Understanding the Performance Blueprint Framework
Thinking about it, there’s nothing quite as liberating as structure. A certain sense of clarity emerges from knowing exactly what needs to be done to get yourself where you want to go. I think the Performance Blueprint 7 Core Optimisation Steps do exactly that - they lay out an easy-to-follow framework for anyone looking to optimise their own performance and show up in their career or sport.
The way I see it, in many ways, the framework is arguably built on an understanding of human behaviour and science-backed practices. It brings together the core disciplines of neuroscience, psychology, and physiology to create a set of principles. These then work towards laying the foundation of high-performance habits - ones you can easily adopt and retain over time.
It’s not just a set of steps or rules, but a series of intentional actions that set you up for success. You could also say it’s your one-stop-shop for everything you need to know about living well - especially if you’re looking for tangible results with marked improvements in your wellbeing.
There’s plenty here for anyone who wants to look at optimising their health and wellbeing over an extended period. Sure, things might get off track every now and then (all good plans do. ) but having this blueprint means you can always start again. I mean, there’s never a bad time to do better by yourself, is there.
Step 1: Assessing Current Performance Metrics
Performance optimisation is all about keeping track of numbers. Numbers are what drive us forward, after all. We set goals and deadlines, we run towards them. Even if many of us are running away from something, the path still stretches on ahead.
Many times, people end up thinking that performance is all about how long we can keep at something. But that isn’t always true. It is important to set milestones for yourself - and your business - so that there’s a sense of achievement built in.
These little wins are what add up to your overall performance metrics, and keep you motivated to do better next time, and the time after that. Finding these little wins can be tricky sometimes.
We’re often blind to them especially when we’re focused on what hasn’t gone our way as business owners and founders. For many of us, it is natural to lose sight of the bigger picture when things aren’t going well right now. I think it’s important to let go a little bit - to accept that there will be highs and lows in any performance journey.
Your current performance metrics might seem bleak right now, but there’s always an opportunity to look back at your previous wins so you can find some evidence of a future waiting for you ahead.
Step 2: Identifying Key Areas for Improvement
I think people sometimes forget that the word ‘improvement’ has the word ‘prove’ in it. Because when it comes to improving anything, we need proof that it’s either working or not. Proof that there are key areas that require improvement, and proof that the improvements are, well, improving things. For your business to be scalable and profitable, it’s pretty much non-negotiable that you’re going to need to make a few changes - and maybe even some fairly big ones.
And finding these key areas for improvement, requires a little bit of self-reflection and honesty about what’s working, what isn’t and how things could be better. This is easier said than done because if you’re like most entrepreneurs or business owners, your business is your baby. And as anyone with a baby will tell you, even if you notice some areas where your baby could be improved (like saying please and thank you or not biting other babies), it’s hard to admit because you just love your baby so damn much.
But at the end of the day, what matters is you understand that a company is a living breathing organism. It’s got limbs and personalities and genes, but its personality and success relies entirely on how you nurture it - sometimes by making tough decisions like letting go of employees who aren’t serving the greater good of the company. Of course this step is almost never harder for those who have not defined their vision and core values. Because unless you have a clear definition of what your company stands for or where it’s going, how can you identify gaps in performance.
Step 3: Implementing Targeted Strategies
I’ve always thought those who chase big wins without first sorting their priorities are a bit like firemen who run towards a raging fire before learning how to man the hose. Sometimes, they don’t end up putting out much of a blaze - or they could get badly hurt. Now, if there’s one thing I’ve realised in my 15 years working in performance marketing, it’s that you can have heaps of good ideas but if they’re not targeted, it’s like firing with a shotgun. You might hit something if you’re lucky but then again, you might not.
Targeted strategies work a lot better if you’ve spent the time to really understand the buyer’s journey. And I think what works better still is learning how to optimise that journey at every single touch point. It’s about identifying the platforms and social media channels where your ideal customers hang out and finding ways to reach them through targeted digital content.
Who are these customers. More or less. At what stage in their journey will they likely see your content and how might that affect them. How can you improve each customer experience so they’re more likely to convert.
These are the kinds of questions I think targeted strategies help answer. But there’s also an important caveat here. You want your strategies to be clear but they must also be actionable.
Sometimes, I see people implement abstract digital marketing strategies that sound great in theory but make very little difference to the bottom line - which defeats their purpose. So while it is important to have great strategies that account for improving user experience across all your web pages, email campaigns and paid ads for instance, another aspect of implementing targeted strategies involves having processes and Standard Operating Procedures (SOPs) in place so your team can work together towards a set of common goals without stepping on each other’s toes.
Step 4: Monitoring Progress and Adjusting Tactics
Nobody ever talks about how painful this step can be. See, before we move forward, I want you to keep one thing in mind. Once you’ve started making the tweaks and changes that are needed to optimise your business, you will have a lot of expectations and there is a chance that maybe, these expectations are not met. I know that sounds bleak - but bear with me.
This is so normal. So many businesses set their sights high and then get disappointed when they don’t see results immediately. It’s so crucial to remember that you cannot have an overnight transformation unless you experience a stroke of luck or magic fairy dust falls from the sky.
The only way to really make optimisation work for your business is to regularly monitor how things are going and being really present and aware for when it’s time for another change. Remember, everything evolves - nothing remains the same and if you’re not evolving with it, chances are seemingly you will be left behind.
The best way to do this is to collect data consistently, review all your tactics and identify areas where things could improve. Then.
Sort of. Make those changes and start over again.
Step 5: Sustaining Long-Term Performance Gains
No one builds a mansion on a house of cards. But how do you keep the bricks standing for years (and lifetimes) to come. After all, fashion can be such an ephemeral thing - so often reduced to a fleeting moment in time, nostalgia instantly ridiculed. I Suspect remember crocs.
Of course you do. I do too, unfortunately. But the point is this: bringing about positive change is only half the battle won. To keep things chugging along with no intention of stopping, you need to constantly create and reinforce systems that will encourage people to continue this journey towards longevity and durability.
And it must extend beyond building new skills or acquiring new knowledge; it’s about learning and unlearning over and over again until something sticks. People are not always comfortable with change; it can make us feel lost or confused or unsure of ourselves - these are not easy emotions to have in one’s mind when they’re trying something novel. So, yes, getting better at something is all well and good but keeping things that way is its own beast. It’s such an important part of growth but even knowing that doesn’t make it less intimidating than it is.
Sort of. Ensuring that your team has a culture where their victories and milestones are acknowledged, celebrated, and talked about can be incredibly valuable in helping them stay motivated towards more accomplishments. Long-term gains mean constant learning, evolving, and shifting perspectives in terms of how someone approaches their work - whether individually or together with others.
And honestly, not every approach works every single time but there’s no harm in trying until you discover what fits perfectly into your team’s puzzle pieces.