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FAQs .

Q. How does Mission Performance ensure that their leadership development and coaching approach is tailored to individual and organisational needs, considering the diverse industries they serve?

A. We give precedence to individuals in any program of learning. We invest time in understanding them, their teams and their work environments. Once we have understood correctly, we tailor our delivery to them and ensure we align with organisational outcomes.


Q. Can Mission Performance share more about their approach to mental well-being and supporting individuals in high-pressure roles, given my current initiative of rolling out a mental well-being program?

A. We have in-house mental health practitioners who deliver resilience and mindfulness programs face-to-face and virtually. These options slot into existing programs of development. We also have a range of exclusive experiential packages that provide the perfect head space to reflect and recharge.


Q. How do Mission Performance measure the success of their programs? Are there any metrics they use to track the impact of their training on client organizations’ performance?

A. We establish the business case and rationale for our programmes during the program design. Working back from the business case, we define the performance outcomes and the moments where new skills and behaviour need to be visible for the program to succeed. Lastly, we describe the learning outcomes that form the basis of the learning. In this respect, each client will have different measures. Our Human Factors practice might be linked to reduced safety-related incidents or increased reported near misses. Our ‘To Communicate’ practice might be related to increased engagement or winning a new piece of work. We will always work to deliver a set of agreed outcomes. More details on our design method can be found @ (main playbook)


Q. In what ways do Mission Performance incorporate continuous learning and development into their own organization, aligning with their mission to inspire learning in others?

A. We encourage our team by funding ongoing personal and professional development. We have recently subsidised EMCC (G) coaching, SDI 2.0, AGILE practitioner and CRMi accreditations. We practice what we preach.


Q. How does Mission Performance leverage technology in their training programs to create modern and engaging learning experiences?

A. We design and deliver hybrid learning programs. We are deploying virtual instructor/coach-led sessions, bespoke video walls, self-paced learning and face-to-face workshops to build programs of learning. For more extensive programs, we can supply content for your learning platforms or host the learning on our award-winning Promote platform. We combine different methods to deliver the best learning experience dependent on the learner’s practical access to technology. Some of our operational and manufacturing clients do not have access to technology, so we must meet them in their world to give them the best learning experience.


Q. How does Mission Performance ensure that their training solutions are adaptable to different cultural contexts, inclusive and tailored to individuals from diverse backgrounds and experiences?

A. As a B Corporation, we are audited against the highest ethical and sustainable best practices standards. We deliver on every continent and often have multiple nationalities and cultures in any learning space. We take time to understand our audiences and provide services in tune with their values.

We are respectful to all people; however, they identify and use modern and respectful methods and vocabulary to deliver our programs.


Q. Can Mission Performance provide examples of successful programs that have resulted in tangible improvements in leadership or operational efficiency?

A. We would typically walk you through examples of our work when we meet. In the meantime, examples of client success can be found on the case study sections on this site.


Q. How does Mission Performance approach integrating soft skills and technical training ensure a well-rounded employee development experience?

A. We do not deliver process or technical skills, but we ensure that we understand the technical elements and context of any learner role to ensure that our services force multiply any technical curriculum.

An example to illustrate this would be a global program supporting the implementation of the Toyota Lean Production System in specific manufacturing plants in the US. We do not deliver the LEAN process methodology, but we understand it enough to coach the behaviours needed to make it more successful.


Lead

Q. How does Mission Performance ensure its leadership development programs are inclusive and tailored to individuals from diverse backgrounds and experiences?

A. Mission Performance caters for all capabilities, backgrounds and experiences  on our programs. We go to great lengths to assess the capabilities of our learners and design a program that enables everyone to take part and add value in different ways.

We follow industry best practices with appropriate and sensitive pre-program medical and capability assessments and design a program that allows everyone the opportunity to thrive and challenge themselves and others through choice.

Assessing and understanding the experiences and backgrounds of our learners is the first -step in our design process. We must walk a mile in their proverbial ‘moccasins’ to get a deep sense of their working environment. Failure to do this will limit what the program that follows can achieve.   

