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Psychologist John Gottman can predict whether or not a married couple will be together five years later with startling 90 percent accuracy. How does he do it?

He watches them argue.

The ability to engage in healthy, productive debate is not only essential for ensuring a long marriage--it's also the key determinant of high performing teams.

A recently released six-year study cites the ability to manage conflicting tensions as the most critical predictor of top-team performance. Berkeley research shows teams that debate their ideas have 25 percent more ideas altogether and that companies like Pixar embrace healthy debate as a vital part of their performance (in its case to make better films).

With the pace of business faster than ever, it can be difficult for managers to justify spending hours each month in focused coaching sessions with employees

Millions of hours are wasted on sub-standard appraisals every year. Managers fret whether they’ve done the process right; appraisees feel demoralised. We take an in-depth look at three examples of next-generation performance management, and ask whether these are a better way to get the most out of your people

Our Performance Review Report found that the top problem employees have with reviews is that they're simply too long. It’s hard to blame them. Who would want to sit and listen to criticisms about themselves for an hour?

It turns out that both employees and managers hate performance reviews. Making them better starts with making them briefer. Here are some ways to cover everything you need to without making the process excruciating:

Having a discussion with your employees or manager about job performance is never an easy feat. If executed incorrectly, the process could produce counteractive results. Managers have to find ways to provide both motivation and constructive criticism, and employees have to share individual goals underneath the scrutiny of their bosses.

However, what if you could knock down these obstacles with a single process? A system that created a platform for managers to discuss improvement opportunities, and one question that encouraged employees to be open with their managers. Well, you're in luck. One such process and question exists. First, let's take a look at the process: 360 feedback.

I’m an introvert. Most people don’t believe me when I tell them this (I do a lot of public speaking for an introvert �), but I am an introvert through-and-through. When I need to recharge, I seek…

Today’s Performance management only offers an illusion of giving feedback to an employee to drive individual performance . In reality , the system serves

There is a world of difference between normal activity and peak performance.  It’s the glimpses into the peak state that fuel the intuition that we’re meant for greater things.  In this article, we’ll take a look at peak performance and a surprisingly simple strategy for more consistently tapping into our peak mode.

The Psychology of Peak Performance

Two elements turn ordinary activities into performance activities: 1) we keep score of the outcomes that matter and 2) we institute practice measures to systematically pursue the improvement of our scores.  Such deliberate practice lies at the heart of the development of chess players, athletes, Broadway stars, and elite medical facilities.  Once we keep score and devote ourselves to a continuous improvement in what we do and how we do it, we transform routine into growth.  Recreation is not a cumulative activity.  It is activity pursued at the time for its own sake.  Peak performance, on the other hand, is cumulative: it’s a focused, ongoing attempt at improvement.  We can go to the gym for enjoyment or we can go to the gym to train for aerobic conditioning.  The first activity is expressive and present-centered; the second is instrumental and forward-focused.