. Generally, both parties will report that they are working very hard to understand or make sense of what the other person is trying to convey. When attempts at communication are frequently frustrated, the result is often avoidance of any attempt at genuine conversation with the offending party, which only increases the opportunities for misunderstanding and conflict.

Awareness of different communicational styles requires awareness of natural traits and tendencies. Learning to recognize each of the communicational types can enable an individual to stop when communications seem to be crossed up and thoughtfully examine what might be happening. Since stepping outside of one's own style to connect with another requires both foresight and empathy, a healthy degree of personal development and Emotional intelligence (EQ) must also be present.

The traits described in this and each of the following categories are natural to certain personality types and need to be taught to others. The value in knowing who owns certain traits naturally and who needs to be trained to use them is immense because it allows an organization to tailor their training programs to fit the needs of the employees. Those who need the most training get the most. Those for whom such traits are natural strengths not only require less training, they can actually be recruited as mentors for those who need to learn.

2. The Ability to Relate to Others Well, Individually and in Teams

To connect with others in a meaningful and satisfying way requires a high degree of awareness - awareness of one's own interpersonal style and that of the person one is dealing with. It also requires an awareness of the immediate wants or needs (motivators) of the other person. For most people this is accomplished through training that teaches recognition and conscious awareness of the different types of people and full understanding of how to communicate with, connect to, inspire and motivate each type.

Generally, for this type of training to be applied effectively and consistently the trainee must have a healthy degree of self-development and EQ, which sometimes requires personal development training or coaching. Those who are undeveloped as individuals or who are lacking in emotional maturity or EQ are not likely to apply any amount of training effectively or consistently. Awareness of the immediate wants and needs of others requires the ability to read non-verbal communications as well as good listening skills. All of these require attentiveness on the part of the perceiver and those who are undeveloped and immature tend to be too unaware or self-absorbed to adequately attend to others. The good news is that emotional maturity (or EQ) can be developed in adults with the proper training.

Teamwork - There are some types who are naturally better at teamwork than others, but anyone with relatively healthy levels of development and maturity can learn to work competently within a team environment. Knowing how each type performs within a team environment and in what capacities they are likely to excel is extremely useful. Knowing the natural traits as well as development levels and EQ of each team member can guide the team leader as to most effective placement and degree of training necessary for optimal outcomes.

3. Honesty, Integrity and Ethics

Honesty, integrity and ethics are all products of healthy personal development and emotional intelligence. Without a high degree of self-esteem few people believe themselves worthy of the esteem of others and, when the esteem of others is not a factor, honesty, integrity and ethical behavior lack importance. High self-esteem comes from a deep self-awareness and self-appreciation, living authentically, having faith in one's abilities and accepting positive feedback from self and others. These factors express themselves on the CORE assessments as high levels of development in the dominant and secondary styles, at least moderate development of the backup style, and the presence of non-reactionary coping patterns across the board. High self-esteem generates esteem and regard for others and fosters a climate where honesty, integrity and ethics are a high priority.

4. Good Judgment and Accountability

Like integrity and ethics, good judgment and accountability are present only in those who have a healthy sense of self and a high degree of EQ. Until an individual is emotionally mature enough to defer his/her own immediate wants in consideration of the bigger picture and the greater good, and to act accordingly, momentary or emotional whims can lead the individual off in unpredictable and unproductive directions. Those who are unpredictable can rarely be counted upon to a high degree. As with integrity and ethics, the maturity levels and personal development that predict good judgment and accountability are expressed in the CORE assessments as high levels of development in the dominant and secondary styles, at least moderate development of the backup style, and the presence of non-reactionary coping patterns across the board.

5. Ability to Make Independent Decisions and Problem-Solve

The decision making portion of this competency is an area where natural traits play a large role in outcomes. Each of the types makes decisions differently and each brings something of value (as well as potential limitations) to the decision-making role. Some types make decisions quickly while others need to ponder the information before coming to a conclusion. The benefits and limitations inherent to either path tend to find balance only in those whose traits are developed in healthy ways. How effectively decisions are shared with others is more a product of EQ and personal development than of personality traits, though even here some types are more willing and capable of sharing information than others and training may be necessary for those less naturally inclined in this direction.

Creativity, logic and general intelligence are important factors in problem-solving. The thinking types tend to prefer solving problems using logic, while creative problem-solving tends to be preferred by the feeling types. As in each of the other competencies, EQ and development levels play a huge role in how effectively creativity, logic and intelligence are applied, but knowing how each employee is likely to go about problem-solving (logically or creatively) can greatly increase the odds of getting desired outcomes.

6. Innovation and Risk

Both innovation and risk-taking have a basis in personality. Some types avoid risk and innovation while others embrace them. Also, innovation can look very different from one type to another. The thinking (logical) types may prefer to innovate along technical or procedural lines while the feeling types may be more innovative where people are concerned. The bold types are greater risk-takers by nature than are the hesitant types, but bigger risks are not always better ones. Whether a risk is taken wisely or fool-hardily is more a matter of EQ and personal development.