The fundamental elements are listed below, but we go a little bit deeper.

  1. Needs Assessment: We make sure we understand participant differences through surveys or focus groups to tailor content.
  2. Varied Learning: We offer a mix of learning methods like case studies, role-playing indoors, and outdoor activities to cater to various preferences.
  3. Diverse Facilitation: We Include facilitators from different backgrounds who can connect with a wider range of participants.
  4. Open Dialogue: We encourage open discussions and respect diverse perspectives in a safe learning environment.
  5. Real-World Application: We provide opportunities to apply learnings in real-world scenarios relevant to participants’ contexts

Q. What metrics or success indicators do Mission Performance use to measure the impact of their leadership development programs on individuals, teams, and organizations?

A. Given we have four practice areas, these measures will differ for each.

We agree on how we measure our success with each client. We call them the Performance Outcomes we aim to deliver and their impact on the defined business case specific to each practice area and client.

We work with a diverse range of clients, from Heavy Manufacturing and High-Reliability industries to technical software engineering organisations. Each will have a different set of outcomes or metrics. We prefer the term Outcome Based as it relates to both frequency and quality and importantly, an outcome is observable.

We might use some of the following metrics:

Increases in NPS and Customer service; % sales won; Reporting of incidents; Reduction Incidents; Retention of key employees; Reduction in churn; Promotion to specific positions in the business; size and quality of specific Talent populations; behavioural indicators and their impact on culture change initiatives; levels of engagement from organisational surveys and many more.


Q. How does Mission Performance ensure that its leadership philosophy and values are effectively integrated into an organisation’s culture and leadership structure?

A. This happens in the very earliest stages of the client relationship. The working relationship is key, and early discussions will soon determine if there is chemistry to underpin a productive working relationship. Once this rapport and understanding have been established, the relationship will be based on safety and honesty that will ensure that the culture’s key tenets are enhanced and those less desirable tenets are called out and addressed.


Q. Can Mission Performance provide more information on how they blend in-room, virtual, and online training to meet diverse learning preferences and needs?

A. This begins in the design phase. Understanding the learner and their context is key to an effective program. Their access to technology, operational demands, working routines will all play a part. We choose the right tools for the job. We typically deploy self-directed or self-paced learning to introduce the theoretical elements of the program. We then schedule virtual live coaching sessions to share and explore the theoretical content and its application. We would practice skills, develop strategy in face-to-face workshops, and use virtual coaching to support ongoing implementation. This extends to our partners such as the SDI 2.0, where we use their excellent platform to direct our learners’ attention to connect and share appropriately.


Q. Can Mission Performance share more about their methodologies to challenge individuals and teams while ensuring a safe and supportive learning environment?

A. We begin each program by establishing the right learning environment by discussing Psychologically safe practices. When we deploy our experiential solutions, we take great care to ensure all capabilities are accounted for, and the challenge is primarily through choice.


Q. How does Mission Performance stay updated and adaptive to industry changes and new leadership paradigms?

A. Our diverse team work with a diverse range of clients globally. We share these experiences when designing and delivering specific programs. We also attend online and face-to-face conferences, and we remain current through our professional accreditations.


Coach

Q. How does Mission Performance ensure that their coaching programs incorporate an empathetic and personalized approach, considering the uniqueness of individuals and their situations?

A. We adhere to the EMCC (G) Ethical best practice guidelines. As a B Corporation, we are also held to the highest global ethical and sustainable best practices standards. Gathering and reacting to regular feedback ensures we stay true to our values.


Q. What methods do Mission Performance use to match individuals with the right coaches based on their unique needs and goals?

A. We conduct non-binding chemistry sessions depending on the client and context to ensure a good fit.


Q. How do Mission Performance measure the success of their coaching programs? Are there specific metrics or indicators they use to assess the impact on individuals and organisations?

