Amaechi Performance Systems 2010 eBrochure

8/8/2019 Amaechi Performance Systems 2010 eBrochure

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2010

Performance Systems

M A E C H I


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AMAECHI PERFORMANCE SYSTEMS

Page 2

Amaechi Performance

Systems, 2010

CONTENTS

...........................................................................................John Amaechi Introduction 3.................................................................................................Performance Coaching 4...............................................................................................Performance Consulting 5

................................................................Functional Behavioural Personality Analysis 6.................................................................................................Summary and Contacts 9

Learn,Adapt, Grow

IntroductionI very much hope that you will take a little time to read through some of our products and services for the year

2010/2011. Every year we look for new ways to inspire, motivate and improve individuals and their workplaces.Given the financial environment that has gripped the world recently, we know it is important to offer organisations

and individuals more than the usual dull platitudes. In this economy, with the challenges we face, the day of the

consultant spouting ten word solutions is gone.

This document covers some of our one-to-one and group coaching systems as well as the more holistic in-

house performance consulting services that can be combined with coaching to augment change and speed the

desired outcomes.

I played professional basketball for 15 years at the very highest levels, and while I certainly tap into my myriad of

experiences earned in the US and across Europe, it is the combination of that anecdotal wisdom with cutting-edge

research that really gives me - and you - the edge.

I know you will find something to pique your interest, and we are always glad to customise what we offer into a

bespoke package that will suit you and your organisation. Some of our clients can be seen in the banner below and I

would like nothing more than to add you to the family!

I look forward to hearing from you.


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The most improbable

of people, in the most

unlikely of

circumstances canbecome extraordinary

~ John A.

John is a psychologist,

organisational diagnostician and New

York Times best-selling Author

working in both the US and the

Europe. His work is mostly in

industrial and organisational settings

with medium to large-sized

organisations, to help them maximise

their human capital.

Making the Connection

John is an accomplished speaker

with experience addressing a diverse

cross-section of clients, including an

impressive list of Fortune 500 and

FTSE 100 corporations, international

charities and world-class educational

institutions, across Europe and the

United States. He appears regularly

as an expert pundit for CNN, CBC,

the BBC and SKY. He has also

appeared on a host of topical news

and entertainment shows like

Breakfast, The Daily Show with Jon

Stewart, Real Time with Bill Maher,

Oprah and many more, speaking

about the impact of communication

skills, team cohesion, diversity and

inclusion and emotional literacy on

individual and team performance.

Transforming Organisations

John has extensive expertise in

connecting with diverse audiences,

and through dialogue, honing a

coherent change narrative for any

individual or organisation. He is able

to set and maintain tone, as well as

use wit, warmth and insight to link

the individual facets of any of the

APS programmes. His demeanour

and experience allow for an inspiring,

entertaining and unforgettable

interaction. John never forgets that

discomfort is one of the early factors

in an change or improvement

process, he can prepare clients for

this and guide them through the early,

difficult stages as well as equip key

people with the knowledge & skills to

perpetuate tangible change.

Inspiring Change

John is an astute diagnostician,able to review materials and assesspersonnel and workplace culture andclimate and provide the kind ofinsight and pathways for progress.He is expert at working alongsideleaders to analyse strategy, facilitateintra-organisational communicationand highlight and tackle problemsthat diminish workplace harmony.

John is a member of the American

Psychological Association, the British

Psychological Society (BPS), the BPS

Division of Occupational Psychology

and its Psychological Testing Centre.

He is a Senior Fellow at the Applied

Centre for Emotional Literacy at the

University of Central Lancashire.

John Amaechi


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APS Performance CoachingNobody should go

uncoached in sport, or

in life. ~ John A.

Since John first

discovered basketball he

has seen first hand the

power of great leadership

to take an unlikely group

and turn them into awinning team. He has also

experienced the power of a

mentor and coach to drive

personal achievement.

Whether in sport or

business - and especially

when the climate is hostile -

there are few people who

would not benefit greatly

from expert, individual

attention.

Performance Coaching

can be set up individually,

outside of the work

context, or incorporated

into the the framework of a

larger in-house programme.

