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The Human Side of High Performance: Article 8
“Sprint cannot become the permanent operating model” and “The goal isn't simply to perform today. It's to be capable of performing again tomorrow.”
Lisa Ojomoh
11 minutes ago5 min read
The biggest risk in Q4 is not always an empty pipeline.....
It is a pipeline full of opportunities everyone believes will close, but nobody has properly challenged. At this point in the year, optimism is not enough. Your top three opportunities deserve robust commercial diligence: Do we genuinely understand the customer’s priorities? Are we connected to the people shaping the decision? Is the value strong enough to withstand scrutiny from finance and procurement? Have we identified the real obstacles, including the ones nobody is talk
Lisa Ojomoh
3 days ago1 min read
PROBOS Perspective: People Don't Resist Change. They Resist What Change Threatens.
The leadership team may be months into processing the change but everyone else may be on minute one.
Lisa Ojomoh
Sep 216 min read
AI Is Not the Strategy. Better Thinking Is.
How we are using AI at PROBOS to improve thinking, judgement and execution, by shaping AI around our frameworks, evidence and ways of working.
Paul Robinson
Sep 164 min read
The Human Side of High Performance : Article 7
Are you trying to understand the behaviour, or simply reacting to it?
Are you trying to understand the behaviour, or simply reacting to it?
“We need to understand why people behave the way they do.”
Lisa Ojomoh
Sep 144 min read
The Human Side of High Performance: Article 6
What leaders tolerate becomes culture
Lisa Ojomoh
Sep 83 min read
The Human Side of High Performance: Article 5
Trust creates the conditions for greater challenge.
Lisa Ojomoh
Sep 24 min read
When High Performance Hides Self Doubt
Performance follows people.
And if we want sustainable high performance, we have to understand the person underneath the performance- not just what they deliver, but what it is costing them to deliver it.
Lisa Ojomoh
Aug 264 min read
The Human Side of High Performance : Article 4
Sometimes we borrow belief from other people before we can find it again ourselves
Lisa Ojomoh
Aug 243 min read
The Human Side of High Performance: Article 3
Performance follows people. People need clarity before they can give you their best because people cannot commit wholeheartedly to a direction they do not fully understand.
Lisa Ojomoh
Aug 103 min read
The Human Side of High Performance: Article 2
What energy do people leave with after spending time with you, as their leader ?
Lisa Ojomoh
Aug 33 min read
From Complexity to Clear Action: How Expert Facilitation Turns Decisions into Delivery
How expert facilitation helps leadership teams turn complexity into clear decisions, visible ownership and practical delivery.
Paul Robinson
Jul 314 min read
The Human Side of High Performance: Article 1
A leader’s emotional state becomes information. Lisa explores how calm, trust and psychological safety shape team culture, wellbeing and high performance, and asks a simple question: what are people catching from you?
Lisa Ojomoh
Jul 283 min read
The Unseen Game of Leadership - Article 4
Pressure Reveals the System What does pressure really expose? When people watch elite sport, they often talk about athletes "performing under pressure." The penalty in the final minute, the decisive putt, the match winning conversion or the final over. Commentators often say: "They handled the pressure brilliantly" but elite athletes and coaches know something slightly different. Pressure rarely creates performance. It reveals it. By the time an athlete stands over the winnin
Lisa Ojomoh
Jul 213 min read
The Unseen Game of Leadership - Article 3
Truth Without Damage Can we tell people what they need to hear without diminishing their belief in what they are capable of? One of the most powerful relationships in elite sport is the relationship between athlete and coach. At its best, it is built on trust. However, trust does not mean constant praise. A good coach will notice the missed opportunity, the drop in standards, the poor decision or the moment of hesitation- the habit that may be limiting performance. They will
Lisa Ojomoh
Jul 133 min read
The Unseen Game of Leadership - Article 2
The Bench Is Still Part of the Team How do leaders keep people engaged when they are not centre stage? One of the most interesting parts of elite sport is not always what happens on the pitch. It's what happens on the bench: The players not starting, the subs waiting for their moment, the injured athletes still turning up and the squad members training hard all week, knowing they may not be selected. From the outside, the bench can look passive but in high performing teams,
Lisa Ojomoh
Jul 64 min read
The Unseen Game of Leadership - Article 1
The Work That No One Sees What are leaders really rewarding: performance or preparation? One of the things elite sport teaches us is that performance is never created in the moment we see it. The match-winning pass, the calm under pressure, the final sprint, the composed comeback. Or the athlete who looks ready when the opportunity finally arrives. Those moments may be visible but they are not where performance begins. Performance is built in the work nobody sees. The early s
Lisa Ojomoh
Jun 294 min read
What Elite Sport Teaches Us About Leadership -Article 4 :
Leadership Is Navigation, Not Control. What does leadership actually look like under pressure? The closer you get to elite sport, the more one thing becomes apparent. Leadership is far less about control than people imagine. Every decision creates: Multiple interpretations Unintended consequences Visible scrutiny What appears obvious externally often feels incredibly complex internally. The same applies to organisational leadership. Leaders are balancing: Short term and long
Lisa Ojomoh
Jun 221 min read
What Elite Sport Teaches Us About Leadership - Article 3:
Staying Ready When You're Not Chosen! What separates resilient performers from everyone else? One of the most fascinating aspects of elite sport is observing what happens when things do not go to plan: Non selection. Injury. Loss of form. Unexpected setbacks. The best performers are not defined by how they behave when things go well. They are defined by how they respond when they do not. Missed promotions, lost bids, organisational restructures, changes in leadership...most c
Lisa Ojomoh
Jun 151 min read
What Elite Sport Teaches Us About Leadership- Article 2 :
How do leaders make good decisions when certainty doesn't exist?
Lisa Ojomoh
Jun 91 min read
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