Gain Perspective | Destination, Ridges, Paths and Views
Operating in the uncertain and high-speed world of today requires a unique model to understand and address the myriad of problems faced by organizations across all industries and maturity levels.
- Destination: Start with the end in mind, a clear picture of the opportunity is essential to getting there.
- Ridges: Just like the ridges of a great hike, focusing on the right ridge or next horizon creates forward momentum.
- Paths: Within each ridge lie a number of paths to the peak. Out paths are well worn and serve as a starting place to ascend.
- Views: Across every ridge, path and peak are the views and unique perspectives we bring.
| Peak Leadership Performance | ||||
| Peak | Behavior | Environment | Time | Resources |
| The Peak Executive is curious, energetic, courageous, and confident but most importantly, effective. | How you manage your own energy, and the energy needed to bring intention and authenticity to those you collaborate with and lead. | How you arrange your environments to maximize your potential and encourage continued focus on priorites. | Managing time, whether balancing to set clear expectations or having the necessary patience and consistency to create long-term change. | |
| The “Self Path” on the Leadership Ridge | ||||
| Peak | Behavior | Environment | Time | Resources |
| Your Peak Self is built on self-reliance and awareness, growing and learning with others, and intentional energy creation and usage. | Optimize your days, rituals and efforts to ensure intentional energy to the most important efforts. | Increasingly structure your environments to cognitively offload the less valuable uses of your energy. | Prioritize and balance the necessity to hold both a long-term vision and short-term production time horizons. | |
| The “Team Path” on the Leadership Ridge | ||||
| Peak | Behavior | Environment | Time | Resources |
| Your Peak Team is focused and exceeding the most valuable priorities with capacity for innovation and growth. | You consistently model the vulnerable, trusting, and yet competitive behaviors others find inspiring, balance caring and discipline. | Systems of inclusive collaboration create purposeful and empowering moments for all to shine and align. | Boundaries, both personal and professional are considered when resourcing demands and setting deadlines. | |
| The “Peer Path” on the Leadership Ridge | ||||
| Peak | Behavior | Environment | Time | Resources |
| At their Peak, your Peers and you are thriving and delivering well above expectations with increasingly less top-down guidance. | You consistently strive for peer connection and collaboration encouraging open and honest feedback and challenging viewpoints. | Peer team structures and planned collaboration are intentionally designed for their purposes, all members time is exceedingly valuable. | Foundations in trust are necessary and take time to become real, consistency of prioritization and boundaries builds cohesion. | |
| The “Betters Path” on the Leadership Ridge | ||||
| Peak | Behavior | Environment | Time | Resources |
| Reaching your Peak means having intention around your influences, especially those who have lived experience. | You cultivate an internal behavior and desire to be helpful to and learn from your growing network. | Building network influence and guidance into your work and personal operating model to capture insightful views you do not have. | Learning from your “Betters” is rarely an acute activity, but instead an accumulation of learning and service that builds the future you. | |
| Peak Strategic Operations | ||||
| Peak | Behavior | Environment | Time | Resources |
| Peak Operations is an intentional system that creates perpetual momentum through a culture built on expectations of high performance. | Operations thrives on constant improvements, this is best achieved through trusting autonomous teams empowered with clarity. | Intentionally structuring your teams, intelligence sharing, and rituals impacts the culture and performance of the operation. | Managing time, customer and team member expectations, and relentless focus on priorities. | |
| The “Clarity Path” on the Operations Ridge | ||||
| Peak | Behavior | Environment | Time | Resources |
| Peak Operations requires Peak Clarity that creates the perpetual momentum of change and growth of the product. | Providing clarity not only frees the mind to focus on what is important but creates a more trusting culture of transparency. | Clarity into measures of success, incentives, and performance are all reinforced by signals in the environment and workflows. | Clarity into the future and context into the present reduce concerns of unfairness in timelines and build trust in the enterprise. | |
| The “Feedback Path” on the Operations Ridge | ||||
| Peak | Behavior | Environment | Time | Resources |
| Operational outputs informed by a constant stream of customer and team Feedback cannot stray from their purpose. | Build trust and value into feedback loops through open displays of full-circle events where actions are derived from these insights. | Structure experiences to capture multipe forms of feedback, passive and systemic balanced with the experiential. | Different types of feedback have different temporal values, some requires immediate attention, others can build to a greater long-term insight. | |
| The “Intelligence Path” on the Operations Ridge | ||||
| Peak | Behavior | Environment | Time | Resources |
| Intelligence and information flows push Peak Operations into hyperdrive, creating new and hardening positive paths. | Whether decisions of internal operations teams or in customer-facing workflows, transparency to leading intelligence builds trust. | Ensuring the information flowing between systems 1, 2 and 3 (doers, improvers and management) is clear and fast drives overall operational excellence. | Speed to great decisions and friction therein should be increasingly attended to as trust and information swells build. | |
| The “Structure Path” on the Operations Ridge | ||||
| Peak | Behavior | Environment | Time | Resources |
| In a Peak Structure, the underlying practices and technology supporting your operations are accretive to your vision and agility goals. | Identify and continually adjust the policies, procedures, and practices that are in conflict with human behavior and habits. | Structuring teams to autonomously meet clear expectations with clear paths to automoation of less cognitively dense tasks. | Building transparency into your team structure of current and distant future demands and visions creates further alignment and innovation. | |
| Peak Decision Architecture | ||||
| Peak | Behavior | Environment | Time | Resources |
| Peak Decisions create increasing value to customers and team members combining human and data insights. | Great intelligence for decision making needs trusting and safe environments to question and identify anti-patterns. | Environments, teams, and demand processes can help ensure proper priority remains consistent to create real value. | Great intelligence takes time, shipping quick wins and insights on the path to accuracy allows for continued focus. | |
| The “Problem Path” on the Decisions Ridge | ||||
| Peak | Behavior | Environment | Time | Resources |
| Peak Decisions start with clear and aligned Problem Statements, the greatest importance lies in the focus. | Humans are naturally biased to directed action, but great problem statements provide no direction, just opportunity. | Structures and processes exist to produce clear focus and systemic alignment of problems to prioritize. | Investing more time than feels natural to the identification and alignment of priorities yields more valuable results. | |
| The “Lineage Path” on the Decisions Ridge | ||||
| Peak | Behavior | Environment | Time | Resources |
| All data and experiences start somewhere, understanding the origin and Lineage of the information yields proper value. | Humans generate much of the data in the world, ensure motivations are understood and uncertainty is accounted for. | Systems and digital structures can help drive quality data pipelines from collection to insight delivery. | Maturity of data in both sample sizes and historical norms is necessary before proper evaluation, bias to long-term. | |
| The “Personas Path” on the Decisions Ridge | ||||
| Peak | Behavior | Environment | Time | Resources |
| Peak Decisions are made by Peak Decision Makers, building intelligence and insights for unique human consumption is critical to value. | Consulting to understand the human and their behaviors associated with decision making allows for meaningful delivery of insights. | Build the supporting environments, both physical and digital, to create space for well informed decision making. | Prioritizing the personas with greatest impact to your customers and team members is critical, transparency of timelines is too. | |
| The “Valuation Path” on the Decisions Ridge | ||||
| Peak | Behavior | Environment | Time | Resources |
| All insights and Decisions are not created equally, your model for Value should drive priority and resources. | Clarity into priority is essential for ongoing buy in and perceptions of fairness, avoiding shadow-analytics that erode trust. | A model of value for the potential and outcomes of an analysis sets an environmental and cultural norm. | Iterating collaboratively on a model, transparent about uncertainty, is important for long-term alignment of its value. | |