There is a great deal of

flexibility from 45 minute

individual sessions (evenvia Skype) to seeing groups

of people by tier or task

area (Webex events are

also an option.)

APS is aware that many

elite and elite-track

personnel may see the offer

of performance coaching

as an impugnment of their

skills and abilities but APS

Performance Coaching is

flexible in scope from the

narrow remit of enhancing

communication skills, or

improving leadership

techniques, to a broader

developmental framework

that develops a partnership

to do whatever is needed in

any domain.

By all accounts,Performance Coaching

is recognised as an

incredibly useful

intervention.

It is a very close,

bespoke and personalised

partnership that is valued

highly for those qualities by

coachees and learning and

development professionals

alike.

APS recognises thatmany organisations have

some form of internal

framework for personnel

development. As such,

Performance Coaching can

slot easily into most

frameworks by early, open

communication; setting

meaningful objectives at

the individual and the

organisational level will

allow APS to work in

harmony with internal

processes, even those

already in progress.

For those with internal

mentoring initiatives, the

Performance Coaching

advantage will be evident

from the start. The ability

of an outside perspective toanalyse entrenched issues

cant be overlooked.

John sees the coaching

relationship as one where a

good amount of pressure to

excel is married with the

right amounts of consistent

motivation and support.

As a proponent of CarlRogers school of

humanistic psychology,

John believes in the power

of his authentic, personal

interactions to catalyse

tangible change within

people and organisations.

Weve seen it work at

the highest levels, and

encourage you to meet

John and find out for

yourself!


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Emotional Literacy & Performance Coaching

Key AspectsThere seems to be no end to the

variety of ways to leverage executive

development. But given the

economic pressures and the large

variety of people in need of

development the Performance Coach

must be increasingly flexible,

prepared and innovative.

Investing in People

Not all those in need of coachingare initially motivated to make the

attitudinal shift that will allow for a

successful partnership. Our

experience allows our coaches to

quickly breach any initial resistance

and forge a developmental

partnership. Buying into the

Performance Coaching also means

buying into their organisation, so

coaching is a route to improved

retention of key employees.

The Personal Touch

As elite-track individuals within

organisations become younger,

Performance Coaching focuses on

nurturing the kinds of relationship-

building and leadership skills that will

accelerate the maturation process.

For more experienced individuals,

Coaching provides a collegiate

relationship with a peer who canprovide a hand in professional growth

and work/life balance.

An Independent Voice

Performance Coaching is highly

proactive and quick to respond to

ongoing day-to-day events that might

impact the coachee.

The Performance Coaching

programme exists to support the

individual above and beyond - butworking alongside - any current

provision from their workplace.

About Emotional Literacy (EL) &Social Emotional Techniques

Emotional Intelligence and

Emotional Literacy have a natural

synergy with linguistic competence,

empathy and leadership. As such

APS Performance Coaching, offers

an opportunity for individuals to

significantly expand their

understanding of themselves and arm

themselves with the tools necessary

for advancement in todays market.

Emotional Intelligence is a vital

precursor to so many of the qualities

deemed important for those in

positions of leadership, whether

professional, political, community or

sports based.

Creating an emotionally intelligent

workplace culture imbues group

members with self-confidence, self-

motivation, autonomy and a sense of

belonging - factors that are all tied to

improving the bottom line.

Emotional intelligence is not an

innate trait, it is a set of qualities that

can be taught, and must be learned

to excel in the 21st century.

Performance Coaching bases its

strategy on bespoke situational

applicability so candidates can

benefit as they deploy new tactics atwork and get immediate feedback.

The Benefits of EL ProgrammingContrary to popular belief it is not

the strongest of the species that

survives, or the most intelligent, but

the one most responsive to change;

high levels of emotional literacy

prepare individuals with skills that

facilitate adaptation.

There is a considerable body of

research suggesting that a persons

ability to perceive, identify, andmanage emotion provides the basis

for the kinds of social and emotional

competencies that are important for

success in almost any job.

Furthermore, as the pace of change

increases and the world of work

makes ever greater demands on a

persons cognitive, emotional, and

physical resources, this particular set

of abilities will become increasingly

important. (Cherniss, 2000)

Emotional intelligence skills

include empathy, intuition, creativity,

flexibility, resilience, stress

management, leadership, integrity,

authenticity and intrapersonal

knowledge. These skills augment IQ

and make up many of the intangible

qualities for which so many great

leaders are lauded.