7. Commitment and Dependability

Those who are committed to positive outcomes and to making a difference; who constantly strive to improve self, others and the organization and who persist in the pursuit of those improvements always have high levels of self-esteem, empathy and personal drive. Different types of people are driven for different reasons, but drive is not positive, persistent or consistent in any type where personal development and/or EQ are lacking.

Commitment to high standards of performance and dependability are largely the result of personal development and EQ. Personality type may be able to predict how an individual is likely to apply this competency and in which areas he/she is most likely to have a high enough interest to remain committed, but personality type alone cannot predict whether the individual will apply the abilities that are available to him/her. Only those who have developed their personality traits in healthy ways can be counted upon to utilize them effectively and consistently.

8. Determination and Initiative

To demonstrate initiative, energy and tenacity in achieving goals and resolving problems, and to maintain focus and perspective in the face of challenges requires working in a job that compliments, rather than challenges, one's natural traits. Working against our nature is like constantly swimming upstream. No matter how valiantly we try, in time we wear down and no longer have the energy or enthusiasm to excel. It's hard to maintain our focus and perspective when we are struggling just to keep afloat. Working with one's nature is like floating downstream. Nature itself assists us every step of the way providing natural skill development, ample enthusiasm and energy to spare

To ensure that employees are working with their nature, it is essential to know what their nature is. Many people have been conditioned to behave in ways that are actually in conflict with their nature so trying to determine an employee's nature (and best job position) based on current behaviors can be misleading and disappointing. Employees who show little energy or enthusiasm for their work and who require a lot of managing to keep them on track are either in jobs that are contrary to their nature or their nature is very undeveloped and/or immature. Knowing which you are dealing with can help you to determine whether your best solution is to move the employee to a better suited position or help them to better develop their natural traits and EQ.

9. Ability and Willingness to follow Protocol

Following protocol requires a willingness to work for the good of the whole, as well as the ability to adhere to specific plans, processes and procedures. While adherence to plans and procedures comes more naturally and easily to some types than to others, each type can be effective at this competency provided EQ is well developed. Following protocol, especially when it is not complimentary to natural inclinations, requires the ability to delay gratification or find gratification in processes and procedures outlined by someone else. Knowing which employees prefer working within such parameters and which are more likely to resist can help leaders focus their efforts and keep their teams working more productively. As in most every area of life and work, those with healthy levels of EQ are most likely to plan ahead, delay gratification for the overall good and work together cooperatively to ensure protocol is followed.

10. Business Acumen

Business acumen is largely a product of knowledge, effective training and empowerment. Most people perform far better in an environment where they know exactly what is expected of them and how their work fits into and impacts the company as a whole. Yet, even here those with high levels of personal development (PD) and EQ perform far above the rest. When those with high PD and EQ have a clear picture of what is expected of them and are given the tools and freedoms they need to perform their work, they can be as much as 12 times more effective than the average worker according to research funded by the Ford Motor Company and several top universities.

Getting business results (which might be defined as contributing to the company's profitability through actions and decisions that are cost effective, adding value to the business, being consistent with the company's strategic business objectives; and ensuring that desired quality standards are established, maintained and achieved) requires good company training, knowledge sharing, and goal definition on the company's part. It also requires a high degree of PD and EQ on the employee's part. Actions, such as accepting responsibility for results, setting measurable standards of achievement for self and others, working through others (rather than micro-managing) and championing the efforts of others requires healthy levels of both EQ and PD.

CORE Competencies - LEADERSHIP

1. Bringing Out the Best in People
There are areas of this competency that are natural to some types and areas that are natural to others. For example, the ability to assess and address performance issues competently and hold people accountable would come more naturally to the CORE type called Commander or one of the Commander combinations, while the ability to coach, mentor, and help others develop their capabilities would come more naturally to Commander's opposite type, Relater or one of the Relater combinations. As in every other area, only those who are well developed themselves and have a high degree of EQ will be competent in bringing out the best in others. No one willingly follows someone who they view as immature, uncaring or incompetent, which is how those lacking in PD and/or EQ are often perceived. It is virtually impossible to bring out the best in people who lack respect and esteem for the one attempting to lead them.

2. Maximizing Organizational Capabilities
To maximize organizational capabilities through identifying, recruiting and developing the people who are best suited to their roles requires that those responsible for this competency have a thorough and workable knowledge of personality types and temperaments (natural traits and tendencies) and the ability to identify types beyond their current behaviors. This is especially true in the recruitment arena because most people are on their best behaviors during job interviews and it's important to be able to see past any behavioral facades. It is also important to be able to distinguish natural traits from conditioned ones and to have the knowledge and tools to develop individuals quickly and efficiently in the direction of their natural, and most effective, traits.

