Managing Yourself

Achieving Task

Relating to People

Tuning Performance

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FourSight is a comprehensive, behavioural approach to individual, team and organisational effectiveness and performance improvement.

It concentrates on identifying and improving individual and group behaviour in four categories:

Managing Yourself

Achieving Task

Relating to People

Tuning Performance


Managing Yourself

Managing yourself, day in, day out, is one of the hardest things in the world.

Awareness of your strengths helps you focus on what you are already good at, where you are effective. Awareness of your weaknesses helps you focus on what you are not so good at, where you are ineffective. This analysis enables you to improve your day-to-day behavioural effectiveness and performance.

Progressive, incremental improvements in how you go about the daily business of living, organising yourself, managing your personal and working life, becoming competent and then effective, improves the quality of your life.

If you cannot manage yourself you will be disorganised, incompetent, ineffective, unpunctual. All these behaviours are visible to others and form the basis of how they perceive and assess you.

A high-level ability to manage yourself enhances your personal life, improves all aspects of your relationships, including those at work, enables you to operate effectively with other people and improves your performance. People who manage themselves effectively are positively contagious: everything around them works better, is better, motivates everyone and leads to virtuous spirals of continual improvement.

Most people on the planet are not good at managing themselves.

FourSight concentrates on self-awareness, behavioural feedback and practical steps to improve understanding of how individual behaviour governs a life, impacts on others and determines performance.


Achieving Task
Getting things done well, and on time, is satisfying. The need to get things done is never-ending. Tasks are a major part of life generally, and working life in particular, and when and how they are achieved forms a large part of organisational culture and well-being.

Scoping and measuring tasks, and what constitutes achievement, isn’t easy. Goals and deadlines aren’t always realistic, or achieved, many of us experience feeling driven by the imperatives of too many tasks, onerous deadlines and the pressure of too much to achieve in too little time. This leads progressively to stress, fire-fighting, ineffectiveness, managed chaos and inability to achieve.


The ability to realistically assess what needs to be done, when it should be done by, who is and should be involved, what other resources are needed and ensuring that all this happens satisfactorily in the time given, are all components of successful task achievement.

Task achievement is not the only measure of effectiveness but it is an important one and it is one which is highly-noticeable and obvious in its absence.
How you approach the achievement of tasks in your personal and working life is crucial to your effectiveness. Individuals who consistently achieve things, who deliver, are highly-rated because they are dependable, they are credible: they do what they say they are going to do.


Relating to People

Life is, mostly, a team game. Humans are gregarious and need, and benefit from, the family, social and work groups in which they exist.

But, as Jean Paul Sartre, the famous French optimist stated (probably after a family row), ‘Hell is other people.’

Our relations with the others we come into contact with is like the weather: changeable. Like a rollercoaster: up and down. People are simultaneously complex and simple, predictable and unpredictable, habitual and surprising.

Managing the ways in which we relate to others is critical to our effectiveness, achievement and well-being and to their motivation, support and performance.

Relating to People is the most difficult FourSight category of behaviour because people are changing all the time: moods change, feelings change, thoughts change, priorities change. If an individual achieves mastery in this area of behavioural development they will be truly effective, they will have leadership ability, they will have the ability to get results through their interactions with others. This is a pinnacle of competence, achievement, effectiveness and performance.

If you cannot improve your ability to relate to people this seriously hampers your performance. How you relate to others is behavioural, it is about what you do and say, the most important elements of this are listening to others and considering your impact on them.

The investment of giving time, and paying attention, to other people is almost invariably repaid in predictable and unpredictable ways which benefit you, them and the relationship and group you are in together.


Tuning Performance

Incremental progress in performance is behavioural: doing lots of small things differently, making continual changes and improvements, leads to better and better outcomes.

In every sense of the word, performance is not a static destination, it is a dynamic and ever-changing process. Once you have arrived, you have to set off again immediately if you want to stay vital, stay relevant, stay competitive, stay in the game.

The world of business is littered with the ghosts of defunct companies and failed organisations who took their own performance for granted, became complacent, rested on their laurels, who believed that performance was a place you stayed once you had checked in there.

Improving performance on an on-going basis requires rigorous analysis of results, actively looking for ways in which to make change for improved performance, getting good at disrupting the status quo, listening to your people.

It is exciting, stimulating and developmental for people to work in high-performing teams and organisations. They are rare.

When people have high-level behavioural skills in how they manage themselves, achieve tasks and relate to people then their overall performance is inevitably better.


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