Importantly, although improvingemotional literacy has a positive

impact on many types of tasks, in the

most complex situations a top

performer has been shown to be

127% more productive (Hunter,

Schmidt, & Judiesch, 1990).

Nearly all senior positions in

organisations count complex

informational, leadership and inter-

personal aspects - as such, everyperson who wants to truly excel,

needs improved Emotional Literacy.


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APS Performance ConsultingMake it thy business to

know thyself, which is the

most difficult thing in the

world.

~ Don Quixote, Pt II.

Miguel de Cervantes

Saavedra, 1615

Getting it absolutely

right at the performance

edge is the difference

between adequate and

outstanding - and it is hard!

At APS, we know that

having a fresh set of expert

eyes on important issues

can make all the difference.

Whether it be through one

of APS own interventions

like the extensive FBPA,

discussed in some detail

on the next page, or in a

formalised consultancy

role

working on specific

projects, people or for

identified work outcomes.

APS has worked in

almost every sector; from

health and pharmaceutical

industries, to investment

banking, the EU

Commission, private

foundations, and a broad

cross-section of higher

education and international

charitable organisations.

It should never be said

that anyone has seen it all

but our combined expertise

does mean we are better

equipped than most to face

the endlessly unique

challenges ahead.

Our performance

consulting

process will guarantee an

agreed amount of time per

month, or days per project

that we will be devoting to

your agenda. We rigorously

schedule time, so that Johnis available on-site when

necessary, and only as far

away as a computer or

telephone at all others.

Johns collaboration

has been sought in all

areas of

organisational

performance

from personal

development and

team building

issues,

communications

training and

strategy and of

course in helping

those in charge

to realise and

tap, their own

personal

leadership

potential.

John does not work

alone, he has several CIPD

accredited trainers who

work along side, and Dr.

Peter Carroll, who is a

partner at APS, a medicand change management

consultant; Peters

business consultation

focusses on the health and

medical field, but he is at

the disposal of all our

clients.

The last hurdle of

outside consultation is

meshing with HR and

internal development staff,

and we make working

together a priority.

Taking it Outside: a change of venue and convention can

speed up the change process


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APS High-Intensity DaySometimes you only

have a short amount of

time to make a big

impact; beyond Johns

obvious physical

presence, participants in

high-intensity days call

their experience

transformative.

When you simply mustmake a pronounced

immediate impact, to spur

further interventions, rally

the troops, or begin the

process of change, a high-

intensity day is a brilliant

way to start. Whether a

stand-alone day or

combined with APS

coaching, consultation and

webinars, or your own

ongoing training, this

format is steeped with the

raw materials of change

and anecdotes to make the

processes come alive and

the new responsibilities and

roles a pleasure to adopt.

High-intensity days can

be done in a number of

formats, three of the most

popular being the

Communication,

Leadership and Diversity

development days

The format of the days

is variable around three

fixed events: a wholeorganisation event,

introducing key concepts

and motivating the masses,

followed by a smaller

lunchtime Q&A with

advocates, principles and

leaders and lastly an

evening seminar with major

partners and stakeholders.

These high-intensity

days have been

successfully employed in

multiple environments from

multi-national companies to

independent high-schools.

In terms of efficacy, the

high-intensity days use a

well researched path to

enduring change, one first

described by Dr.

John Kotter, aworld renown

management

guru.

He suggests a

process that

proceeds by first

creating a sense

of urgency then

developing the

skills of a lead-team, building a

guiding strategy

and communicating this

strategy to the organisation

to foster buy-in and

produce an immediate

recognisable goal or early

win. The process

continues by empowering

the individual would-be-

advocate participants to

act in concert withleadership for the desired

change.

The high-intensity day

mirrors Kotters eight-

steps to illuminate the

desired change and

educate the participants

through humorous and

poignant stories and the

most contemporary science

on identity, diversity,

individual responsibility,

leadership, communication

and cultural change

(depending on the chosen

day) to engage every

participant, from the most

forthright, to the most

hesitant, and help

organisations start to create

their desired outcomesfrom day one.