3. The Diversity Factor
Environments that truly embrace diversity are those where there is an in-depth and on-going awareness of, and appreciation for, what each individual brings to the group. This awareness and appreciation must go far beyond acceptance of age, gender, race and cultural differences. Most workplace conflicts do not occur as a result of these factors. Most occur as a result of personality and communicational differences, which are resolved far easier when these factors are addressed and understood. Generally, age, gender, race and/or cultural acceptance have little bearing on personality and communicational differences. These exist within and across every age, gender, race and culture, and are the source of as much as 80% of workplace conflicts. That being the case, diversity training that fails to include these crucial factors is neglecting areas that are essential for teaching employees to understand and accept different points of view, approaches and methodologies at the most essential levels.

4. Empowerment
Competence at empowering others requires high self-esteem, EQ and interpersonal intelligence. High self-esteem and EQ are necessary because empowering others to excel independently and to possibly equal or exceed our accomplishments takes a lot of confidence and inner strength, and a lot of maturity. These are present in high enough doses only in those who have a relatively high degree of self-esteem and a healthy degree of EQ. Interpersonal intelligence is necessary to enable us to know how, when, whom and how much to empower those we lead.

The Personality Factor in Leadership Competencies
Leadership competencies require certain functions that are inherent to particular trait sets which are generally assigned to different personality types. In some cases the functions necessary to easily move through a particular competency belong to very different personality types so what is natural for one leader may need to be developed for another. To ensure that leaders are fully functioning and effective, it is important to know which functions are already well developed and which will need further development. People naturally function most effortlessly when using their dominant and secondary styles, but any personality type with well-developed, non-reactionary traits across the board can be a good leader.

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Coach/Liaison Benefit Packages

Attract and retain top talent, increase motivation and maximize employee potential with a Coach/Liaison Benefit program that really makes a difference. And not just to employees, but to leaders/managers and to the company as a whole. The Coach/Liaison Benefit program offered by The Star Performance Group serves the needs of employees and motivates them like little else can and, because it measurably increases productivity and profit it continues to pay long term dividends to the organization through ever increasing employee effectiveness.

How It Works
Because many employees feel uncomfortable discussing issues with another company employee, even when the other employee’s job is “employee relations”, issues that interfere with productivity often go unmanaged.

Many employees fear that things disclosed to an individual within the organization may come back to haunt them, especially when the issues are work related or when they affect productivity.

When the issues are personal or family related, the employee often feels that their manager or a company advisor doesn’t care about personal problems or isn’t qualified to help.

As a result, issues that really need to be resolved to ensure that employees are fully present and motivated often get swept aside and never dealt with.

As worries or concerns continue to mount and fail to be resolved, productivity begins to suffer, absenteeism and tardiness increase, fuses get shorter, internal conflict accelerates, lines of communication get broken and the entire organization is negatively impacted.

The Star Performance Coach/Liaison Benefit packages are designed to alleviate all that while also improving the company’s bottom line. As an external resource that maintains absolute confidentiality, our firm provides a safe and competent environment in which employees can deal with and resolve issues thereby improving employee satisfaction, increasing productivity and helping employers achieve their production goals.

Our staff
Our staff includes a Doctor of Psychology, a Certified Grief Recovery Counselor, Certified HR Professionals, Certified Coaches, and World Class Trainers to ensure the continued growth and development of employees at all levels and overall improved functioning throughout the entire organization.

Our programs are designed to ensure that both employees and employers get their needs met. We provide specific actionable tools to deal with issues quickly and effectively, and provide the essential support managers and leaders generally don’t have the time to provide. As issues are resolved:

• Employee satisfaction and loyalty increase
• Turnover, absenteeism and tardiness decline
• Productivity and profits continue to climb

It’s a win/win situation.
Leaders and managers get the support they need to get the most and best from their people, employees get their needs met and companies get happier, more productive employees. Studies show an increase in productivity of as much as 300% and of return on investment of as much as 40 to 1. Employees consistently rate this service at the top of their list of preferred benefits.

Put us to the test.

• Give us your greatest employee challenges
• Set us to task helping you reach your loftiest goals
• Use us to achieve more by freeing up your leaders and empowering your people
• Let us show you just how much can be delivered in record time
• Take advantage of one of our guaranteed annual packages* and get all the benefits of a long-term coaching/counseling/training relationship at a fraction of the cost
• Eliminate lost time and productivity**

* Coach/Liaison BenefitPackages are annual coaching/counseling/training agreements with a 100% satisfaction guarantee. If you aren’t delighted with the results we have produced after 30 days we will either resolve the issue to your complete satisfaction or your entire investment will be refunded and we will part friends.

** Just how much is lost time and productivity costing you? Studies suggest that it costs an average of $28,500 to replace a typical employee and get a new one up to speed. The higher the salary and the more complex the job, the greater the replacement cost. The cost to replace a manager can run into six figures and hiring mistakes can be very costly. Unmotivated or distracted employees cost an organization between 25% and 40% of his/her salary due to wasted time and low productivity. Disruptive employees cost as much as 100% of their salary because not only do they waste their own time, they also cause other employees to lose time and be less productive. To calculate what you are losing, multiply employee turnover, the number of unmotivated or distracted employees and the number of disruptive employees by the above formula.