– PILLAR 3 –

Individual Performance Coaching

Robert C. Maybery is globally regarded and deeply respected as one of the pioneers of executive performance coaching since the early 1990s. He continues to attract, develop and facilitate an unparalleled incubator of C-Suite leadership through his bespoke approach and deliberate process. At a particular juncture, more than forty (40) sitting Chairpersons, CEOs and C-Suite executives of publicly traded companies had worked privately with Mr Maybery. His astounding results speak for themselves.

Thus, Robert C. Maybery today, is particularly selective and careful with whom he chooses to work with at both organisational and individual levels. To work exclusively with him on a structured basis, is a privilege and not a right. He acutely understands the meaning of superior human performance within both the personal and business spheres. He commands deliberate discipline and unwavering commitment from his personal clients, in their pursuit of the acme of their careers and how to realise their unlocked potential and cause same to manifest.

Robert C. Maybery has been a CEO, a C-Suite executive and continues to be in high demand as the advisor of choice, to prominent global organisations, specifically to Boards and CEOs. He is published, a regular invited guest on prominent global news networks and an acclaimed keynote speaker. His educational background in clinical/sport psychology and law provides an eclectic and unique insight into human performance. With an excess of thirty years of experience in the corporate and sporting worlds, Robert C. Maybery has developed an uncanny understanding of the peculiar corporate environment and how it may foster superior performance, or how the anthesis can hold true.

The MAYBERY approach was founded upon, the need for a multidisciplinary and collaborative intervention to enable the leader to recognise that the beginning and end of understanding peak performance, vests in the comprehensive understanding of the inner Self. MAYBERY are intensely facilitative in enabling the leader to learn and develop and are purposefully not didactic. The personal accountability to learn and modify targeted behaviours rests with the leader.

For a performance coaching relationship to yield the required outcomes (long term and consistent superior performance; self-correction and self-generation), the relationship must be developed from a combination of mutual respect, mutual trust and the freedom of expression. The alchemy of unstinting confidentiality, relevant experience and unrivalled skill is the cornerstone of the MAYBERY approach.

The approach demands the development of a holistic understanding of the leader. It demands further, the specific development of in-depth knowledge of who the leader represents psychologically (behavioural script) and contemporaneously, an in-depth understanding and appreciation of the role the leader must perform and the prevailing context and culture.

The MAYBERY process is always augmented therefore, with a comprehensive psychological assessment. Behavioural mastery, in concert with specific skill and knowledge acquisition takes time and is co-dependent on three critical factors, namely self-awareness, commitment and practise on the part of the leader.

The MAYBERY approach is based on a twelve-month period or longer which consists of 12 one-to-one sessions or more during the designated period. It specifically excludes, the initial psychological assessment, role and culture intelligence gathering, the verbal feedback (usually three to five hours) and the written report in conjunction with the objective setting for the performance coaching engagement.

"Leaders do not fail for a lack of intelligence but rather due to representing a form of emotional bankruptcy!"

~ Robert C. Maybery - San Francisco, 2011

The Performance Coaching Process Flow Chart

  • Commitment to engagement signed off by sponsoring client
  • Psychological Assessment administered using a comprehensive battery
  • Results interpreted and settled; integrated with previous assessments and ‘stock take’ of current personality projection in association with the current and changing environment
  • Role profile and culture context intelligence exercise and data integrated
  • 360° assessment of targeted group of insiders and outsiders; data integrated
  • Detailed verbal feedback
  • Draft to Final written report settled and remitted
  • Key objectives of the performance coaching engagement established
  • One-to-one monthly sessions commence
  • Leader shapes the agenda setting prior to each session
  • Intense and collaborative behavioural mastery focus using multidisciplinary techniques with a CBT emphasis, with the objective of establishing the root cause(s) of a performance variance(s) and a lucid understanding of the consequences to Self, the organisation and others
  • Advanced self-discovery exercises and assignments including behavioural and business simulation, using actors when appropriate
  • Integration of behavioural and skill work and regular evaluation of current work versus past performance and development
  • Regular, on-going discourse and contact in between the one-to-one sessions via phone, mobile, text messaging, e-mail and video-conferencing
  • Quarterly re-focus and resetting of relationship parameters and expectations
  • Zealous focus on the integration of behavioural development work and the complementary business objectives
  • 360° re-assessment and validation; results integrated and prosecuted against the overarching objectives and original assessment
  • Mutual agreement on closure and redefinition of relationship upon the conclusion of the engagement
  • Report prepared for sponsor organisation and the leader; the content and prognosis is thoroughly detailed and discussed

Format of a typical One-to-One Performance Coaching Session

  • Introductory Conversation
  • Immediate Concerns check in (personal or business)
  • Removal of concerns
  • Assignment work debriefed and evaluated against current objectives
  • Agenda confirmed
  • Self-discovery conversation augmented, within the context of the most urgent and compelling performance development priorities, including the use of specific simulation (use of external actors when apposite); always in direct relation to the attainment of peak performance and concomitantly consistency
  • A performance practicum (business or behavioural) on any issue that is both urgent and important
  • A lecturette on an agreed upon subject for a maximum of 45 minutes and followed by a Q&A session
  • Summarise and reinforcement of the sessions learning
  • Isolate and agree on the critical success factors for the ensuing month
  • At conclusion of each one-to-one session and within two weeks thereafter, the leader is expected to remit a detailed memorandum of the new learning, what is being implemented and how it directly relates to improved performance. Any difficulties are to be raised in the memorandum