M A E C H I

Performance Systems

2010
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 AMAECHI PERFORMANCE SYSTEMS

Introduction
I very much hope that you will take a little time to read through some of our products and services for the year
2010/2011. Every year we look for new ways to inspire, motivate and improve individuals and their workplaces.
Given the financial environment that has gripped the world recently, we know it is important to offer organisations
and individuals more than the usual dull platitudes. In this economy, with the challenges we face, the day of the
consultant spouting ten word solutions is gone.
This document covers some of our one-to-one and group coaching systems as well as the more holistic in-
house performance consulting services that can be combined with coaching to augment change and speed the
desired outcomes.
I played professional basketball for 15 years at the very highest levels, and while I certainly tap into my myriad of
experiences earned in the US and across Europe, it is the combination of that anecdotal wisdom with cutting-edge
research that really gives me - and you - the edge.
I know you will find something to pique your interest, and we are always glad to customise what we offer into a
bespoke package that will suit you and your organisation. Some of our clients can be seen in the banner below and I
would like nothing more than to add you to the family!
I look forward to hearing from you.

Learn, Adapt, Grow

CONTENTS

John Amaechi Introduction ........................................................................................... 3

Performance Coaching ................................................................................................. 4
Performance Consulting ............................................................................................... 5
Functional Behavioural Personality Analysis ................................................................ 6
Summary and Contacts .................................................................................................9

