I am frequently asked what it is that motivates me to pursue extreme challenge and what enables me to keep going against immense setbacks and faced with such enormous hurdles. For me it has always been an attitude of mind and how I view a situation or issue. My Performance Adventure-Leader©, developed from real experiences and observations at the edge of human endurance sets out to capture the essence of a high performers state of mind. We can all achieve more than we may initially believe possible, I have seen it happen too many times to not believe this to be the case. The greatest challenge is taking the first step, and for many this involves creating a climate and mind set that promotes self-belief. Once we truly understand who we are and know what we want, we can then take ownership of the journey to achieving our goal.

Whilst it is important for the adventure leader to understand that teams develop to broadly predictable patterns (Form-Storm-Norm-Perform-Adjourn) and to be able to recognise at what stage of the cycle the team is at, it is of equal, if not greater value for me to have a deeper understanding of the behavioural characteristics of my team members. Team profiling models such as those developed by TMS International Ltd provide a powerful tool that has enabled my team members to share with one another and enables them to move through the cycle more effectively.

One of the essential ingredients for a peak performing team is a shared understanding of individual behavioural characteristics. The TMS Development International Ltd 'Team Management Profile' is a powerful profiling tool that really drills down to the essence of individuals. Extensively researched and proven psychometric tool the TMP, a 5,000 word personalised report, looks at where an individuals motivation lies, how they can best contribute to team success and how they are likely to lead, manage and link with others who may have different perspectives on the world of work. A powerful tool to add to your toolbox.

Emotional Intelligence is a relatively recent behavioural model, rising to prominence with Daniel Goleman's 1995 book called 'Emotional Intelligence'. Emotional Intelligence is increasingly relevant to organisational development and developing people, because the EQ principles provide a new way to understand and assess people's behaviours, management styles, attitudes, interpersonal skills, and potential.

One of the most effective ways to help maintain team cohesion is through celebration. Every opportunity should be taken to celebrate both individual and team successes, however large and however small. Occasions when a team should celebrate should most certainly be linked with goal setting and, as discussed on an earlier blog, celebrations should form part of the leaders strategy in how is to shape his peak performance team. Leaders should keep an eye out for individuals who have made significant achievements in moving team efforts towards its goal and, particularly when the individual has achieved success beyond his/her experience and/or technical ability. Celebrations can a simple as an email announcement to a full blown team gathering. Celebrations share positive vibs, and help to inspire and motivate others within the team. If a team is underperforming celebrating success becomes increasingly important.

John Adair's Action-Centred Leadership model has long been recognised as providing the basic foundation for leadership and the management of any team, group or organisation. Action Centred Leadership is also a simple leadership and management model, which makes it easy to remember and apply, and to adapt to your own situation. Good managers and leaders should have full command of the three main areas of the Action Centred Leadership model, and should be able to use each of the elements according to the situation. Being able to do all of these things, and keep the right balance, gets results, builds morale, improves quality, develops teams and productivity, and is the mark of a successful manager and leader. John Adair's Action-Centred Leadership model is represented by Adair's 'three circles' diagram, which illustrates Adair's three core management responsibilities: 1. The Task. 2. The Team. 3. The Individual.

It is important that teams agree how decisions will be reached and capture this within the team charter. For a high performance team this will generally be a collaborative approach to the decision-making process. If everyone is involved in the discussion to reach a decision, when that decision is ultimately reached the commitment by all will be far greater. The formal leader should keep the discussion focused on the issue and frequently summarise points of view and then articulate the final decision, seeking everyone’s agreement to pursue that course of action. Once agreed all team members should fully embrace and commit to its delivery.

Team cohesion is essential in high performance teams, it is the glue that binds the individuals as one and provides the resilience and confidence to overcome setbacks. During my expeditions, at the end of each day’s hauling our tent time was important in maintaining team cohesion. We discuss the day’s progress and review future strategy. I facilitate discussions to actively encourage communications on both positive and concerning aspects, any grievances should be aired. The tent time was a real highlight of the day for laughter on the day’s tribulations, to share experiences or learn a useful tip that someone had uncovered by chance. And for me as leader it gave an opportunity to gauge individual’s mental and physical state. Relating this to business I encourage weekly ‘tent-time’ meetings for reflection and review.

David Kolb published his learning styles model in 1984. The model gave rise to related terms such as Kolb's experiential learning theory and Kolb's learning styles inventory. Kolb's model has a four-type definition of learning styles, for which Kolb used the terms diverging, assimilating, converging and accommodating.

Teams tend to unite around a common goal. When one is not obvious, or indeed perceived to be out of reach, individuals will manifest their own and follow them. This can result in a breakdown in team cohesion with devastating results. During all my polar journeys I create a 'Keep Walking Scheme of Manoeuvre'; a planning aide that I first developed for my successful crossing of Iceland in 1994. The aide established a series of achievable goals that take into consideration terrain, fitness levels, sledge loads and altitude. When I left the edge of Antarctica heading for the South Pole I was not focused on the Pole some 700 miles away, but on a point 60 miles away. It is much easier to focus on small steps.

Abraham Maslow developed the Hierarchy of Needs model in the 1950's and the theory retains its validity even today for understanding human motivation, management training and personal development. Maslow's ideas surrounding the theory concern the responsibility of employers to provide a workplace environment that encourages and enables employees to fulfil their own unique potential, or self-actualisation. This is based on five needs:
1. Biological and Physiological - air, food, drink, shelter, warmth, sex, sleep.
2. Safety - protection from elements, security, order, law, limits, stability.
3. Belongingness and Love - work group, family, affection, relationships.
4. Esteem - self-esteem, achievement, mastery, independence, status, dominance, prestige, managerial responsibility.
5. Self-Actualisation - realising personal potential, self-fulfillment, seeking personal growth and peak experiences.

Many organisations articulate a list of qualities that they expect from thier leaders. For example; The Royal Marines list Judgement, Bearing, Wisdom, Integrity and Courage. But for a leader to create and lead a peak performance team he should be able to think as both a leader and a team player. He should be an effective linker able to listen to the views of all team members, recognise individual strengths and know how to effectively utilise them for benefit of the team. Qualities and traits of leadership are external manifestations. True leadership is something that comes from within. It is a matter of behaviour and perception. It is a result of real experiences.