It has been and continues to be, one of my life’s pleasure’s, to be able to impact positively the lives of the people we meet on our Rocket Programmes. Over the years, we have been creating performance environments in organisations across the world and our reach and impact never fails to make feel humble and grateful for the privileged position I have in my people development role. Mostly the learning is confined to developing peoples’ working approach; however, the “wider” lessons we introduce inevitably spill over into broader areas of our delegates lives.
Rocket Performance began in the year 2000 and when reviewing projects completed many years ago, we were discussing, amongst our faculty, the stand out performers and how they have progressed. It was truly impressive to see the incredible trajectory of so many of our coachees and delegates that we have worked with. In fact, it was quite remarkable how many now lead, or are in very senior positions across the world. This led to a discussion as to what characteristics do they share.
There were the obvious ones, ambition, and drive. We noted though they all have a clear and
well-practiced approach in how they deliver a customer centric sales & marketing experience – built from understanding a “current” methodology. They have, as you would expect excellent communications skills, which enables them to articulate themselves with impact. Their market and industry knowledge is exemplary. They have extensive networks and contact base.
The debate developed further, with the argument that most of these factors were common amongst most effective sales people. What we wanted to identify, was what had meant that the Rocket delegates seem to have made such incredible progress.
It struck me when doing some regular “check-in’s” with this population, that what they all have developed a deep and profound learning habit. Their curiosity and desire to improve has been sustained over, in some cases, nearly two decades. They all have developed an innate hunger to improve no matter what role they are in; this is pleasing because embedding continuous learning is a key aspect of all our performance development programmes.
At the start of all of our Rocket Programmes, we explore the impact of the concept of being Feedback Hungry. We examine what this means and the importance of self-awareness. We encourage delegates to truly integrate a deep and consistent learning habit into how they operate day to day.
We call it being on the curve. This is always coupled with a focus upon controlling the controllable, i.e. not wasting time with externalisation but instead developing great ability based on improving competence. As a result, these people are incredibly productive and impactful.
To see so many of our delegates pick up these skills and retain them within their lives is truly humbling and it should come as no surprise to find all these individuals in senior leadership positions.
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