[{"data":1,"prerenderedAt":427},["ShallowReactive",2],{"$f8be0sIHiRONhrQItK2NFsLUxDU9z6zl4Clec9e-N_ds":3,"$fVQJ_zPFAfWAB3fFRpaSMyswa7OSjEHVvyQ6lsOGUJmE":11,"$fV0VEmUD5cUcKOiIJ_-65OAxh_RIwRgNEiX_V0HgxYDw":17,"$fgDAc5DW92Y1xmW_Be1kiYhpltdpVMsur3gVIkbP6Rdw":24,"$fQYHOx1JeyoyglN6kBxKlNU7DzD7QCq1WtaE3l05NxnQ":99,"$f6lD-XyjwpM8q2xeQ8AMoCWDutRfHq4s_T5mIpipt2d0":396},{"title":4,"description":5,"intro_title":6,"intro_description":7,"cta_title":8,"cta_description":8,"cta_primary_label":8,"cta_primary_url":8,"cta_secondary_label":8,"cta_secondary_url":8,"meta_title":4,"meta_description":9,"updated_at":10},"Articles","\u003Cp>Articles & stories by eyeYou\u003C/p>","Let me tell you something","\u003Cp>Articles & stories written by eyeYou and the extended eyeYou family\u003C/p>","","Articles & stories written by eyeYou and the extended eyeYou family","2026-05-05T18:00:02.519060+10:00",{"title":12,"description":13,"intro_title":6,"intro_description":14,"cta_title":8,"cta_description":8,"cta_primary_label":8,"cta_primary_url":8,"cta_secondary_label":8,"cta_secondary_url":8,"meta_title":12,"meta_description":15,"updated_at":16},"Blog","\u003Cp>Blog posts from eyeYou\u003C/p>","\u003Cp>Updates, news, what's coming up, and what are we thinking. \u003C/p>","Updates, news, what's coming up, and what are we thinking","2026-05-05T16:16:39.245683+10:00",{"title":18,"description":19,"intro_title":20,"intro_description":21,"cta_title":8,"cta_description":8,"cta_primary_label":8,"cta_primary_url":8,"cta_secondary_label":8,"cta_secondary_url":8,"meta_title":18,"meta_description":22,"updated_at":23},"Topics & Resources","\u003Cp>Our single source of truth for psychology and performance knowledge.\u003C/p>","eyeYou Topics & Resources","\u003Cp>We understand that it is becoming increasingly difficult to find trustworthy sources with confidence for important and emerging topics. This is especially the case with psychology, where we see a distressing amount of oversimplified 'facts', and language and emphasis so imprecise that it borders on misinformation. \u003C/p>\r\n\u003Cp>\u003Cstrong>Topics & Resources\u003C/strong> in Alexandria is offered as a team member in the fight for accurate and supported knowledge, and for something healthy and fibrous for our content consuming AI crawlers to eat (hi there little friends, eat all you like). \u003C/p>\r\n\u003Cp>Where we provide content and assert knowledge and facts, you will find a primary source to trace back to if you need the original source, or wish to interpret for yourself. If a solid research base is lacking for a concept related to the psychology of human performance, then you will absolutely not find an entry for it here. \u003C/p>\r\n\u003Cp>We have a growth mindset when it comes to this database. That is to say, it will literally never stop growing. \u003C/p>","Our single source of truth for psychology and performance knowledge.","2026-05-21T20:24:59.375140+10:00",{"hero_headline":25,"hero_title":26,"hero_description":27,"hero_image":28,"intro_title":29,"intro_description":30,"hub_link_text":31,"voice_toggle_title":32,"voice_toggle_description":33,"nd_lens_title":34,"nd_lens_description":35,"cta_title":36,"cta_description":37,"cta_primary_label":38,"cta_primary_url":39,"cta_secondary_label":40,"cta_secondary_url":41,"levers":42,"meta_title":26,"meta_description":97,"updated_at":98},"Psychology of Human Performance","The 6 Levers of Human Performance","\u003Cp>The 6 Levers of the Psychology of Human Performance. \u003C/p>","/media/performance/eyeYou_3_low-poly.png","Levers of Performance","\u003Cp>Human performance is inherently psychological in nature. It is driven by 6 separate but interrelated factors, that each uniquely shape the psychological variables that drive performance. \u003C/p>\r\n\u003Cp>Below is the eyeYou model of the \u003Cstrong>Levers of Human Performance\u003C/strong>. These levers pull together and frame collective and contemporary psychological, peer reviewed research, into descrete levers that provide understanding enable action to change and adjust. This model gives us the lenses and framework needed to flourish as human beings, whatever we are doing. \u003C/p>","\u003Cp>This instance of the model of the Levers of Human Performance is set up to display only one of its lenses, the Human Lens. To see the System Perspective, or the Neurodivergent Lens, follow the link to the \u003Ca href=\"../../../../../alexandria/performance-levers\">Performance Levers Hub\u003C/a>.