The feedback we have

had from this day is a

testament to its impact.

Although only one day, it is

full on giving an

opportunity to hit whole

organisations with

concepts and tools for

development that allowleaders and advocates

within the body of the

organisation to work

together more effectively.

Some of the options for

the day and an outline of

the goals of the high-

intensity diversity day are

outlined on the next page.

Please enquire if you are

interested in options we

have not included, one of

the best things about the

day is that ultimately, it is

bespoke - one day

focussed on your needs

that kick-starts progress,

development and ongoing

success.

From the cover of Johns

NYTimes bestselling book

Man in the Middle


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High-Intensity Diversity DayThe Objective

To create a high-value day for mid-large sized or

smaller clients who wish to collaborate. This format can

be easily used with the Speak, Reach, Touch,

Organisational Harmony and Literate Leadership

programmes, but outlined below is the Organisational

Harmony High-Intensity Day.

The Goals

The purpose of the high-intensity diversity day are to:

encourage people to embrace personal honestyleading to a pragmatic self-assessment and

organisational analysis

disseminate a rational for acknowledging and

combatting the pervasive influence of unconscious bias

on performance

critically understand and be aware of individual

differences

facilitate a broad understanding of the contemporary

discourse around bias in organisations and the power

of diversity to deliver a performance edge

promote an ethos of respect & support for equality

and diversity at work and in life

create an atmosphere conducive to, and learn skills

commensurate with, an honest and open dialogue on

issues of diversity and inclusion and high-functioning

teams

deliver practical tools to allow all members to

challenge and remove of stereotypes, increase

empathy and support for their peers

refine language and increase eloquence around

matters of diversity and inclusion

become pro-active agents for change allowing them

to support, lead and manage diversity across their

workplace and communities

create a embracing working and learning

environment

Corporate Settings

A minimum of five and up to eight distinct interactive

presentation opportunities:

Morning: [AV component] Whole organisation, open

session for as much of organisation, (staff, managersand executives) that space allows - speech

presentation and Q&A

(Option) Mid-morning: ERG or division visits (unit and

topics to be approved before visit)

Lunch: Buffet Lunch, round table discussion format

with managers and executives; 60 minutes opening

statements followed by moderated discussion and Q&A

Rest period

(Option) Executive roundtable: informal dinner with

executive staff, ERG heads and project leads

Evening (After work): [AV component] Host

organisation, collaborators, partner organisations and

invited guests - introduction followed moderateddiscussion and Q&A

(Option) Network Reception: drinks and canaps

(Option) Webinar follow-up (for executives and staff

members or on tier by tier basis)

(Option) One-to-one video consultation (for senior

executives or project leaders)

Educational Settings

A minimum of five and up to eight distinct interactive

presentation opportunities: Morning: [AV component] Whole organisation open

session for as much of student body, faculty & staff that

space allows - speech presentation with Q&A

(Option) Mid-morning Classroom, team or affinity

group visits (classes, team or Affinity group and topics

to be approved before visit)

Lunch: Buffet Lunch, round table discussion format

with staff, faculty and coaches; opening statements

followed by moderated discussion and Q&A

Rest period

(Option) Roundtable dinner: A dinner with a small

number of senior faculty, the head teacher and the

executive staff

Evening: [AV: Hardaway, ABC clips] Host

collaborators: faculty, staff, parents and pupils, along

with invited guests and guest school representatives;

Interactive seminar: introduction followed by guided

learning and Q&A

(Option) Reception: drinks and canaps

(Option) Webinar follow-up (for faculty and coaches or

on class by class basis) (Option) One-to-one video consultation (for faculty,

staff or coaches)


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High-Intensity Diversity DayExample Schedule

Obviously, the whole point of the day is to provide those working in (corporate) personnel development or

(educational) holistic education the appropriate impetus for change, as such there is flexibility in the running order.