© Amaechi Performance
Systems, 2010

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 AMAECHI PERFORMANCE SYSTEMS
John Amaechi
“The most improbable
of people, in the most
unlikely of
circumstances can
become extraordinary”
~ John A.
John is a psychologist,
organisational diagnostician and New
York Times best-selling Author
working in both the US and the
Europe. His work is mostly in
industrial and organisational settings
with medium to large-sized
organisations, to help them maximise
their human capital.
Making the Connection
John is an accomplished speaker
with experience addressing a diverse
cross-section of clients, including an
impressive list of Fortune 500 and
FTSE 100 corporations, international
charities and world-class educational
institutions, across Europe and the
United States. He appears regularly
as an expert pundit for CNN, CBC,
the BBC and SKY. He has also
appeared on a host of topical news
and entertainment shows like
Breakfast, The Daily Show with Jon
Stewart, Real Time with Bill Maher,
Oprah and many more, speaking
about the impact of communication
skills, team cohesion, diversity and
inclusion and emotional literacy on
individual and team performance.
Transforming Organisations
John has extensive expertise in
connecting with diverse audiences,
and through dialogue, honing a
coherent change narrative for any
individual or organisation. He is able
to set and maintain tone, as well as
use wit, warmth and insight to link
the individual facets of any of the
APS programmes. His demeanour
and experience allow for an inspiring,
entertaining and unforgettable
interaction. John never forgets that
discomfort is one of the early factors
in an change or improvement
process, he can prepare clients for
this and guide them through the early,
difficult stages as well as equip key
people with the knowledge & skills to
perpetuate tangible change.
Inspiring Change
John is an astute diagnostician,
able to review materials and assess
personnel and workplace culture and
climate and provide the kind of
insight and pathways for progress.
He is expert at working alongside
leaders to analyse strategy, facilitate
intra-organisational communication
and highlight and tackle problems
that diminish workplace harmony.
John is a member of the American
Psychological Association, the British
Psychological Society (BPS), the BPS
Division of Occupational Psychology
and its Psychological Testing Centre.
He is a Senior Fellow at the Applied
Centre for Emotional Literacy at the
University of Central Lancashire.
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AMAECHI PERFORMANCE SYSTEMS
APS Performance Coaching
“Nobody should go
uncoached in sport, or Performance Coaching
in life.” ~ John A. can be set up individually,
Since John first
discovered basketball he
has seen first hand the
power of great leadership
to take an unlikely group
and turn them into a
winning team. He has also via Skype) to seeing groups
experienced the power of a of people by tier or task
mentor and coach to drive
personal achievement.
Whether in sport or
business - and especially
when the climate is hostile - personnel may see the offer
there are few people who
would not benefit greatly
from expert, individual
attention.
outside of the work
context, or incorporated
into the the framework of a
larger in-house programme.
There is a great deal of
flexibility from 45 minute
individual sessions (even
area (Webex events are
also an option.)
APS is aware that many
elite and elite-track
of performance coaching
as an impugnment of their
skills and abilities but APS
Performance Coaching is
flexible in scope from the
narrow remit of enhancing
communication skills, or
improving leadership
techniques, to a broader
developmental framework
that develops a partnership
to do whatever is needed in
any domain.
By all accounts,
Performance Coaching
is recognised as an
incredibly useful
intervention.
It is a very close,
bespoke and personalised
partnership that is valued
highly for those qualities by
coachees and learning and
development professionals
alike.
APS recognises that
many organisations have
some form of internal
framework for personnel
development. As such,
Performance Coaching can
slot easily into most
frameworks by early, open
communication; setting
meaningful objectives at
the individual and the
organisational level will
allow APS to work in
harmony with internal
processes, even those
already in progress.
For those with internal
mentoring initiatives, the
Performance Coaching
advantage will be evident
from the start. The ability
of an outside perspective to
analyse entrenched issues
can’t be overlooked.
John sees the coaching
relationship as one where a
good amount of pressure to
excel is married with the
right amounts of consistent
motivation and support.
As a proponent of Carl
Rogers’ school of
humanistic psychology,
John believes in the power
of his authentic, personal
interactions to catalyse
tangible change within
people and organisations.
We’ve seen it work at
the highest levels, and
encourage you to meet
John and find out for
yourself!
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AMAECHI PERFORMANCE SYSTEMS
Emotional Literacy & Performance Coaching
Key Aspects
There seems to be no end to the
variety of ways to leverage executive
development. But given the
economic pressures and the large
variety of people in need of
development the Performance Coach
must be increasingly flexible,
prepared and innovative.
Investing in People
Not all those in need of coaching
are initially motivated to make the
attitudinal shift that will allow for a
successful partnership. Our
experience allows our coaches to
quickly breach any initial resistance
and forge a developmental
partnership. Buying into the
Performance Coaching also means
buying into their organisation, so
coaching is a route to improved
retention of key employees.
The Personal Touch
As elite-track individuals within
organisations become younger,
Performance Coaching focuses on
nurturing the kinds of relationship-
building and leadership skills that will