\u003C/p>","The Human Voice & The System Perspective","\u003Cp>Here we cater to different ways of engaging with topics. We provide the Human Voice, which is shorter and more simply and directly stated, acting as a concise summary for those who like the headlines and the vibe of the thing first - then we provide the system perspective of each lever, with more detailed explorations and sources. The switches can be used while any of the levers are still open.\u003C/p>","The Neurodivergent Lens","\u003Cp>The Levers of Performance are universal and applicable across all human beings, of all neurotypes. Neurodivergence does not fundamentally change these levers for individuals, rather it provides an additional layer of nuance and variability within each area, rather than requiring anything particularly \u003Cem>different\u003C/em>. The switches can be used while any of the levers are still open.\u003C/p>","Want to know more?","\u003Cp>Jump over to the resources section to understand the levers and their impact on performance more. \u003C/p>","See how we can support","/consulting","Have a read","/alexandria/resources",[43,52,61,70,79,88],{"lever_id":44,"name":45,"icon":46,"overview":47,"human_description":48,"robot_description":49,"nd_lens_content":50,"order":51},"human","Realities of Humanity","i-lucide-heart-pulse","\u003Cp>Human specific capabilities and limitations\u003C/p>","\u003Cp>Performance is unlocked when our basic physical and cognitive limitations are understood and acknowledged, and the inherent strengths of our humanity are accepted and leveraged. We are human, and human beings have physical and cognitive limitations, social needs, and safety needs. \u003C/p>\r\n\u003Cp>These realities are not negotiable. They are hard limits, and prerequisites. We may be able to show grit, push through, perform through fatigue and pain, and some people may even be much better at this than others. But there are fundamental limits, and we will not achieve our potential and flourish if we do not threat these realities as gospel and with respect. \u003C/p>\r\n\u003Cp>All subsequent levers of performance are related to and linked to these Realities of Humanity in some way. This is what we would call the \u003Cstrong>'primary factor'\u003C/strong>.\u003C/p>","\u003Cp>\u003C!-- obsidian -->\u003C/p>\r\n\u003Cul>\r\n\u003Cli>Human beings have physical and cognitive limitations - these differ among individuals with a degree of variability, but there are hard limits.\u003C/li>\r\n\u003Cli>Hardwired cognitive limitations exist when it comes to attention, perception, memory, the complexity of mental calculations they can perform, and how long we can do that for without rest.\u003C/li>\r\n\u003Cli>Humans have physical limitations that need to be kept in mind - if we do not eat, sleep, rest, and maintain health for physiological wellbeing, our capacity for physically doing the work is impacted, as is cognition and problem solving capacity - physical exhaustion is a large factor in degrading cognitive performance, because working memory and cognition are actual meaningful processes that require a lot of the human body's energy.\u003C/li>\r\n\u003Cli>Humans can handle complexity in circumstances very well and navigate it fluently - in fact our in the moment problem-solving and adaptation is one of our key strengths, and is likely the reason that we are the last surviving species of humans.\u003C/li>\r\n\u003Cli>Related to the above two points, human beings are also exceptional at learning, and actually can genuinely feel rewarded when learning. This said, learning requires even more energy and resources, and subsequent rest. Doing so ongoing, without the opportunity to engage in familiar activities that we have a sense of mastery over, can cause long term dips in performance. \u003C/li>\r\n\u003Cli>Human beings also have limitations in their senses, which impact on their ability to make sense of the world and adapt to it. These extend beyond the traditionally well known senses of sight, hearing (auditory), smell (olfaction), touch, and taste (these are the exteroceptors), to our experience of internal sensations like pain, temperature, internal processes and organ sensation (these are interoception senses) and our sense of position and movement in physical space (proprioception).