Session Description

Morning Seminar 90 minute: JA Presentation; Q&A

Mid-morning Visits 20 minutes each: Maximum 3 discrete visits

Lunch Seminar 60 minutes: JA opening statements, moderated discussion and Q&A

Rest Period 120 minutes: offsite break

Evening Seminar 90 minutes: AV presentation: Sound of Bigotry and ABC Clips; moderated learning

and Q&A

Roundtable Dinner 60 minutes: informal dinner with executive staff, ERG heads and project leads, etc.

Evening Reception 90 minutes: Drinks reception for further informal conversation and networking

Book Signing 30 minutes

Webinar follow-ups 50 minutes: A hosted multiparty videoconference for up to 30 people; a 10 minute

presentation or review from John is followed by Q&A and moderated discussion

One-to-one video

consultation

50 minutes/session: Access to John for face-to-face consultation with senior staff or

project leads

Time Session

09:00 - 10:30

10:45 - 11:45

12:00 - 13:00

13:30 - 17:00

17:30 - 18:30

18:30 - 20:00

20:00 - 22:00

Morning Seminar

Mid-morning Visits

Lunch Seminar

Rest Period (within this timeframe)

Executive Roundtable

Evening Seminar

Evening Reception (Incl. book signing)


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Overview

Most organisations require

specialist help in achieving the

highest possible performance from

their personnel. Under the best of

economic and political

circumstances, it is difficult to create

an environment where a diverse

workforce can become a highfunctioning team. This is more

challenging if you are an organisation

undergoing any type of transition,

whether that be a change in

leadership, managing significant

employee attrition or trying to reverse

a trend of under-performance. In

these circumstances, APS can help

you drive the change you need.

APS conducts organisational

development and management

consultancy with a very specific remit

to help you drive the change your

organisation needs. We assess the

general culture and climate, profiling

key individuals and specific pivotal

relationships to identify and define

issues within the workplace to inform

the best possible interventions. APS

demands significant engagementfrom our clients, including access to

materials, information and key

personnel.

Getting stuck-in

By taking residence in an office

on-site for up to one week, APS

embeds itself within the organisation

positioning itself to fully understand

and better interact with themanagement team and employees.

During this time, APS profiles an

organisation and its key individuals

while continuing to collect

information, facilitate communication

and encourage multidirectional

feedback. This results in the

initiation of an evolving, ongoing

intervention that creates prompt,

positive change.

APS recognises the significantinvestment that engaging in

management consulting necessitates.

As such, it is no good coming up

with solutions to organisational

issues that require massive ongoing

financial investment, like increased

pay, bonuses or promotions. Some

of our best successes have been in

organisations that were enduring a

freeze in pay, bonuses and

promotions. We focus on soft skills

of management and low-cost

initiatives that tangibly improve the

climate and culture of an organisation

- the maximum impact for the

minimum investment

The Outcomes

It is now, more than ever, a key

performance prerogative to

understand how to best utilise and

activate people with different

temperaments, personalities and

behaviours within a workplace

setting. FBPA is means by which an

organisation and individuals are

profiled through personal interview,

360 feedback and evaluation of key

materials. It allows employers to

compare an individual employee or

manager profile with that of thecurrent and desired workplace culture

and leadership efficacy.

The Process

FBPA can most simply be viewed

as an eight-stage process:

ASSESS: Remote collation of

information via indirect assessment.ASSESS: Literature review of issue-

related, contemporary research.

HYPOTHESES: Creation of

hypotheses for under-performance/

dysfunction using available data.

SOLUTION: On-Site dissemination of

broad spectrum solutions and

change messages through group and

individual sessions.

SOLUTION: Continued on-sitecollection and interpretation of

information from indirect and

descriptive assessment.

SOLUTION: Refinement and ongoing

testing of original hypotheses using a

functional analysis.

TARGETED INTERVENTION:

Developing specific intervention

options based on the function of

problem behaviour.

TARGETED INTERVENTION:

Ongoing feedback and follow-up with

management team and key

individuals.

Functional Behavioural

Personality Analysis (FBPA)A very complex name forsomething very organic and

powerful in situ. ~ John A.


