Our Performance Triggers philosophy uses cutting edge science to show exactly what creates the performance state for your people. Take a look at four universal factors that drive performance and behaviour and find out how you can apply them as a leader in today's workplace.








There is a new way definition of performance in the 21st Century. It no longer involves repeating the same procedures, scaling up or doing more of the same thing, more efficiently. Instead, High Performance is now about being agile, thinking on our feet and finding outstanding solutions to typical problems.

To lead for human performance in the 21st Century, we have to master these four Performance Triggers: AUTONOMY, BELONGING, CONSISTENCY and STATUS



A sense of control has an enormous effect on stress  and perceived workload. It helps switch on the most effective brain regions and creates the right performance state for our best work. Leaders need to create the right feeling of control if they want people to think and perform at their best.




When relationships don’t work, we tend to revert to survival behaviours and operate in ‘threat mode’. We do our best work when we feel like we are contributing to something bigger and that we belong to a great team – effort increases, while perception of effort decreases.




When our regular patterns are interrupted it causes an error signal, forcing us to bypass logic and act emotionally. We need Consistency primarily in ExpectationsFairness and Certainty. If we manage these things effectively, our people can perform at their peak rather than responding to emotion.




Perceived status is a fundamental driver of human performance. It explains winning streaks, confidence and momentum. With positive status, we think more clearly, act more effectively and build more confidence. Status is influenced by many things above and beyond role titles and pay grades, including a sense of achievement, progress and value.



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watch the video: A new way of working