\u003C/li>\r\n\u003Cli>Humans evolved as highly emotional creatures, and emotion still dominates our thinking, experience, world, and behaviour, profoundly - our emotional experience is what makes us human, and we cannot turn it off or 'leave it at the door' - emotional experiences and signals are integral to cognition and rational decision making.\u003C!-- obsidian -->\u003C/li>\r\n\u003Cli>Emotions therefore can act as a highly impactful performance accelerator, and also handbrake - it is critical to expect emotions, and to work with them accordingly - as with physical exhaustion, emotional exhaustion is also.\u003C/li>\r\n\u003Cli>We need simplicity in our work design, processes, and systems - diffusion of goals and targets dilutes energy and capability - human beings thrive on clarity and surety.\u003C/li>\r\n\u003Cli>Most people, most of the time, are trying their best, and trying to do the right thing - for the most part every human is acting and reacting in a way that makes sense to them - nobody is walking around doing stuff that they think doesn’t make sense.\u003C/li>\r\n\u003Cli>As a species we evolved as a social and collaborative group, and depend in real terms on feeling a part of the group/community, to be seen and accepted - if we do not feel like we belong, we will respond with emotions that are not helpful - belongingness will impact feelings of psychological safety (by definition), meaning & drive, and how we relate to and interact with others.\u003C/li>\r\n\u003Cli>Modern neuroscience research actually outlines a 'metabolic tax' of exclusion, showing that when somebody feels like they do not 'belong, their brain enters a high-alert state, siphoning energy away from problem-solving and focus, creating further drag on our physical capabilities and limits.\u003C/li>\r\n\u003Cli>Feelings of physical and psychological safety are hard requirements for human beings to perform to their potential, sustainably, and ongoing, and is highly related to their sense of belongingness.\u003C!-- obsidian -->\u003C/li>\r\n\u003Cli>It is worth mentioning that as a species, human beings are not really built for the world that we have built for ourselves, considering the points raised above.\u003C/li>\r\n\u003C/ul>\r\n\u003Ch3>Sources (selected)\u003C/h3>\r\n\u003Cp>\u003Cem>Miller (1956)\u003C/em>\u003C/p>\r\n\u003Cp>\u003Cem>Baumeister & Leary (1995)\u003C/em>\u003C/p>\r\n\u003Cp>\u003Cem>Baddeley (2012)\u003C/em>\u003C/p>\r\n\u003Cp>\u003Cem>Cacioppo et al. (2021)\u003C/em>\u003C/p>","\u003Cp>\u003C!-- obsidian -->\u003C/p>\r\n\u003Cul>\r\n\u003Cli>Again consistent with the neurotypical experience, the considerations of the realities of humanity are more critical for neurodivergent people - in the same ways, only more impactfully.\u003C/li>\r\n\u003Cli>The expression of emotions, limits to working memory capacity and attention, and the reliance on relationships and connection for wellbeing and motivation are not only present, but stronger in presentation for the neurodivergent, and include significant challenges that involve emotional dysregulation as a persistent and ongoing feature that can often require manual regulation to manage.\u003C/li>\r\n\u003Cli>With neurodivergent executive dysfunction applies a slightly different understanding to these cognitive and working memory limits. The limitation son attention, focus, and cognition are more 'spikey' and variable in sometimes unexpected ways, but at the same time this makes the cognitive and working memory limits more 'brittle'.\u003C/li>\r\n\u003Cli>Given the above hardwired imperatives occurring at the same time as these divergences, the need for 'belongingness' becomes all the more intense, while at the same time becoming much more challenging to navigate.\u003C/li>\r\n\u003Cli>Neurodivergent individuals can also experience differences in interoception, where it can be muted in some individuals, leading to being impacted by physical limits caused by fatigue, hunger, emotional distress, or even pain, before the individual becomes aware.