- Eliminate personal distractions, interruptions, and disturbances that get in the way of results
- Learn and use a repeatable process to achieve breakthrough performance
- Alan provides a mental performance focused program for tennis players, golfers, musicians and corporate executives.
- Alan incorporates an engaging mix of humor and commentary drawn from the performance – driven world of the professional athlete.
- Increase personal engagement and accountability to produce consistent results
Alan Fine introduces a powerful process for tapping into the performance capacity within each individual and throughout the organization.
“The biggest opportunity in performance isn’t about knowing what to do – it’s doing what you know. Focus helps you do what you know.”
Fine calls this phenomenon “Decision Velocity”— the speed and accuracy of decisions that drive individual and organizational performance.
Alan shows you and your organization how to achieve significantly higher levels of performance through revolutionary tools and practices
Participants will understand three key drivers of performance
(Faith, Fire, and Focus) and use the GROW Model, as a proven tool for performance improvement to tune out distractions, and focus on key behaviors that results in greater confidence and an unquenchable fire to succeed.
As participants apply the GROW Model to their own performance opportunities, they will experience an increase in both the speed and the accuracy of their decisions – “Decision Velocity.”
Applicable to Leaders as a tool for strategic alignment, to managers as a simple yet powerful process and with individual performers to enhance their own performance, his approach can be used in a broad range of applications.
Managers and employees will understand how to overcome root causes of most performance gaps, including attitude issues, mental and environmental distractions, misplaced priorities, and lack of focus.
Fine’s approach to breakthrough performance has been used by some of the most well respected companies in the world, including IBM, P&G, Sprint, 3M, GAP, Honeywell, Oracle, Thompson…
Alan maintains that breakthrough performance is less about teaching-and more about learning. It’s less about knowledge-and more about doing what you know. He believes that:
Everyone has the capacity to perform better. . .
. . . but interference blocks this capacity.
Focus reduces interference . . .
. . . so sharpening focus leads to breakthrough performance.
Alan distinguishes between external interference, which lies outside our ability to control and internal interference, which lies within our control.