Mikael Trolle describes the background and the 9 elements crucial in performing at a constantly higher level.

1. High Performance
Leadership
How to develop a
High Performance
Culture
Inspiration by
Mikael Trolle & Allan Levann

2. Why Performance leadership?
We must increase our productivity, competitiveness and growth.
We don’t have to work more. We have to perform better.
We have to change our mindset from work to performance.
From work hours to performance hours.

3. The Performance mindset
We needs to change the traditional perception of what it takes to
create results.
We need a new understanding of the concept of performance and
plant this idea in every employee as a performance enhancing seed
that will optimize their abilities.
It is not just about work hours; it is about performance hours.
Through this, growth and competitiveness is strengthened without
undermining personal balance, passion and enthusiasm.

4. We call you
The Performance leader

5. Baseline
The High Performance Model
Pitfalls
Control
Productivity
Systematic
Perfection
Business
PPC
HIGH
PERFORMANCE
Persistence
Sport
Innovation
Art
CPP
PPC
Pitfalls
Playful
Arrogant
Madness
Imagination
Pitfalls
Stubborness
Demanding
Realistic

6. The Performance House
The Game
TeamValues, Behavior,
Rules, behavior
Motivation, Engagement & Communication
Values and attitude
Leadership
Management
Coaching and communication
Leadership, Management and Coaching
Team Team
The culture
Roles, motivation and determination
Roles, motivation and determination
Framework
The Field
Organization
Organization, Setting and Planning

7. Performance definitions
•
•
•
•
Performance team
High Performance team
Excellent team
Virtuoso team

8. High Performance Team
P1
P1
P2
P2
Development
Development vs. elimination

9. Deliberate Performance
Performance
Deliberate practice
Practice
Time

10. Performance vs. Result

11. High Performance
What are the prerequisites for
high performances?
Don’t work harder, but
perform better! Everyone can
learn that!

12. The goal is to clear the crossbar.
Performance lies in how the crossbar is cleared.

13. High Performance
The basics
Perfectionism, persistence and innovation
Recommendations
1.Create meaning and passion: “The Gateway”
2.Ensure progress and performance co-exist
3.Release your talent and realize your potential
4.Rely on experts
5.Have the courage to pick the team – and to be selective
6.Give detailed and acknowledging feedback
7.Praise often and sincerely
8.Create a team-culture – for individualists as well
9.Use your intuition and good judgment

14. Perfectionism, endurance and innovation
”Perfectionism, endurance and
innovation are the basics that have
to be present – and with great
respect to timing and balance – to
create a launch pad for high
performance.”

15. 1. Create meaning and passion
”Passion is the driving force,
the lifeblood, and one of
the prerequisites for high
performance.
The problem is often that passion is
underestimated as a performance
factor, because it is difficult to
measure and judge.
Therefore it is often overlooked in
the competing competences as the
foundation for performance.”

16. 2. Ensure progress and performance co-exist
“If you eliminate progress and
innovation to only focus on systems
and increased productivity, you run
the risk of losing sight of high
performance.”

17. 3. Release your talent and realize your potential
”Everyone possesses different
potential. Only when an individual’s
potential is realized to the maximum
capacity, can it be determined
whether it is in fact a talent”

18. 4. Rely on experts
”We live in the age of generalists,
so to know it all has become an
insult. We should instead pay tribute
to the experts, because they offer the
competences needed for high
performance.”

19. 5. Have the courage to pick a team - and to be
selective
”High performance takes place only
by the team that understands the
importance of establishing a
framework, defining roles and
relations and by exerting leadership;
this is what creates meaning,
engagement and motivation.”

20. 6. Give detailed and acknowledging feedback
”Feedback, or perhaps better
described as ‘feed forward,’
describes the difference in our
intentions, the subsequent actions
and the final result.
In this area of tension lies knowledge
about new opportunities, new
actions and new results as well as
the foundation for developing high
performance.”

21. 7. Praise often and sincerely
”Praise strengthens engagement and
creates an acknowledging approach
to learning; the error-finding culture
is replaced by a search for and
staging of the desired performance.”

22. 8. Create a team-culture – for individualists as well
”High performance is only obtained
when the team-culture is based on
individuals’ needs, not just to ensure
their job satisfaction, but more
importantly to ensure the individuals
engagement and need for respect
and acknowledgement.”

23. 9. Use your intuition and good judgment
”The experiences of a lifetime are
downloaded by the brain on our
subconscious hard disk, where
intuition is derived. The interplay of
intuition and our conscious
knowledge together with an
overview of the unknown makes the
foundation for high performance
judgment.”

24. High Performance Flow Theory ®
After Mihaly Csikszentmihalyi
CHALLENGE
High
Anxiety
Middle
Worry
Low
Apathy
Agitation
Low
FLOW
”FLOW” creates
motivation throughout
the entire process.
Control
Relaxation
Middle
Boredom
High
SKILL

25. Performance and engagement
Performance requires engagement ....
Job satisfaction doesn ’t create performance by
itself ....
Engagement is characterized as (Gallup):
• understanding what role you have.
• understanding what is expected.
• being able to do one’s best.
• committing to doing what is expected.
• feeling valued and acknowledged.

26. ”Life is a game of inches”
Performance Coaching
Any Given Sunday
Al Pacino, actor