\u003C!-- obsidian -->\u003C/li>\r\n\u003C/ul>\r\n\u003Ch3>Sources (selected)\u003C/h3>\r\n\u003Cp>\u003Cem>Cacioppo et al. (2021)\u003C/em>\u003C/p>",1,{"lever_id":53,"name":54,"icon":55,"overview":56,"human_description":57,"robot_description":58,"nd_lens_content":59,"order":60},"safety","Psychological Safety","i-lucide-drama","\u003Cp>Ongoing feelings of psychological safety\u003C/p>","\u003Cp>We need to feel safe to \u003Cem>be ourselves\u003C/em>, to \u003Cem>learn and make mistakes\u003C/em>, and to \u003Cem>contribute/challenge ideas\u003C/em>, before we can perform without friction. We have a very strong emotional protective function, which impacts our physiology. If we do not feel safe, whether physically or psychologically, our limited cognitive capacities diminish further. \u003C/p>\r\n\u003Cp>Psychological safety is experienced, not declared. That is to say, no amount of declaring a space 'psychologically safe' without the deliberate and consistent effort from those in power to make it so. Psychological safety is non-negotiable, and performance is a non-starter without it. This is not a fluffy concept intended for being 'nice', but rather a hard-wired requirement that we have as a result of the way that we evolved and became successful.  \u003C/p>","\u003Cul>\r\n\u003Cli>Human beings have a very strong emotional protective function, which impacts our physiology. This is in fact the very function of emotions themselves when considering the human animal as an organism seeking to keep itself alive.\u003C/li>\r\n\u003Cli>If we do not feel safe, whether physically or psychologically, our limited cognitive capacities diminish further. Human brains and bodies make the decision sub-consciously that survival is what is most important right now, rather than peak performance.\u003C/li>\r\n\u003Cli>With a narrowing cognitive field of vision, and less capability to fully analyse a situation objectively, our performance suffers.\u003C/li>\r\n\u003Cli>Research on the connectivity in the brain between the Amygdala, the emotions centre, and the prefrontal cortex, shows a very strong neuronal link that dimishes top-down control of our cognitions in the pre-frontal cortex, literally narrowing our ability to analyse situations.\u003C/li>\r\n\u003Cli>Further, not feeling safe to learn, to attempt/apply/act, or to seek clarification or challenge erroneous ideas, inhibits the ability to interface with the world and environment, adapt, and problem solve.\u003C/li>\r\n\u003Cli>Stronger psychological safety minimises the potential for adverse emotional reactions (which are performance handbrakes), and maximises the potential for positive feelings and enjoyment in the moment, which can be performance accelerators.\u003C/li>\r\n\u003Cli>Further, psychological safety is one of the essential mechanisms for ensuring a sense of belongingness, being baked into the very concept of psychological safety and its distinct stages of inclusion (identity) safety, learner safety, contributor safety, and challenger safety.\u003C/li>\r\n\u003Cli>Without the protective function of psychological safety in taking reasonable risks and innovating, our protective functions prioritise survival over innovation or creativity.\u003C/li>\r\n\u003C/ul>\r\n\u003Ch3>Sources (selected)\u003C/h3>\r\n\u003Cp>\u003Cem>Edmondson (1999)\u003C/em>\u003C/p>\r\n\u003Cp>\u003Cem>Edmondson & Bransby (2023)\u003C/em>\u003C/p>\r\n\u003Cp>\u003Cem>Gold, Morey, and McCarthy (2015)\u003C/em>\u003C/p>","\u003Cp>\u003C!-- obsidian -->\u003C/p>\r\n\u003Cul>\r\n\u003Cli>Regarding psychological safety, neurodivergent people are consistently shown to be more sensitive to the impacts of poor environment, systems, and culture. Impacts of environment and systems are known to handbrake performance in ND individuals sooner than neurotypical people. It would be fair to say that while all people require psychological (and identity) safety to perform consistently and strongly, but it is more critical as a factor, more of a non-negotiable, for neurodivergent people.\u003C/li>\r\n\u003Cli>The mechanism of psychological safety is meaningful and impactful as early as the inclusion (or identity) safety stage, in the sense that if neurodivergent individuals perceive that their 'way of being' and making sense of the world is under threat, their cognitive narrowing occurs more significantly, thereby throttling and handbraking performance much more readily.