accelerate the maturation process.
For more experienced individuals,
Coaching provides a collegiate
relationship with a peer who can
provide a hand in professional growth
and work/life balance.
An Independent Voice
Performance Coaching is highly
proactive and quick to respond to
ongoing day-to-day events that might
impact the coachee.
The Performance Coaching
programme exists to support the
individual above and beyond - but
working alongside - any current
provision from their workplace.
About Emotional Literacy (EL) &
Social Emotional Techniques
Emotional Intelligence and
Emotional Literacy have a natural
synergy with linguistic competence,
empathy and leadership. As such
APS Performance Coaching, offers
an opportunity for individuals to
significantly expand their
understanding of themselves and arm
themselves with the tools necessary
for advancement in todays market.
Emotional Intelligence is a vital
precursor to so many of the qualities
deemed important for those in
positions of leadership, whether
professional, political, community or
sports based.
Creating an emotionally intelligent
workplace culture imbues group
members with self-confidence, self-
motivation, autonomy and a sense of
belonging - factors that are all tied to
improving the bottom line.
Emotional intelligence is not an
innate trait, it is a set of qualities that
can be taught, and must be learned
to excel in the 21st century.
Performance Coaching bases it’s
strategy on ‘bespoke situational
applicability’ so candidates can
benefit as they deploy new tactics at
work and get immediate feedback.
The Benefits of EL Programming
Contrary to popular belief it is not
the strongest of the species that
survives, or the most intelligent, but
the one most responsive to change;
high levels of emotional literacy
prepare individuals with skills that
facilitate adaptation.
There is a considerable body of
research suggesting that a person’s
ability to perceive, identify, and
manage emotion provides the basis
for the kinds of social and emotional
competencies that are important for
success in almost any job.
Furthermore, as the pace of change
increases and the world of work
makes ever greater demands on a
person’s cognitive, emotional, and
physical resources, this particular set
of abilities will become increasingly
important. (Cherniss, 2000)
Emotional intelligence skills
include empathy, intuition, creativity,
flexibility, resilience, stress
management, leadership, integrity,
authenticity and intrapersonal
knowledge. These skills augment IQ
and make up many of the ‘intangible
qualities’ for which so many great
leaders are lauded.
Importantly, although improving
emotional literacy has a positive
impact on many types of tasks, in the
most complex situations a top
performer has been shown to be
127% more productive (Hunter,
Schmidt, & Judiesch, 1990).
Nearly all senior positions in
organisations count complex
informational, leadership and inter-
personal aspects - as such, every
person who wants to truly excel,
needs improved Emotional Literacy.
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AMAECHI PERFORMANCE SYSTEMS
APS Performance Consulting
“Make it thy business to
know thyself, which is the
most difficult thing in the
world.
~ Don Quixote, Pt II.
Miguel de Cervantes
Saavedra, 1615
Getting it absolutely
right at the performance
edge is the difference
between adequate and
outstanding - and it is hard!
At APS, we know that
having a fresh set of expert
eyes on important issues
can make all the difference.
Whether it be through one
of APS’ own interventions
like the extensive FBPA,
discussed in some detail
on the next page, or in a
formalised consultancy
role
working on specific
projects, people or for
identified work outcomes.
APS has worked in
almost every sector; from
health and pharmaceutical
industries, to investment
banking, the EU
Commission, private
foundations, and a broad
cross-section of higher
education and international
charitable organisations.
It should never be said
that anyone has ‘seen it all’
but our combined expertise
does mean we are better
equipped than most to face
the endlessly unique
challenges ahead.
Our performance
consulting
Taking it Outside: a change of venue and convention can
speed up the change process
process will guarantee an John does not work
agreed amount of time per alone, he has several CIPD
month, or days per project accredited trainers who
that we will be devoting to work along side, and Dr.
your agenda. We rigorously Peter Carroll, who is a
schedule time, so that John partner at APS, a medic
is available on-site when and change management
necessary, and only as far consultant; Peter’s
away as a computer or business consultation
telephone at all others. focusses on the health and
John’s collaboration medical field, but he is at
has been sought in all the disposal of all our
areas of clients.
organisational The last hurdle of
performance outside consultation is
from personal meshing with HR and
development and internal development staff,
team building and we make working
issues, together a priority.
communications
training and
strategy and of
course in helping
those in charge
to realise and
tap, their own
personal
leadership
potential.
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AMAECHI PERFORMANCE SYSTEMS
APS High-Intensity Day
Sometimes you only
have a short amount of
time to make a big
impact; beyond John’s
obvious physical
presence, participants in
high-intensity days call
their experience
“transformative.”
When you simply must
make a pronounced
immediate impact, to spur
further interventions, ‘rally
the troops,’ or begin the
process of change, a high-
intensity day is a brilliant
way to start. Whether a
stand-alone day or
combined with APS
coaching, consultation and
webinars, or your own
ongoing training, this
format is steeped with the
raw materials of change
and anecdotes to make the
processes come alive and
the new responsibilities and
roles a pleasure to adopt.
High-intensity days can
be done in a number of
formats, three of the most
