This is part 1 of a 5-part series on how intentionality drives performance. Performance is a key construct that underpins a lot of what we try to do. In an organisational context, it determines successful we are in motivating people to show up and invest effort. Yet the consistency of understanding of what performance really means needs to be significantly better if we are to truly unleash and leverage the human potential to perform. This is really about having deeper insights into what constitutes performance so that we can deliberately target, or focus on, what we desire from ourselves, the people we are supervising or the people we are leading. In organisations, the HR function can also have better conversations around what performance means first in HR and then for all other functions in the organisation.

This is part 2 of a 5-part series on how intentionality drives performance. This video explains performance and motivation in a way that supports self-reflection and presents levers organisations might be able to pull to better enable performance.

This is part 3 of a 5-part series on how intentionality drives performance. This is about starting with the end in mind. Being increasingly clear about why actions are being performed. Motivation comes from valuing what you hope to achieve. Understanding what results are, and what they are not, helps to understand why it's not always easy to try hard enough.

This is part 4 of the 5-part series on how intentionality drives development. This video takes a deeper look at activities, decisions and actions and how they work together. It explores macro and micro activities in much the same results were explored.

This is part 5 of a 5-part series on how intentionality drives performance. Understanding capabilities means appreciating the role knowledge and skills play in our ability or inability to achieve our goals. Knowing how to improve the quality of our decisions and actions is the key.