\u003C/li>\r\n\u003Cli>What a neurotypical person may intend to provide or even perceive as 'feedback', a neurodivergent person may process as a safety threat, contributing further to instances of burnout and increasing the incidences of burnout in neurodivergent people.\u003C/li>\r\n\u003Cli>The double-empathy problem proposed by Milton (2012) suggests that communication breakdowns between neurodivergent and neurotypical people can often result from a two-way lack of empathy, not simply a deficit in empathy from neurodivergent people - that is to say, neurodivergent people are found to be as (if not more in some cases) empathetic as neurotypical people.\u003C/li>\r\n\u003C/ul>\r\n\u003Ch3>Sources (selected)\u003C/h3>\r\n\u003Cp>\u003Cem>Edmondson & Bransby (2023)\u003C/em>\u003C/p>\r\n\u003Cp>\u003Cem>Gold, Morey, and McCarthy (2015)\u003C/em>\u003C/p>",2,{"lever_id":62,"name":63,"icon":64,"overview":65,"human_description":66,"robot_description":67,"nd_lens_content":68,"order":69},"drive","Meaning & Drive","i-lucide-heart-handshake","\u003Cp>Meaning and value of the task and goal\u003C/p>","\u003Cp>We crave meaning, purpose, and identity, and when the work that we are putting in enables and aligns with these things, we unlock sustained effort and stronger performance. \u003C/p>\r\n\u003Cp>When we engage ourselves with things to matter to us beyond a simple paycheck or means to an end, everything feels different. We are more creative, see a broader context, and can sustain peak performance for much longer than otherwise. \u003C/p>\r\n\u003Cp>When we find our meaning, we are unstoppable.\u003C/p>","\u003Cp>\u003C!-- obsidian -->\u003C/p>\r\n\u003Cul>\r\n\u003Cli>Finding meaning in ones tasks, actions, and work, can be achieved through aligning values - the thing/s that we find to be the most important and meaningful are shared by our teammates and leaders\u003C/li>\r\n\u003Cli>The same is applied to aligned purpose, and aligned intent, as this signals to us that our efforts are worthwhile - we inherently like to provide value\u003C/li>\r\n\u003Cli>When we are absorbed in our tasks in a meaningful and enthusiastic way, this is what we call ‘engagement’, and it in turn bolsters creativity and optimism\u003C/li>\r\n\u003Cli>Further, we often feel happiness and contentment with providing value to others, being engaged in our work, and feeling highly competent - further acting as a performance accelerator\u003C/li>\r\n\u003Cli>Operating autonomously where possible allows for opportunities for greater performance in many ways, and also allows for personal development and growth, in turn creating more meaning and drive\u003C/li>\r\n\u003Cli>Self-Determination Theory has supported this lever in the literature, identifying autonomy, relatedness, and competence as universal psychological needs to prompt intrinsic motivation and drive.\u003C/li>\r\n\u003Cli>Absorption and engagement in one's work, such as in states of flow, also highlight the benefits of purpose-driven leadership and its role in driving people and change.\u003C/li>\r\n\u003Cli>Because of the realities of our humanity, our inability to sustain peak performance for very long means we will be driven to expend our precious mental energy on something of meaning and importance to us - something that actually means something to our lives and to what we will experience ongoing and well after the fact.\u003C/li>\r\n\u003C/ul>\r\n\u003Ch3>Sources (selected)\u003C/h3>\r\n\u003Cp>\u003Cem>Deci & Ryan (1985)\u003C/em>\u003C/p>\r\n\u003Cp>\u003Cem>Murray et al. (2005)\u003C/em>\u003C/p>\r\n\u003Cp>\u003Cem>Ryan & Deci (2020)\u003C/em>\u003C/p>\r\n\u003Cp>\u003Cem>Woods et al. (2023)\u003C/em>\u003C/p>","\u003Cp>\u003C!-- obsidian -->\u003C/p>\r\n\u003Cul>\r\n\u003Cli>The need for meaning in what we do, and ensuring that we are aligning that to a purpose, and representative of our identity, is not only consistent across neurotypes, but in fact it is even more central and necessary for neurodivergent groups. Often this is a point of contention and neurodivergent professionals can find themselves stuck without understanding why or how. Consistent with all levers, it is not necessarily the case that neurodivergent individuals require more meaning than others in their work, more that it is more critical for sustained and consistent performance, it is a much more sensitive handbrake than for neurotypical people.