popular being the
Communication,
Leadership and Diversity
development days
The format of the days
is variable around three
fixed events: a whole
organisation event,
introducing key concepts
and motivating the masses,
followed by a smaller
lunchtime Q&A with
advocates, principles and
leaders and lastly an
evening seminar with major
partners and stakeholders.
These high-intensity
days have been
successfully employed in
multiple environments from
multi-national companies to
independent high-schools.
In terms of efficacy, the
high-intensity days use a
well researched path to
enduring change, one first
described by Dr.
John Kotter, a
world renown
management
‘guru.’
He suggests a
process that
proceeds by first
creating a sense
of urgency then
developing the
skills of a lead-
team, building a
guiding strategy
and communicating this
strategy to the organisation
to foster buy-in and
produce an immediate
recognisable goal or ‘early
win.’ The process
continues by empowering
the individual would-be-
advocate participants to
act in concert with
leadership for the desired
change. From the cover of John’s
NYTimes bestselling book
The high-intensity day “Man in the Middle”
mirrors Kotter’s eight-
steps to illuminate the organisation to work
desired change and together more effectively.
educate the participants Some of the options for
through humorous and the day and an outline of
poignant stories and the the goals of the high-
most contemporary science intensity diversity day are
on identity, diversity, outlined on the next page.
individual responsibility, Please enquire if you are
leadership, communication interested in options we
and cultural change have not included, one of
(depending on the chosen the best things about the
day) to engage every day is that ultimately, it is
participant, from the most bespoke - one day
forthright, to the most focussed on your needs
hesitant, and help that kick-starts progress,
organisations start to create development and ongoing
their desired outcomes success.
from day one.
The feedback we have
had from this day is a
testament to it’s impact.
Although only one day, it is
“full on” giving an
opportunity to hit whole
organisations with
concepts and tools for
development that allow
leaders and advocates
within the body of the
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AMAECHI PERFORMANCE SYSTEMS
High-Intensity Diversity Day
The Objective
To create a high-value day for mid-large sized or
smaller clients who wish to collaborate. This format can
be easily used with the “Speak, Reach, Touch™,”
“Organisational Harmony™” and “Literate Leadership™”
programmes, but outlined below is the Organisational
Harmony™ High-Intensity Day.
The Goals
The purpose of the high-intensity diversity day are to:
• encourage people to embrace personal honesty
leading to a pragmatic self-assessment and
organisational analysis
• disseminate a rational for acknowledging and
combatting the pervasive influence of unconscious bias
on performance
• critically understand and be aware of individual
differences
• facilitate a broad understanding of the contemporary Educational Settings
discourse around bias in organisations and the power
of diversity to deliver a performance edge
• promote an ethos of respect & support for equality
and diversity at work and in life
• create an atmosphere conducive to, and learn skills
commensurate with, an honest and open dialogue on
issues of diversity and inclusion and high-functioning
teams
• deliver practical tools to allow all members to
challenge and remove of stereotypes, increase
empathy and support for their peers
• refine language and increase eloquence around
matters of diversity and inclusion
• become pro-active agents for change allowing them
to support, lead and manage diversity across their
workplace and communities
• create a embracing working and learning
environment
Corporate Settings
A minimum of five and up to eight distinct interactive
presentation opportunities:
• Morning: [AV component] Whole organisation, open
session for as much of organisation, (staff, managers
and executives) that space allows - speech
presentation and Q&A
• (Option) Mid-morning: ERG or division visits (unit and
topics to be approved before visit)
• Lunch: Buffet Lunch, round table discussion format
with managers and executives; 60 minutes opening
statements followed by moderated discussion and Q&A
• Rest period
• (Option) Executive roundtable: informal dinner with
executive staff, ERG heads and project leads
• Evening (After work): [AV component] Host
organisation, collaborators, partner organisations and
invited guests - introduction followed moderated
discussion and Q&A
• (Option) Network Reception: drinks and canapés
• (Option) Webinar follow-up (for executives and staff
members or on tier by tier basis)
• (Option) One-to-one video consultation (for senior
executives or project leaders)
A minimum of five and up to eight distinct interactive
presentation opportunities:
• Morning: [AV component] Whole organisation open
session for as much of student body, faculty & staff that
space allows - speech presentation with Q&A
• (Option) Mid-morning Classroom, team or affinity
group visits (classes, team or Affinity group and topics
to be approved before visit)
• Lunch: Buffet Lunch, round table discussion format
with staff, faculty and coaches; opening statements
followed by moderated discussion and Q&A
• Rest period
• (Option) Roundtable dinner: A dinner with a small
number of senior faculty, the head teacher and the
executive staff
• Evening: [AV: Hardaway, ABC clips] Host
collaborators: faculty, staff, parents and pupils, along
with invited guests and guest school representatives;
Interactive seminar: introduction followed by guided
learning and Q&A
• (Option) Reception: drinks and canapés
• (Option) Webinar follow-up (for faculty and coaches or
on class by class basis)
• (Option) One-to-one video consultation (for faculty,
staff or coaches)
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AMAECHI PERFORMANCE SYSTEMS

