HPA Community Newsletter
Welcome to the HPA Human Performance Community Newsletter Page!
The Human Performance Association (HPA) is a not-for-profit collaboration of next-level thought leaders and practitioners in the fields of human behavior, error reduction, culture transformation, safety, quality, instructional technology, and performance improvement. Its members are wholly dedicated to making the world a better, safer, and more productive place.
Staying on top of the most recent developments and insights in the field of Achieving and Sustaining Next-Level Human performance takes time. It can also feel overwhelming. We understand your need to stay updated, so we have created a free monthly newsletter that brings you the latest in Human Performance. HPA Newsletter is specifically designed to keep Human Performance Professionals up to date on the latest and greatest Human Performance practices.
Each month, we will take you on an insightful journey where you will discover cutting edge topics within the HUMAN PERFORMANCE WORLD. Each newsletter is concise and focused on a particular theme chosen for that issue. It contains featured articles, insightful videos and recommended books.
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We hope you enjoy these free publications and join us as we work together to Change the Global Conversation on Human Performance!
Below are some of our newsletter from the past for you to enjoy.
Are we there yet? Why is the sky blue? Why is rain wet? Children have an endless list of questions as they discover the world around them. But as we grow older, most people tend to ask fewer questions.
This may be due, at least in part, to the fact that we start to make assumptions about many of the things around us based on what we have already learned or observed.
Sometimes we ask fewer questions because at some point, someone made us feel ashamed that we didn’t know the answer or made it clear they had more important things to do than respond to our questions.
The ability to believe in yourself can change your life.
What difference would it make in your life if you had an absolutely unshakable confidence in your ability to achieve anything you really put your mind to?
What would you want and wish and hope for?
I’ve often heard that the only sure-fire way to fail is to give up.
It’s no secret that big goals take time. You have to think months or even years down the road.
Because they take so much time, we’re often tempted to quit before reaching them. This story will show why you shouldn’t easily give up.
Integrity is that particular quality of character that occurs when a person stays true to their commitments. This means that a person—and in some cases an entire organization—has a point of view about what matters. They declare something of value and they stick to that endorsement. They do what they say. They stand for something, even if, and especially if, they stand to lose something in the process.
As people who spend a lot of time with business leaders, the spectacular headlines worry us less than the day-to-day erosion of integrity. We say one thing and do another. We give our word and take it back (without admitting that we’ve done so). We compromise on what we think is right. Each tiny breach may feel reasonable in the moment: we were just protecting ourselves, securing some small personal advantage, or trying to avoid a conflict. But things eventually add up. The corrosion of character has an unfortunate propensity for going viral in business. As anybody who’s tried to do the right thing knows, it is far harder to act with integrity when others around you do not.
Navigating the people aspects of change continues to be regarded as a pressing challenge.
When asked to describe their organization’s climate leaders often use the words changing, uncertain and challenging. Navigating change, and particularly the people aspects of change, continues to be highlighted as what UK leaders and managers regard as their most pressing challenge, according to Roffey Park’s Management Agenda 2016.
So how can UK leaders hope to continue to manage this uncertainty and inevitable further change?
It was neither the season nor the hour when the Park had frequenters; and it is likely that the young lady, who was seated on one of the benches at the side of the walk, had merely obeyed a sudden impulse to sit for a while and enjoy a foretaste of coming Spring.
She rested there, pensive and still. A certain melancholy that touched her countenance must have been of recent birth, for it had not yet altered the fine and youthful contours of her cheek, nor subdued the arch though resolute curve of her lips.
A tall young man came striding through the park along the path near which she sat. Behind him tagged a boy carrying a suit-case. At sight of the young lady, the man’s face changed to red and back to pale again. He watched her countenance as he drew nearer, with hope and anxiety mingled on his own. He passed within a few yards of her, but he saw no evidence that she was aware of his presence or existence.
The intent of this chapter is to de-mystify some of the fundamental elements of the science of human error, and to bring them into the common sense context of next-level human performance. I mentioned previously that the average member of your team (senior leader, manager, or otherwise) couldn’t care less about the science of human performance. Well, they care even less about the science of human error. I know, as a performance improvement professional, you undoubtedly find this almost impossible to even conceive (again said in jest). It is likely, that unless you are a scientist, professor in a related field, or one of those extremely anal types that the world needs, knows, and loves, you probably have similar feelings. The hard core science of human error, while important for really ‘digging in’, is indeed but for the select few. So, I am going to keep this simple, and hopefully clear up some misconceptions along the way.
Say you have a big pitch coming up. You make an impressive agenda, put together a killer deck, and practice answering hard questions. But there’s a problem. This is all focused on the middle and end of your pitch, and it skips over the most important part: the first two seconds. And if you don’t nail those, guess what? Your hard work is irrelevant.
Here’s why: In 1992, researchers Nalini Ambady and Robert Rosenthal, then at Harvard, found that our first impressions are essential for our success.
I get it—there are some people out there who would rather stroll into work completely naked than suck up their pride and ask for help. For some reasons, many of us perceive a request for assistance as a sign of weakness, when—in reality—I think it’s actually a sign of great strength. Hey, it means you’re self-aware and self-assured enough to know when it’s time to call in some reinforcements.
But, that doesn’t necessarily mean that asking for help is easy. Nope, approaching someone in your office to ask him or her to lend a hand can actually be pretty anxiety-inducing.
When’s the last time you were recognized at your job? What immediate feelings did you have when this happened? Whether it’s a simple “thank you” or an office party thrown in your favor, everyone likes to be appreciated. On a surface level, appreciation is good for employee engagement, motivation and retention. Employee recognition and appreciation can also create unique company culture and strengthen employee relationships.
Almost everywhere we turn, trust is on the decline. Trust in our culture at large, in our institutions, and in our companies is significantly lower than a generation ago.
Effective listening is essential to motivating employees.
Perhaps the most powerful of all leadership techniques for motivating employees is effective listening. Learning to practice your listening skills until it becomes a habit can do more to improve your relationships at work and at home than perhaps any other single behavior.