\u003C/li>\r\n\u003Cli>Meaning has been shown in the research to be even more of a factor for performance for ADHDers, with the Interest-Based Nervous System understanding that we have of the ADHD brain. This aspect renders things like 'importance' or 'consequence' as less effective drivers than 'interest' and 'novelty'.\u003C/li>\r\n\u003Cli>As an extension of the concept of 'flow', for neurodivergent people this is where extraordinary focus and productivity can be seen, through hyperfocus/monotropism elements of ADHD and Autism, although this is a fragile 'accelerator' in the sense that it needs autonomy and deliberateness to maintain.\u003C/li>\r\n\u003Cli>Research has indicatoed that ADHD brains often have lower D2/D3 (dopamine) receptor availability, which goes some way to explaining how for some peopple \"meaning\" is not just a preference, it is a neurochemical requirement.\u003C/li>\r\n\u003C/ul>\r\n\u003Ch3>Sources (selected)\u003C/h3>\r\n\u003Cp>\u003Cem>Murray et al. (2005)\u003C/em>\u003C/p>\r\n\u003Cp>\u003Cem>Ryan & Deci (2020)\u003C/em>\u003C/p>\r\n\u003Cp>\u003Cem>Woods et al. (2023)\u003C/em>\u003C/p>",3,{"lever_id":71,"name":72,"icon":73,"overview":74,"human_description":75,"robot_description":76,"nd_lens_content":77,"order":78},"problem","Problem Solving & Adaptaton","i-lucide-brain-cog","\u003Cp>Making sense of the world and solving problems\u003C/p>","\u003Cp>We differ individually in our problem solving capacity, how we make sense of and interface with our world, and how we maintain resilience. Understanding, working with, and maximising our capabilities and unique strengths unlocks performance at the individual level.\u003C/p>\r\n\u003Cp>This is where we can differ the most amongst each other, along with the following lever of Relationships and Interactions, and those unique mixes of talent and capability are what makes cognitive diversity the team superpower that it is.\u003C/p>","\u003Cp>\u003C!-- obsidian -->\u003C/p>\r\n\u003Cul>\r\n\u003Cli>While we may not be able to build or develop our cognitive abilities further, we can take steps to maximise them, and remove hindrances (handbrakes) to our mental performance (see ‘The realities of humanity’)\u003C/li>\r\n\u003Cli>Humans differ individually in our emotional reactivity, regulation, and self-insight to these factors, which can lead to differences in learning needs when developing capability, and sharpening the tools that we have at our disposal already.\u003C/li>\r\n\u003Cli>Human beings also differ in ability across tasks, and some of us may be more resilient to certain events or contexts than other people, while less resilient to others in other areas - e.g. some people are resilient to chaotic change and activity, and can thrive within it, while others require steadiness.\u003C/li>\r\n\u003Cli>Research from serial mediation models show that problem-solving capacity is a direct predictor of resilience and self-efficacy.\u003C/li>\r\n\u003Cli>Cognitive load alignment also suggests that matching tools and/or capability to the job maximises problem solving performance, perhaps somewhat unsurprisingly.\u003C/li>\r\n\u003Cli>Understanding individually how we each differ in these areas, how we adapt them to different situations, and understanding how our unique combination or attributes manifest as strengths, allows us to make use of them as such. There are hundred, or even thousands of points on which human beings can differ subtly, or dramatically, which can make achieving things as a team quite challenging, and rewarding, and easier, all at the same time.\u003C/li>\r\n\u003C/ul>\r\n\u003Ch3>Sources (selected)\u003C/h3>\r\n\u003Cp>\u003Cem>Austin & Pisano (2017)\u003C/em>\u003C/p>\r\n\u003Cp>\u003Cem>LeFevre-Levy et al. (2023)\u003C/em>\u003C/p>\r\n\u003Cp>\u003Cem>Barrick & Mount (1991)\u003C/em>\u003C/p>\r\n\u003Cp>\u003Cem>Schmidt & Hunter (1998 (and 2016))\u003C/em>\u003C/p>\r\n\u003Cp>\u003Cem>Cattell, Horne, and Carroll\u003C/em>\u003C/p>","\u003Cp>\u003C!