High-Intensity Diversity Day

Example Schedule
Obviously, the whole point of the day is to provide those working in (corporate) personnel development or
(educational) holistic education the appropriate impetus for change, as such there is flexibility in the running order.

Session Description
Morning Seminar 90 minute: JA Presentation; Q&A
Mid-morning Visits 20 minutes each: Maximum 3 discrete visits
Lunch Seminar 60 minutes: JA opening statements, moderated discussion and Q&A
Rest Period 120 minutes: offsite break
Evening Seminar 90 minutes: AV presentation: ‘Sound of Bigotry’ and ABC Clips; moderated learning
and Q&A
Roundtable Dinner 60 minutes: informal dinner with executive staff, ERG heads and project leads, etc.
Evening Reception 90 minutes: Drinks reception for further informal conversation and networking
Book Signing 30 minutes
Webinar follow-ups 50 minutes: A hosted multiparty videoconference for up to 30 people; a 10 minute
presentation or review from John is followed by Q&A and moderated discussion
One-to-one video 50 minutes/session: Access to John for face-to-face consultation with senior staff or
consultation project leads

Time Session

09:00 - 10:30 Morning Seminar

10:45 - 11:45 Mid-morning Visits

12:00 - 13:00 Lunch Seminar

13:30 - 17:00 Rest Period (within this timeframe)

17:30 - 18:30 Executive Roundtable

18:30 - 20:00 Evening Seminar

20:00 - 22:00 Evening Reception (Incl. book signing)

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AMAECHI PERFORMANCE SYSTEMS

Functional Behavioural
Personality Analysis™ (FBPA™)
“A very complex name for
Overview organisation and its key individuals something very organic and
Most organisations require while continuing to collect
powerful in situ.” ~ John A.
specialist help in achieving the information, facilitate communication
highest possible performance from and encourage multidirectional The Process
their personnel. Under the best of feedback. This results in the FBPA can most simply be viewed
economic and political initiation of an evolving, ongoing as an eight-stage process:
circumstances, it is difficult to create
intervention that creates prompt,
an environment where a diverse positive change. ASSESS: Remote collation of
workforce can become a high APS recognises the significant information via indirect assessment.
functioning team. This is more investment that engaging in ASSESS: Literature review of issue-
challenging if you are an organisation management consulting necessitates. related, contemporary research.
undergoing any type of transition, As such, it is no good coming up HYPOTHESES: Creation of
whether that be a change in with solutions to organisational hypotheses for under-performance/
leadership, managing significant issues that require massive ongoing dysfunction using available data.
employee attrition or trying to reversefinancial investment, like increased SOLUTION: On-Site dissemination of
a trend of under-performance. In pay, bonuses or promotions. Some broad spectrum solutions and
these circumstances, APS can help of our best successes have been in change messages through group and
you drive the change you need. organisations that were enduring a individual sessions.
“freeze” in pay, bonuses and SOLUTION: Continued on-site
APS conducts organisational promotions. We focus on soft skills collection and interpretation of
development and management of management and low-cost information from indirect and
consultancy with a very specific remit initiatives that tangibly improve the descriptive assessment.
– to help you drive the change your climate and culture of an organisation SOLUTION: Refinement and ongoing
organisation needs. We assess the - the maximum impact for the testing of original hypotheses using a
general culture and climate, profiling minimum investment functional analysis.
key individuals and specific pivotal
TARGETED INTERVENTION:
relationships to identify and define
The Outcomes Developing specific intervention
issues within the workplace to inform It is now, more than ever, a key options based on the function of
the best possible interventions. APS performance prerogative to problem behaviour.
demands significant engagement understand how to best utilise and TARGETED INTERVENTION:
from our clients, including access to activate people with different Ongoing feedback and follow-up with
materials, information and key temperaments, personalities and management team and key
personnel. behaviours within a workplace individuals.
setting. FBPA is means by which an
Getting stuck-in organisation and individuals are
By taking residence in an office profiled through personal interview,
on-site for up to one week, APS 360˚ feedback and evaluation of key
embeds itself within the organisation materials. It allows employers to
positioning itself to fully understand compare an individual employee or
and better interact with the manager profile with that of the
management team and employees. current and desired workplace culture
During this time, APS profiles an and leadership efficacy.

