The history of Performance Landscape
The concept of Performance Landscape came about in 2008, following the downturn in the global economy. Staff were looking to senior leaders for direction and guidance in an uncertain environment. During coaching conversations, the consensus of senior leaders were saying, ‘it’s a jungle out there’ – and that gave us the idea for a contemporary programme, using the analogy of animals of the Serengeti for proactive leadership.
After reading Stephen Berry’s excellent book, ‘Strategies of the Serengeti’, we saw an opportunity to use the fact that animals have survived for thousands of years in an ever changing landscape as the ideal analogy for modern day leaders. At the same time, the UK government started to use the expression of ‘a new Performance Landscape’, initially with regards the public sector and the private sector soon followed. The concept of using animals as the analogy for modules emerged and the name ‘Performance Landscape’ seemed to fit.
Also, we wanted to do away with the traditional delivery of leadership models; where you are given theories and then expected to apply them to your organisation. We prefer to work with the context of your Performance Landscape and provide any relevant theories that support your understanding of how to lead your staff and improve the performance of your organisation.
Alan Wingrove initially developed Performance Landscape, in collaboration with the University of Portsmouth, for senior leaders (Level 7). Since then it has been continually revised and updated by him and Diane Lowe. The animal analogies concept has been adapted and extended by Ian Ford and Paul Finnegan to address the roles of junior managers (Level 3) and middle managers (Level 5). Whilst all of these programmes have academic underpinnings, they are adaptable to be practical and relevant to your organisation’s unique Performance Landscape and geared towards performance improvement.
These levels also allow you to achieve a congruence of approach and commonality of language between junior, middle and senior leaders/managers within your organisation. When a CEO talks to their first line managers about ‘behaving like a lion’, we know that we have achieved that.
Our contemporary leadership development programmes are intended to be completely relevant to you. We know that more than 80% of the existing models and theories, that we all know well, are relevant. It’s how they are used that’s important – and that’s what makes us different! The intention is to use the strengths of certain animals, which transfer to both leaders and organisations, to identify desirable behaviours and encourage proactivity.
The six animals chosen were:-
Now you know the background – contact us now!