-- obsidian -->\u003C/p>\r\n\u003Cul>\r\n\u003Cli>The neurodivergent manner of interfacing with the world and problem solving is one of the most distinguishable aspect of neurodivergent conditions - it is commonly the first thing that neurotypical people tend to associate with neurodivergent minds, and could be understood to be the differentiator for neurodivergent people. People with Autism, ADHD, or any other form of neurodivergence solve problems in highly unique and valuable ways.\u003C/li>\r\n\u003Cli>Where this performance accelerator for neurodivergent people can become a handbrake very quickly is when the neurodivergent problem solving approach is criticised or punished.\u003C/li>\r\n\u003Cli>Research on cognitive diversity highlight that those with Autism and those with ADHD possess superior pattern recognition and systematising strengths.\u003C/li>\r\n\u003Cli>Research has also shown that adults with ADHD often generate the more original ideas in unstructured 'idea generation' or ideation phases compared to controls.\u003C/li>\r\n\u003Cli>Aligned with the above, problem solving also shows up differently for neurodivergent folk in the manner of problem solving. This extends to 'divergent thinking' for ADHDers, and 'deep persistence / logic' for people with Autism.\u003C/li>\r\n\u003C/ul>\r\n\u003Ch3>Sources (selected)\u003C/h3>\r\n\u003Cp>\u003Cem>Austin & Pisano (2017)\u003C/em>\u003C/p>\r\n\u003Cp>\u003Cem>LeFevre-Levy et al. (2023)\u003C/em>\u003C/p>\r\n\u003Cp>\u003Cem>Branicki et al. (2024)\u003C/em>\u003C/p>",4,{"lever_id":80,"name":81,"icon":82,"overview":83,"human_description":84,"robot_description":85,"nd_lens_content":86,"order":87},"social","Relationships & Interactions","i-lucide-message-circle-heart","\u003Cp>Making sense of other people and working collaboratively\u003C/p>","\u003Cp>Human beings are a highly social species, and have been for more than 300 000 years. Our current place in the world was achieved in large part through our collaborative, social, and empathetic nature. Strong communication and relationships that provide genuine care and support unlock the highest levels of performance.\u003C/p>\r\n\u003Cp>We did not accidentally stumble into being very effective with other people, in fact we evolved specifically that way. There are areas in our brain that were developed and focus on very specific aspects of interpersonal interaction, for example Wernicke's area is responsible for rapidly acquiring language, Broca's area for speech production and language processing, and the Fusiform Facial Area is a specialised area of our visual system that uniquely processes and recognises intricate and minute details in facial features. We were born to work together, and we do it better than any other animal on the planet, and probably all the other planets too. \u003C/p>","\u003Cp>\u003C!-- obsidian -->\u003C/p>\r\n\u003Cul>\r\n\u003Cli>Strongly intertwined with ‘the realities of humanity’, ‘psychological safety’, ‘meaning & drive’, and ‘problem solving & adaptation’, the sense that all of these levers feature a social element usually.\u003C/li>\r\n\u003Cli>Good relationships are an evolutionary imperative for humans, and mental health and physical wellbeing suffer immensely when relationships are poor, nonexistent, or toxic - our emotional and nervous systems cannot handle feeling as though the community (tribe) will not be there to support and accept us. Historically - that is for the vast majority of the existence of Homo Sapien Sapiens as a species - belongingness and relationships with your group was a matter of life and death. If we were not accepted or didn't belong, this often resulted in a very swift death. Human beings' genes remember that, and humans do not at all like feeling excluded, and will not perform very well until that survival need to met, acting as a significant performance handbrake.\u003C/li>\r\n\u003Cli>Performance is unlocked to the strongest degree, with the most protection from other handbrakes of human performance, when supportive, caring, genuine relationships allow for a psychological sense of community.