This interactive, engaging and inspirational session will reveal how to adopt the 3 key lessons of high performance into all aspects of your business: 

• Mindset - How is optimism important in daily interactions? 
• Behaviours - What are the behaviours behind the abstract culture concepts? 
• Teams - What are the non-negotiable behaviours to be bought into? 

You’ll hear the lessons from some of the world’s highest performers, to help you understand how you can identify and achieve success on your own terms both in business and in life.

This is a presentation that reveals how the highest-performing people changed their lives - and how you can change yours. Drawing on interviews with record-setting athletes, the world’s best coaches and successful entrepreneurs Jake Humphrey and Professor Damian Hughes introduce the five simple steps of change: 
 
Dream - Imagine the life you want 
Leap - Dare to go after it  
Fight - Reframe the inevitable setbacks 
Climb - Create momentum 
Arrive - What happens next? 
 
Taking you from where you are to where you want to be. Jake and Damian will introduce cutting-edge research that explains why these surprisingly simple tools are so effective.

Success is rarely a straight line. This keynote offers a rare opportunity to hear two perspectives brought together in one compelling conversation. 

Jake and leading performance psychologist Damian Hughes explore what it really takes to navigate adversity, handle rejection, and build lasting resilience. Blending lived experience with performance psychology, they uncover the habits, beliefs, and mindset shifts that enable individuals to keep moving forward when it matters most. 

Through powerful examples and real-world insight, they challenge the way we think about failure and success. The session focuses on practical approaches to reframing setbacks, strengthening mental resilience, and turning pressure into progress. 

The message is simple. Setbacks are not the end of the story. They are part of it. 

This is Jake’s story to success but not like you’ve heard it before. 
 
Jake’s keynote on resilience, adversity, and overcoming rejection focuses on the power of perseverance in the face of challenges. Sharing personal stories and examples of famous individuals who faced repeated setbacks but ultimately succeeded due to their unwavering optimism and beliefs.  

This talk will address strategies for handling rejection, such as reframing failure as a learning opportunity, maintaining a growth mindset, and using setbacks as motivation rather than discouragement. Setbacks are a comma, not a full stop.

In order to understand the psychology and resulting behaviours of high performing teams and the cultures they create, this presentation outlines the following model: 

Using a behavioural model to explain the origins of behaviour and performance. It demonstrates how all leaders can play their part in increasing engagement and continuing to improve performance in changing times. 

This session will cover: 

Behaviours and visibility 

We will look at the trademark behaviours that define our organisation when it is at its best and how these can deliver these with congruence and consistency. This is supported by looking at how we can obtain constructive feedback which can be used as a clear method of measuring our continued effectiveness. 

The psychological brain and emotional intelligence 

Daniel Goleman suggests that the elite 21st Century leadership team will be an emotionally intelligent one. We will look at the emotional factors which all staff need (feeling safe to take the initiative, feeling their role is valued, feeling a sense of belonging and the control to make decisions) to ensure we control our brain to maintain resilience and a relentless focus on success. 

Attitude 

Drawing on leading psychiatrist David Kantor’s work with teams, we will look at the need to be flexible in the style, approach and communication with the four different types of attitude (initiator, blocker, detached and adapter) which is contained within any team or organisation. 

Beliefs 

How our challenges are framed will shape the mindset of staff and we will look at the beliefs which are necessary to facilitate cultural shifts. 

Culture 

Edgar Schein, the man who coined the term ‘corporate culture’, identified the 10 factors which helped to shape a culture. We will look at the most effective of these and how to translate them into actions. 

Three stages of change 

We explore the three stages of change – Ridicule, Opposition and Acceptance. If we have an understanding and awareness of each stage we are less likely to be hindered and more likely to have the courage to bring about change. This will ensure that all attendees leave on a real high. 

In order to understand how to effectively deliver high performance in changing times, Damian outlines the following proposal. Using a behavioural model from Dr Roger Sperry’s work on the left and right brain hemispheres, he explains the origins of our behaviour and performance. Demonstrating how to bring about genuinely lasting change in performance by identifying how your brain reacts and responds. An understanding of this deep rooted process is vital to succeed here as opposed to making surface level changes which fail to impact and do not last. 

This session will cover: 

Rational brain 

● Follow the bright spots 
● Script critical moves 
● Point to the destination 

Emotional brain 

● Find the feeling 
● Shrink the change 
● Grow your people 
● Rally the herd 

This workshop is themed around the importance of all members continuing to focus on team culture when driving for continued high performance. 

Lying at the very heart of this is how people are treated and the care and attention given to the environment in which those people are nurtured: Studies show that the ‘commitment’ model that is trust, cooperation and sharing a common purpose, is more successful than any other kind of cultural model. 

In this session, we’ll demystify the culture-building process by identifying five key aspects that generate resilience, cohesion and cooperation, and explain how diverse groups can learn to function with a single mind. 

This concept is introduced with a simple formula: 

BARCA 

B: Outlining the behaviours - where we are heading and the trademark behaviours which demonstrate how we intend to get there 
A: Helping employees navigate their way through the arc of change and demonstrating resilience in order to move forward and avoid the common pitfalls of change 
R: The importance of building routines by identifying the keystone habits at the heart of our operation 
C: Nurturing people in the team who can influence others and shape their behaviour; these are the cultural architects 
A: Authentic leadership - where the leaders’ role model the behaviours