General Peak Performance Coaching overview:

Peak performance is a state that is also known as peak experience, the zone of optimal functioning and flow. It refers to a moment when an individual puts it all together, when they are in the zone, when everything flows, and when they achieve an exceptional performance. Peak performance has been said to be the ultimate high that can be reached in human performance (Privette, 1983), and described as the prototype of the superior use of human potential (Jackson & Roberts, 1992).


The Definitions of Peak Performance

Several definitions of peak performance appear in the literature. Maslow (1968) originally introduced the concept to explain when an individual experiences feelings of total unity, inner strength, and wholeness of being. Peak performance has also been defined as a state of superior functioning whose characteristics are clearly focused attention, lack of concern with outcome, effortless performance, perception of time slowing down, and a feeling of supreme confidence (Brewer, Van Raalte, Linder, & Van Raalte, 1991). Further, Privette (1983) defined peak performance as behavior which exceeds one’s average performance, or an episode of superior functioning. All the definitions of peak performance that were found in this review of the literature were consistent in their suggestion that peak performance involves a state of optimal or exceptional functioning. Thus, I propose that a synthesis of the various definitions of peak performance would yield the following definition:


Peak performance is a state of exceptional living in all areas of life.



Resilience is a dynamic process whereby individuals exhibit positive behavioral adaptation when they encounter opportunity, adversity, challenges, trauma, tragedy, or even significant sources of stress.



(EI) or emotional quotient (EQ) is the capacity of individuals to recognize their own, and other people's emotions, to discriminate between different feelings and label them appropriately, and to use emotional information to guide thinking and behavior.



Psychologist Donald O. Clifton first designed the interviews that subsequently became the basis for the CSF. He began by asking, “What would happen if we studied what is right with people?”Thus emerged a philosophy of using talents as the basis for consistent achievement of excellence (strength).

Specifically, the strengths philosophy is the assertion that individuals are able to gain far more when they expend effort to build on their greatest talents than when they spend a comparable amount of effort to remediate their weaknesses (Clifton & Harter, 2003). Clifton hypothesized that these talents were “naturally recurring patterns of thought, feeling, or behavior that can be productively applied” (Hodges & Clifton, 2004, p. 257).

“Strengths” are viewed as the result of maximized talents. Specifically, a strength is mastery created when one’s most powerful talents are refined with practice and combined with acquired relevant skills and knowledge. Thus the purpose is to identify “Signature Themes” of talent that serve as a starting point in the discovery of talents that can be productively applied to achieve success.

CLICK HERE for list of Behavioral Strengths.



A person’s behavioral preferences have everything to do with their communication approach and style. People who operate with very different styles have a difficult time “hearing” one another and communicating effectively. Style dictates our body language, pace, word choice and task or people preference. For instance, if I communicate only within my own behavioral comfort zone, I will only be effective with people who are just like me. However, in the corporate environment every day we are dealing with colleagues, prospects, clients and management that can be very different behaviorally.

Not only is communication difficult where there are differences, but also individuals can become hostile and conflict-oriented toward one another. Significant time, effort and corporate money is wasted because people are unable to “get along” and work together effectively toward common corporate goals. If organizations could teach their employees how to recognize their own behavioral style and approaches, recognize the same in others they need to influence – they could adapt accordingly and the effectiveness of the individual would increase immediately. In addition, management teams and staff working together to make decisions benefit from understanding one another’s values set – why does each person make the decisions they make? What motivates them? This is the Personal Interest, Attitudes and Values.



A person's belief in one's ability to succeed in specific situations or accomplish a task. One's sense of self-efficacy can play a major role in how one approaches goals, tasks, and challenges.



Refers to the extent to which individuals believe they can control events affecting them. 



Mental calmness, composure, and evenness of temper, especially in a difficult situation.



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