How we work
Our methodology
The High Performance Learning Journey: an evidence-based framework that treats a programme as a sequence of activities across a whole journey, not as an event with a start and an end date.
Our methodology
The High Performance Learning Journey.
Developed with Robert Brinkerhoff, one of the leading international experts on effective learning and the evaluation of training effectiveness. Workshops are for practice, not for teaching. Everything around them exists so the behaviour survives the walk back to the desk.
Personal commitment to the journey
A motivated person works hard at their own development. This first step needs management involvement and a picture of personal success: how it feels, how it looks, which behaviours produce it. The method used here is coaching.
Building the knowledge foundation
Each participant receives exactly the minimum information needed to raise performance, and no more, acquired through individual study. The webinars and in-room sessions of an HPLJ are dedicated to practice, not to teaching.
Developing and practising skills
The step where new behaviours are tested repeatedly and feedback is used as the instrument that raises performance.
Consolidating results
The final step: newly learned skills are tested in the working environment and developed continuously through several methods, carried by the PROMOTE platform.
Why the journey matters
The gap between attending and doing.
The same content, delivered three different ways, produces radically different transfer into practice.
Kirkpatrick research: in classic event-based training, only 2.5 participants out of 10 improve their performance and sustain it. In a High Performance Learning Journey the same research puts it at 6 in 10.
The five factors an HPLJ optimises
PROMOTE
The platform that carries the journey.
Programmes run through PROMOTE: know-how transfer modules, social interaction, gamification principles, and individual or group assignments. It works on four principles.
Management involvement
PROMOTE shows managers when they are most needed and how best to intervene in the process.
Social learning
Participants share experience and best practice, reflect and collaborate, which is where most of the transferable insight actually comes from.
Effective learning
It shifts attention from learning in a classroom to practice on the job: higher motivation, higher engagement, lower training cost, better results.
Monitoring and improvement
Programmes can be steered toward their objectives by acting on deviations early and reinforcing what is working.
Measuring success
The Kirkpatrick model, all four levels.
Most providers stop at level one. Level four (the participant's own manager assessing whether the behaviour changed) is the only one a sponsor actually cares about.
Reaction
Feedback collected from participants after the sessions, engagement and satisfaction.
Knowledge
Online questionnaire testing the acquisition of the specific content.
Behaviour
Self-assessment questionnaire against the competencies the programme targets.
Manager assessment
The participant's manager evaluates the same competencies: the honest number.
Certifications
What our consultants are certified on.
Entire staff certified on the High Performing Learning Journeys blended methodology.
12 trainers certified on Kirkpatrick evaluation and programme design.
10 coaches certified by Performance Consultants International, Sir John Whitmore's company (2 MCC, 2 PCC).
10 trainers certified on the DISC methodology.
3 trainers certified on the Process Communication Model.
5 trainers certified on the Lancaster case-study method.
8 NLP Master Practitioners.
5 consultants hold a psychotherapy licence.
Our conflict, emotional intelligence and resilience programmes are co-facilitated by consultants with more than twenty years of psychotherapy practice, certified on DISC, PCI coaching and cognitive behavioural therapy.
Every programme is a change project
What happens before the first workshop.
- One-to-one conversations with team members from each population type.
- Self-evaluation plus direct-manager evaluation on a set of pre-agreed competencies.
- Qualifying and quantifying the desired behavioural change, from what, to what.
- Building the specific scenarios and case studies from your business.
- A communication plan, a kick-off with all participants, and senior managers engaging live or on video.
Start a conversation
Let's talk about the impact our solutions can have for you, your organization and your community.
If you are evaluating how to build capability that actually changes the way your organization works, we can help you define the right starting point, cohort design and delivery sequence.
The first conversation is diagnostic. We discuss your context, priorities, maturity, and where capability building can create measurable leverage.