In this Podcast, Tim Autrey takes on a perennial workplace challenge- conflicting policies, procedures, and instructions, which put workers in an almost impossible situation. He uses a recent PPI Culture Profile, as well as a personal experience at the Toronto Airport to make his point. He then offers simple solutions to this dilemma- two of which can be implemented immediately (and at essentially no cost). He also provides a solution to the much bigger underlying issue.

Accidents occur in an instant. In this episode of REPSradio.com, Tim Autrey tells a personal story of the near-drowning of his granddaughter, Adrianna. He then relates good fortune to luck, to miracles, and how performance improvement professionals share a common bond- a focus on human performance to improve safety, save lives, and prevent catastrophe.

Tim Autrey draws a parallel between Leadership and Performance Improvement, and the work done by Albert Einstein and Max Planck. He identifies the 'general laws' that apply to the "big things", such as organizational structures, processes, procedures, databases, and even observed behaviors. He then brings light to the fact that the "small things", such as the "WHYs" underlying human choices and actions, follow a completely different set of rules. Finally, he details the concept of Vital Behaviors, identifying a handful (set of 12) for use in the practical application of observation and positive influence.

In this episode of REPSradio.com, Tim Autrey dives into the third and final element of the next-generation formula for human performance- behaviors. When things go awry, most tend to focus upon actions taken. Using a story from his childhood, Tim reveals a powerful alternative. He demonstrates how focus upon the WAY something is done, combined with the underlying attitude or mindset with which it is done, provides a leveraged opportunity to help forge new connections. New connections lead to new choices, and ultimately, to new sustainable behaviors.

Waste and inefficiency are prevalent when Performance Improvement efforts are primarily based upon past results (RVMS). Additionally, overwhelm and lack of forward momentum is caused by over-analysis, or what Tim Autrey refers to as Analoculitis. Using the current state of medical error in the US as an example, Tim lays bare the fallacies of this approach. He then offers a simple, synergistic, and sustainable CURE.

Human Performance implementation and growth CAN be fast, simple, and easy. Unfortunately, many so-called 'experts' make it complicated and ridiculous. In this Episode of REPSradio.com, Tim Autrey dives to the Core of Performance Improvement, offering a simple and tangible first step to unleashing the positive power of human nature.

Human Performance Technology (HPT), Human Performance Engineering (HPE), Human Performance Improvement (HPI), Human Factors. Such terms are used to mean the same, as well as VERY different things. The resulting complexity and confusion leaves many to avoid the Core of all organizational performance- Human Performance. In this episode of REPSradio.com, Tim Autrey removes the chaff, explaining with brilliant simplicity WHAT "human performance" is. Further, he dives to the Core of the Core, identifying the key aspect of how to leverage Human Performance as the focal point of all performance improvement.

Day-to-day operations within most organizations require dealing with an incessant barrage of problems, issues, and unnecessary crises. Much of the energy consumed is CAUSED by traditional efforts to manage and improve performance.

In REPSradio.com Episode 5, Tim describes the primary reasons so many organizations continue to do performance improvement "half-somersaults"- efforts partially completed or short of desired results. He then details four simple leadership and implementation steps for avoiding derailments and stifled implementation. You are also provided with downloadable tools for each of the 4 steps.

"Excellence" continues to be used as a mantra for performance improvement. In EP004 of REPSradio.com, Tim Autrey details why this is a very BAD idea. "Excellence" cannot be clearly defined. It offers nothing tangible relative to desired behavior change. This causes confusion, generating direct resistance to the intended change. An alternative is- "Next-Level". Just as alluring and 'sexy' as "excellence", an organization's "next-level" can be clearly defined, communicated, and observed.