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INFORMATIONGATHERING

TARGETEDRESEARCHREVIEW

INITIALHYPOTHESES&FEEDBACK

ON-SITE ASSESSMENT;

BROAD-SPECTRUM INTERVENTION;

HYPOTHESESREFINEMENT;

COMPREHENSIVEFEEDBACK&

TARGETED INTERVENTION OPTIONS

POSTAWAY-DAY

IMPLEMENTATION&ADVOCACY

ON-SITE FOLLOW-UP &REVIEW

STAGE 1

STAGE 2

STAGE 3

STAGE 4

STAGE 5

STAGE 6

-4WEEKS

-2WEEKS

-1WEEK

WEEK 1

WEEK 3

WEEK 24

Project Timeline

This is a typical timeline for a firm of 100 people:


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Functional Behavioural Personality Analysis

ReportingA comprehensive written report is

provided covering:

the company profile based on the

FBPA

the profile of the management team

an overall employee-base profile

profiles of employees that can

become advocates for change

profiles of employees underconsideration for promotion or

additional training

profiles of under-performing

employees

the employees perspective of the

firms culture and climate.

At the last meeting of the week a

summary of the report is delivered to

the management team as an oral

presentation. They subsequently

receive their individual, functional

profiles paired with necessary,

immediate changes.

The following week APS provides

an implementation guide with:

relevant highlights of the theoretical

constructs, consultation process and

group findingsintervention options including key

management training and structural

recommendations; individual soft-skill

behaviour modification and

consequence strategies.

The implementation guide forms

the basis for the management team

away-day which is facilitated on or

off-site by APS.

Follow-upAPS management consulting is

not a launch and leave solution.

Following on from the away day, APS

will be available on the telephone,

through email or videoconference at

pre-arranged intervals to supply

advice, coaching and implementation

feedback.

Six month afterwards, there is a

two-day, on-site follow-up where

APS reinvigorates the management

and deals with any hot spots.


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APS SportsCare...in the most complex

situations a top

performer has been

shown to be 127%

more productive.

The Product

The Sportscare

programme targets the

heart, soul and mind of elite

athletes to engender

maturity, commitment and

longevity. Sportscare uses

social-emotional

techniques to initiate

progressive behavioural

changes, engender an

increased awareness of

personal and team

potential, self-efficacy, and

a more specific of the tasksand goals ahead, as well as

a greater understanding of

their role within their clubs,

their sport and society at

large. It also promotes a

broader sense of personal

responsibility, ethics and

accountability.

The specific remit of

Sportscare is to accelerate

the personal growth,

maturity, responsibility and

commitment that is now

required in our young and

usually under prepared

sportsmen and women.

The Philosophy

Sportscare addresses

the specific needs of any

sports most important

asset the athletes. The

follow-on effect for NGOs

and clubs, not to mention

the general image of

sports, will be hugely

positive, but the emphasis

is a programme designed

for the education,

empowerment and talent-

access of the individual.

The following points are

crucial in Sportscares

responsibilities: We manage the

confidential mentoring and

education of the players for

their own benefit, our

clients may be the NGO or

club, but we are beholden

to the athletes. The

management of these two

partners within each

organisation will determine

our success.

Sportscare's role is to

educate and support the

players understanding of

their role within all

structures: The team, the

business, the sport and the

general public.

Sportscare will use

skill training and mentoring

to reduce outsidedistractions, create a

focus on their sport and

an awareness of tangential

distractions.

As athletes start

younger, Sportscare

focuses on nurturing the

kinds of relationships,

inter- and intrapersonal

skills that will acceleratethe maturation process

and allow access to high

performance mental-

states.

Sportscare is highly

proactive and responsive

to ongoing day-to-day

events that might impact

the players and their

teams.

The Programme offers

The Sportscare

programmes understand

the background needs and

probable skill deficits that

the athletes may bring to

competition. It works to

incorporate simple,

carefully packaged

concepts into an

interactive forum, and

individual one-to-one

sessions with ongoingsupport, to allow the

effects of the programme

to build organically and

exponentially as the

programme runs.

The full training

programme develops over

time to encompass the

specific requirements of

each club, starting with the

player, coach and

management feedback that

is incorporated with thebackbone of the

programme.


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SportsCare: Athletes and E.L.Key Aspects

The demand for return on the

sports investment pound is more

evident than ever. As such the

athlete development initiatives that

clubs, sports and NGOs implement

need to become increasingly

innovative.

