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Performance Culture

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Sustaining a High Performance Culture

Our culture development mission

We believe that individual and team growth is directly linked to the growth of an organisation, and for your organisation to create the right culture for high performance, we help you to develop highly effective performance leadership capability, at all levels. We believe, and have found this to be true in our work, that where the individual is growing and developing in alignment with organisational values and goals, they perform at their best, they achieve more as a team, and deliver corresponding positive and collaborative effects across the organisation.

As performance coaches, we help our clients quickly identify and manage hidden conflicts or blind-spots at play in their values, beliefs and behaviour to enable them to more quickly learn and adapt, to fuel this personal growth and transform for unprecedented results. As performance coaching trainers, we transfer our leadership and performance coaching skills and embed them within our client organisations, leaving you to continue coaching for excellence. We support our clients in creating a rapid step-change in how they manage themselves (their thoughts, their feelings and their impact: creating conscious self-leadership) as well as within others, in order to firmly root the new behaviours, and thereby ensure closer alignment and a sustainable transformation in long-term performance.

Ensuring structural as well as behavioural alignment in relation to this is key and so we help our clients identify the key integrating roles, consider how these are being developed and promoted, including identifying the new competencies required for ensuring continuity of performance leadership at many levels.

… Transforming Values & Beliefs – Behaviour – Systems - Results ..

Creating a Performance Culture for Seeking Operational Excellence – Guidance Work Books

We have also produced a highly valued series of seven oil and gas performance management work books to accompany our training. These are entitled “Seeking Operational Excellence: Creating a Performance Culture, how to create sustainable operational excellence in oil and gas operations”, comprising:

1. Enhance your readiness to change – understand your culture
2. Managing transformational change

3. How to strengthen the bonds of trust and foster higher engagement
4. Developing your coaching skills
5. How to be a transformational leader for building high performance teams
6. The principles of measuring performance
7. Operational excellence and organisational learning for high people engagement – concepts and tools

“I found it really genuinely good, easy to follow, made for a reasonably engaging read... I feel that I could continually refer to it by section to help with change management and assessing the way we do things. It was uncanny how much of our conversations were reflected in the book which helps to reassure me... and [my colleague].”
– Industry Maintenance Supervisor and Performance Coach

Our Training

Everyone is a potential performance champion!

Our in-house training has been developed for over a decade, tailored towards building the culture required for sustainable operational excellence (OE). This training socialises and helps assimilate new ideas, opportunities and practices to be undertaken by key groups of individuals. It also supports cross-funcitonal teams in seeking new, as yet unrealised organisational goals. We believe that this helps our clients initiate as well as remain on their OE journey, as follows:

1. Leadership for Core Role Performance

High workforce engagement, collaborative behaviour, organisational learning coupled with continuous improvement practice, and the ability to manage performance in complex environments, are all hallmarks of managers and supervisors working within a high performance culture. We provide oilfield examples that we have gained in practical experience and tailor this 2-day training event to the practical examples experienced by the following audiences:

Who should attend?

Executive teams, senior managers, performance champions, improvement project team leaders, key integrating core roles: OIMs, senior offshore supervisors of areas such as production, maintenance, shutdowns, etc.

Clear Benefits:

Improved productivity

Reduced cost

Improved HSSE, including process integrity performance

Improved Reliability

Improved contractor and staff goal alignment, engagement and collaboration

Reduced waste

Optimised value

Contact us to learn more.

2. Coaching Skills for Operational Excellence (OE)

Coaching for the culture change needed for OE is an important leadership, management and supervision style, as a means of ensuring more sustainable as well as transformational change. It has proven to be particularly effective in improving performance for upstream oil and gas operations where the activities are removed geographically from the decision-makers at higher levels, and is highly effective in bringing together complex mixes of contractors and staff who frequently risk operating at cross-purposes rather than collaboratively.

Coaching has developed team capability to swiftly apply team learning to programs of work within the same drilling plan, to maintenance work routines and reliability issues, to more optimised management of production losses, to ensure production shutdowns achieve their objectives within a given timeframe, to ensuring optimal safety performance, as well as many others.

We deliver interactive training and where requested follow-up developmental mentoring and coach-the-coach sessions using highly experienced coaches and trainers. We advise our clients on the behaviours required of leaders, supervisors and managers in order to become a high performing organisation, intent on sustaining OE. Described below are the myriad of coaching skills, knowledge and attitudes required of the organisation in seeking enhanced performance, incorporated into our training, as follows:

Coaching for Performance Excellence
  • Develop proficient coaching skills that are values based and outcome and goal-focused towards performance excellence
  • Capable of challenging ideas and the status quo effectively and motivationally 

  • Demonstrates empathy (caring), consistency and competence (explained further in building powerful working relationships). Respectful to all and so capable of building strong, trust-based relationships with the individual and/or team
  • Remains calm under pressure
  • Creative in seeking solutions and capable of solution-focused dialogue
  • Demonstrates adaptability in how goals can be met and capable of accelerating this where needed
  • Patient, respectful and employing conflict resolution and systems thinking in the face of obstacles or ‘difficult customers’


3 days

Additional bespoke topics can be covered as an additional day, including:
  • Coaching teams in technical limit planning and learning before, during and after action learning reviews 

  • Coaching teams in organisational learning, continuous improvement and lean tools concepts and methods
  • Highly effective communication and assertiveness
  • Emotional self-mastery for enhanced personal effectiveness 

  • Possessing cultural awareness for transformational change 

  • Understanding and managing conflict 

  • Performance meeting and event facilitation for optimised decision-making and improvement implementation
  • Measuring Key Performance Indicators (KPIs) and providing feedback for optimised performance improvement, minimising the unintended consequences
of measurement
  • Advanced Coaching: cognitive coaching for shifting entrenched beliefs, attitudes and behaviours

Who should attend?

Performance Champions, in-house coaches, senior managers and supervisors tasked with leading transformational change.

Our current public training dates:
Contact us to learn more about the certification process to accompany this.

Our Culture Assessment and Change Methodology

Is culture measurable over time? This is a very common question posed by many of our clients. Our honest answer is - it's somewhat measurable but not fully measurable (human systems are highly complex) - however any measure obtained is simply an indicator of "what" you are exhibiting. Improvements come about when there is also understanding around the "why" and also the "how". Why is our culture the way it is? What beliefs do we still share that are limiting our progress, are powerful "why" questions, for instance, as they promote solution-focused thinking. How will we go about altering these beliefs, management style, leadership style, etc.? This promotes thought around appropriate methods to transformationally change, as opposed to focusing on any single attribute that can be measured. In dealing with highly complex systems, it is important not to focus on single attributes, rather to take a multi-faceted approach and observe emerging patterns and themes. We encourage our clients to do this, assisting them in qualitative assessments of their culture (their current state) and therefore supporting a systemic approach in seeking an improved state. Activities such as interviews, observation, questionnaires, 360 degree feedback, performance data as well as how participants respond within improvement events all provide valuable data on the current culture.

Making meaning of this must be a co-creation and collaboration between our clients and us. Our clients understand why they behave the way they do, and we understand how they can learn to behave differently and how they can achieve this, in order to achieve the desired results.