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AMAECHI PERFORMANCE SYSTEMS

Project Timeline

This is a typical timeline for a firm of 100 people:

STAGE 1 INFORMATION GATHERING -4 WEEKS

STAGE 2 TARGETED RESEARCH REVIEW -2 WEEKS

STAGE 3 INITIAL HYPOTHESES & FEEDBACK -1 WEEK

ON-SITE ASSESSMENT;
BROAD-SPECTRUM INTERVENTION;
STAGE 4 HYPOTHESES REFINEMENT; WEEK 1
COMPREHENSIVE FEEDBACK &
TARGETED INTERVENTION OPTIONS

POST AWAY-DAY
STAGE 5 WEEK 3
IMPLEMENTATION & ADVOCACY

STAGE 6 ON-SITE FOLLOW-UP & REVIEW WEEK 24

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AMAECHI PERFORMANCE SYSTEMS

Functional Behavioural Personality Analysis™

Reporting Follow-up
A comprehensive written report is APS management consulting is Six month afterwards, there is a
provided covering: not a “launch and leave” solution. two-day, on-site follow-up where
Following on from the away day, APS APS reinvigorates the management
•the company profile based on the will be available on the telephone, and deals with any hot spots.
FBPA through email or videoconference at
•the profile of the management team pre-arranged intervals to supply
•an overall employee-base profile advice, coaching and implementation
•profiles of employees that can feedback.
become advocates for change
•profiles of employees under
consideration for promotion or
additional training
•profiles of under-performing
employees
•the employees’ perspective of the
firms’ culture and climate.

At the last meeting of the week a

summary of the report is delivered to
the management team as an oral
presentation. They subsequently
receive their individual, functional
profiles paired with necessary,
immediate changes.

The following week APS provides

an implementation guide with:

•relevant highlights of the theoretical

constructs, consultation process and
group findings
•intervention options including key
management training and structural
recommendations; individual soft-skill
behaviour modification and
consequence strategies.

The implementation guide forms

the basis for the management team
away-day which is facilitated on or
off-site by APS.

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AMAECHI PERFORMANCE SYSTEMS

APS SportsCare
“...in the most complex the general image of
situations a top sports, will be hugely
performer has been positive, but the emphasis
shown to be 127% is a programme designed
for the education,
more productive.”
empowerment and talent-
The Product access of the individual.
The Sportscare
The following points are
programme targets the
crucial in Sportscare’s
heart, soul and mind of elite
responsibilities:
athletes to engender
• We manage the
maturity, commitment and
confidential mentoring and
longevity. Sportscare uses
education of the players for
social-emotional
their own benefit, our
techniques to initiate
clients may be the NGO or
progressive behavioural
club, but we are beholden
changes, engender an
to the athletes. The
increased awareness of
management of these two
personal and team
partners within each
potential, self-efficacy, and
organisation will determine
a more specific of the tasks
our success. performance mental- to build organically and
and goals ahead, as well as
• Sportscare's role is to states. exponentially as the
a greater understanding of
educate and support the • Sportscare is highly programme runs.
their role within their clubs,
players understanding of proactive and responsive The full training
their sport and society at
their role within all to ongoing day-to-day programme develops over
large. It also promotes a
structures: The team, the events that might impact time to encompass the
broader sense of personal
business, the sport and the the players and their specific requirements of
responsibility, ethics and
general public. teams. each club, starting with the
accountability.
• Sportscare will use player, coach and
The specific remit of The Programme offers
skill training and mentoring The Sportscare management feedback that
Sportscare is to accelerate
to reduce outside programmes understand is incorporated with the
the personal growth,
distractions, create a the background needs and backbone of the
maturity, responsibility and
focus on their sport and probable skill deficits that programme.
commitment that is now
an awareness of tangential the athlete’s may bring to
required in our young and
distractions. competition. It works to
usually under prepared
• As athletes start incorporate simple,
sportsmen and women.
younger, Sportscare carefully packaged
The Philosophy focuses on nurturing the concepts into an
Sportscare addresses kinds of relationships, interactive forum, and
the specific needs of any inter- and intrapersonal individual one-to-one
sports most important skills that will accelerate sessions with ongoing
asset – the athletes. The the maturation process support, to allow the
follow-on effect for NGOs
and allow access to high effects of the programme
and clubs, not to mention