Buy-in

Buy-in is essential for the full

validity of the programme, therecruitment and enhancement of

veteran leadership is an integral part

of the programme ethos.

Proactive

Sportscare is both highly

proactive and quick to respond to

ongoing day-to-day events that might

impact the players and their teams.

Concerted drive to elevate personal

ethics, character and leadership

Focus

Sportscare will use skill training

and mentoring to reduce outside

distractions, create a focus on sport

and an awareness of non-sport

responsibilities.

Independent Support

The EAPD programme exists to

support the elite athlete above and

beyond - but working with - the

current provision from the NGO.Education

Sportscare's aim is to educate

and support the players

understanding of their role within all

structures: the team, the business,

the sport, and to the general public.

Nurturing

As professional players become

younger, Sportscare focuses on

nurturing the kinds of relationshipsand skills that will accelerate the

maturation process.

About Emotional Literacy (EL) &Social Emotional Techniques

Emotional Intelligence and

Emotional Literacy have a natural

synergy with linguistic competence,

empathy and leadership. As such

SportsCare, offers the opportunity for

athletes to significantly expand their

understanding of themselves and

their peers.

Emotional Intelligence is a

precursor for so many of the qualities

deemed important for those in

positions of leadership, whether

professional, political, community or

sports based.

Creating an emotionally intelligent

team culture imbues group members

with self-confidence, self-motivation,

autonomy and a sense of belonging.

Emotional intelligence is not an

innate trait, while certain conditions,

such as autism, can interfere with its

learning, it is a set of qualities that

can be taught.

SportsCare bases its programme

on bespoke situational applicability

so candidates can benefit as they

practice and compete and when they

complete the programme they will be

better equipped to face the demands

of the 21st century competition,whether in sport or in the workplace.

The Benefits of EL ProgrammingContrary to popular belief it is not

the strongest of the species that

survives, or the most intelligent, but

the one most responsive to change;

high levels of emotional literacy

prepare individuals with skills that

facilitate adaptation.

There is a considerable body of

research suggesting that a persons

ability to perceive, identify, andmanage emotion provides the basis

for the kinds of social and emotional

competencies that are important for

success in almost any job.

Furthermore, as the pace of change

increases and the world of work

makes ever greater demands on a

persons cognitive, emotional, and

physical resources, this particular set

of abilities will become increasingly

important. (Cherniss, 2000)

Emotional intelligence skills

include empathy, intuition, creativity,

flexibility, resilience, stress

management, leadership, integrity,

authenticity and intrapersonal

knowledge. These skills augment IQ

and make up many of the intangible

qualities for which so many great

leaders are lauded.

Importantly, although improvingemotional literacy has a positive

impact on many types of tasks, in the

most complex situations a top

performer has been shown to be

127% more productive (Hunter,

Schmidt, & Judiesch, 1990).

All Sport is immensely complex -

in skills acquisition, practice and

competition; all athletes need

improved Emotional Literacy.


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Unique

Everything about John Amaechi andAmaechi Performance Systems is truly

one of a kind. All our initiatives, including

the FBPA, were created by John and

Peter using their experience and the most contemporary

literature on creating and managing change as well as

helping leaders to become their most authentic, creative

and powerful selves, in and out of the workplace.

You can rest assured that you will not find any of

these people or products in circulation elsewhere in the

marketplace - John does not outsource to any other

consultancy company.

It is worth noting, as those of you who have met

John will attest, that the effect John has on people when

walking through the corridors of your workplace is

remarkable. His presence is unmistakeable and the

impression left indelible.

Contact

If you are inspired to learn more, please contact Dr.Peter Carroll ([email protected]) or Helen

([email protected]) and get more

information, but better than that, arrange a time to speak

to John or Peter about helping you improve yourself and

your workplace.

AMAECHI PERFORMANCE

AMAECHI PERFORMANCE SYSTEMS, LIMITED.

3 Kelvin Street,

Manchester,

M4 1ET

United Kingdom

e: [email protected]

w: amaechiperformance.com

Summary and Contacts
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Documents

Amaechi Performance Systems 2010 eBrochure