A. Depending on the nature of the outcomes, the client would define, determine and own their success. For teams, they would set their outcomes and track their progress. For organisations, they might judge their success through a broad range of measures. For one Global recruitment client, they measure their success by a shift to a more coaching. style of leadership, which in turn would retain and unlock latent potential in their people through higher-quality dialogue.


Q. Can Mission Performance provide examples of how coaching is integrated with other training methods to provide a comprehensive employee development experience?

A. We deploy coaching in the implementation phases of our programs. We introduce modest amounts of high-quality and relevant content and then coach its application in the business. We also accredit and accelerate a manager’s experience with an EMCC (G) practitioner accreditation program over eight weeks, virtually. This program supports an organisation’s ambition to develop an internal cadre of accredited coaches and establish a coaching culture.


Communicate

Q. Can Mission Performance provide examples of how their communication programs have helped leaders bridge communication gaps in cross-functional or remote teams?

A. We work with Global sales teams across multiple geographies. By teaching and coaching a replicable set of behaviours combined with a common vocabulary, we have united teams across functions and locations.  


Q. Can Mission Performance share insights into how their programs help leaders and teams communicate effectively during times of crisis or uncertainty?

A. We teach and coach leaders to keep things simple and tailor their message to the needs of each audience. We coach them to have the confidence to be themselves and communicate authentically. We encourage leaders to share a vision, understand their people, and have the courage to confront difficult decisions and to act.


Q. How do Mission Performance help leaders develop the ability to communicate complex ideas clearly and concisely, especially when addressing diverse audiences with varying levels of expertise?

A. By keeping the messaging simple and attuned to each audience’s needs.


Human Factors

Q. What strategies do Mission Performance employ to engage and involve leadership teams in implementing and sustaining the principles of human factors and safety?

A. We deploy our Four phased approach, which engages every seniority in business with the principles and practices of Crew Resource Management. Once we have shared understanding and context, we address each distinct population with a specific set of practices. We work with distinct operational units and train internal specialists to support ongoing implementation.   


Q. Can Mission Performance share more about their training programs’ simulation and case study components, and how these elements contribute to practical skill development?

A. We work with our training simulator partners to deliver tailored exercises to support the reinforcement of specific outcomes.


Q. How do Mission Performance measure the impact of their human factors training on safety incidents and organizational culture?

A. We utilise our client’s measurement tools/platforms to track progress. We may suggest refinements to augment existing data.


Q. What methods do Mission Performance use to ensure that the skills learned through their programs are consistently applied and sustained over time?

A. We build internal capability by training company specialists. We refresh each accredited person every one to two years. We coach individuals and operational teams to achieve desired outcomes. We ensure that all performance-related metrics are transparent and linked to specific operational units. We provide bespoke bitesize content (videos) to support in the moment application of key practices. We make our programs part of the culture, not the bureaucracy. 


Q. How do Mission Performance address potential challenges when implementing human factors training in organizations with deeply ingrained existing cultures and practices?

A. We co-deliver, use native speakers and AI to translate live delivery.


Q. How does Mission Performance measure the tangible impact of their Human Factors training programs?

A. Through the achievement of pre-defined outcomes linked to reported incidents and near misses.


Q. Can Mission Performance provide examples of how Human Factors training integrates with leadership development, especially in fostering open cultures and reporting mechanisms?

A. We combine all four practice areas into our Human Factor programs. One of our distinctive capabilities is our ability to blend four practices into one solution. The Crew Resource Management curriculum mandates that all non-techs are delivered, including leadership and communication. Delivering HF content effectively equates to a leadership development program for High-Reliability industries because we are developing leaders against a prescribed set of outcomes. There is a strong argument to combine budgets for Leadership Development programs with those for Human Factors training. When done well HF training places a set of leadership development outcomes within a precise operational context. This increases the relevance and immediate applicability. 


Q. How does technology play a role in delivering Human Factors training, and how is it used to ensure that critical skills are effectively applied and sustained?

A. We use the latest simulator technology to support our delivery and our hybrid delivery model.