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AMAECHI PERFORMANCE SYSTEMS
SportsCare: Athletes and E.L.
Key Aspects
The demand for return on the
sports investment pound is more
evident than ever. As such the
athlete development initiatives that
clubs, sports and NGOs implement
need to become increasingly
innovative.
Buy-in
Buy-in is essential for the full
validity of the programme, the
recruitment and enhancement of
veteran leadership is an integral part
of the programme ethos.
Proactive
Sportscare is both highly
proactive and quick to respond to
ongoing day-to-day events that might
impact the players and their teams.
Concerted drive to elevate personal
ethics, character and leadership
Focus
Sportscare will use skill training
and mentoring to reduce outside
distractions, create a focus on sport
and an awareness of non-sport
responsibilities.
Independent Support
The EAPD programme exists to
support the elite athlete above and
beyond - but working with - the
current provision from the NGO.
Education
Sportscare's aim is to educate
and support the players
understanding of their role within all
structures: the team, the business,
the sport, and to the general public.
Nurturing
As professional players become
younger, Sportscare focuses on
nurturing the kinds of relationships
and skills that will accelerate the
maturation process.
About Emotional Literacy (EL) &
Social Emotional Techniques
Emotional Intelligence and
Emotional Literacy have a natural
synergy with linguistic competence,
empathy and leadership. As such
SportsCare, offers the opportunity for
athletes to significantly expand their
understanding of themselves and
their peers.
Emotional Intelligence is a
precursor for so many of the qualities
deemed important for those in
positions of leadership, whether
professional, political, community or
sports based.
Creating an emotionally intelligent
team culture imbues group members
with self-confidence, self-motivation,
autonomy and a sense of belonging.
Emotional intelligence is not an
innate trait, while certain conditions,
such as autism, can interfere with it’s
learning, it is a set of qualities that
can be taught.
SportsCare bases it’s programme
on bespoke situational applicability
so candidates can benefit as they
practice and compete and when they
complete the programme they will be
better equipped to face the demands
of the 21st century competition,
whether in sport or in the workplace.
The Benefits of EL Programming
Contrary to popular belief it is not
the strongest of the species that
survives, or the most intelligent, but
the one most responsive to change;
high levels of emotional literacy
prepare individuals with skills that
facilitate adaptation.
There is a considerable body of
research suggesting that a person’s
ability to perceive, identify, and
manage emotion provides the basis
for the kinds of social and emotional
competencies that are important for
success in almost any job.
Furthermore, as the pace of change
increases and the world of work
makes ever greater demands on a
person’s cognitive, emotional, and
physical resources, this particular set
of abilities will become increasingly
important. (Cherniss, 2000)
Emotional intelligence skills
include empathy, intuition, creativity,
flexibility, resilience, stress
management, leadership, integrity,
authenticity and intrapersonal
knowledge. These skills augment IQ
and make up many of the ‘intangible
qualities’ for which so many great
leaders are lauded.
Importantly, although improving
emotional literacy has a positive
impact on many types of tasks, in the
most complex situations a top
performer has been shown to be
127% more productive (Hunter,
Schmidt, & Judiesch, 1990).
All Sport is immensely complex -
in skills acquisition, practice and
competition; all athletes need
improved Emotional Literacy.
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AMAECHI PERFORMANCE SYSTEMS

Summary and Contacts

Unique Contact
Everything about John Amaechi and If you are inspired to learn more, please contact Dr.
Amaechi Performance Systems is truly Peter Carroll (peter@amaechiperformance.com) or Helen
one of a kind. All our initiatives, including (info@amaechiperformance.com) and get more
the FBPA, were created by John and information, but better than that, arrange a time to speak
Peter using their experience and the most contemporary to John or Peter about helping you improve yourself and
literature on creating and managing change as well as your workplace.
helping leaders to become their most authentic, creative
and powerful selves, in and out of the workplace.
You can rest assured that you will not find any of
these people or products in circulation elsewhere in the
marketplace - John does not outsource to any other
consultancy company.
It is worth noting, as those of you who have met
John will attest, that the effect John has on people when
walking through the corridors of your workplace is
remarkable. His presence is unmistakeable and the
impression left indelible. AMAECHI PERFORMANCE

AMAECHI PERFORMANCE SYSTEMS, LIMITED.

3 Kelvin Street,
Manchester,
M4 1ET
United Kingdom

e: info@amaechiperformance.com
w: amaechiperformance.com

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