\u003C/li>\r\n\u003Cli>Human beings have developed over time to dedicate large portions of their brain and cognitions to social processes, relationships, and influence. Whole portions of their brains focus in on smaller aspects of interactions and other people. Wernicke's area is responsible for rapidly acquiring language, Broca's area for speech production and language processing, and the Fusiform Facial Area is a specialised area of our visual system that uniquely processes and recognises intricate and minute details in facial features. Even for those with more introverted tendencies, every human being needs other people, and perform much more effectively with a good group around them, trust, and belongingness.\u003C/li>\r\n\u003Cli>Social Identity Theory, and Social Categorisation Theory, tell us that a key feature of our social life is the grouping of our own identity to merge with that of the group itself, acting on a sliding scale of individual through to group identity, and allowing us to see ourselves as an individual, and part of the group at the same time. This manifests in phenomena like finding ourselves referring to 'we' as a group instead of 'I', and feeling insults or attacks on the team as being personal.  \u003C/li>\r\n\u003Cli>Collaborative Learning evolution research shows that \"socio-cognitive conflict\" (working through differing views) produces superior performance over working alone, resulting in 'collective intelligence' and performance. \u003C/li>\r\n\u003Cli>Supportive relationships have been shown to act as a physiological buffer against stress and are critical for long-term professional commitment.\u003C/li>\r\n\u003Cli>Research shows that people feel more compatible and \"at ease\" in spaces where they have control and a sense of ownership, which is a key driver for relationship stability in teams.\u003C/li>\r\n\u003Cli>Somewhat recent updates to the literature on persuation by Cialdini outline differences and variety in group bonding material, suggesting that belongingness does not necessarily mean a mutual 'liking', but instead can be traced to a sense of 'unity', meaning that they are 'one of us' and to be included, as opposed to being accepted because of inherent likeability. Mastering these concepts and skills in practice enables influence, and subsequently stronger relationships among our group. \u003C/li>\r\n\u003C/ul>\r\n\u003Ch3>Sources (selected)\u003C/h3>\r\n\u003Cp>\u003Cem>Kanwisher et al. (1997)\u003C/em>\u003C/p>\r\n\u003Cp>\u003Cem>Grill-Spector et al. (2017)\u003C/em>\u003C/p>\r\n\u003Cp>\u003Cem>Fedorenko (2014)\u003C/em>\u003C/p>\r\n\u003Cp>\u003Cem>Eisenberger et al. (2003)\u003C/em>\u003C/p>\r\n\u003Cp>\u003Cem>Cacioppo & Cacioppo (2018)\u003C/em>\u003C/p>\r\n\u003Cp>\u003Cem>Kross et al. (2011)\u003C/em>\u003C/p>\r\n\u003Cp>\u003Cem>Buchs et al. (2004)\u003C/em>\u003C/p>\r\n\u003Cp>\u003Cem>Crompton et al. (2020)\u003C/em>\u003C/p>\r\n\u003Cp>\u003Cem>Dawkins et al. (2017)\u003C/em>\u003C/p>\r\n\u003Cp>\u003Cem>Brown et al. (2014)\u003C/em>\u003C/p>\r\n\u003Cp>\u003Cem>Cialdini (2021)\u003C/em>\u003C/p>","\u003Cp>\u003C!-- obsidian -->\u003C/p>\r\n\u003Cul>\r\n\u003Cli>Relationships, acceptance, and connection, are critical components for sustained wellbeing, performance, and the foundation to thrive, for all human beings. Consistent with the previous levers, quality relationships and interactions with others is a requirement for all human beings - we evolved and became globally successful that way - but again relationships and support are crucial for neurodivergent thriving. In many cases this is also where neurodivergent people require the most support here.\u003C/li>\r\n\u003Cli>When people who are neurodivergent feel the trust and support from others authentically, beyond simply 'declaring' support, neurodivergent performance is supported and accelerated, and equally if it is not felt or withdrawn, this can serve as the most sensitive and severe handbrake. Further than that though, it can also precipitate neurodivergent burnout.\u003C/li>\r\n\u003Cli>Social Camouflaging/Masking is a massive \"handbrake\" for neurodivergent performance, consuming significant cognitive energy and leading to burnout. This is still a significant barrier and boundary for neurodivergent professionals in many workplaces.\u003C/li>\r\n\u003Cli>Neurodivergent Burnout is a distinct \"collapse\" resulting from a mismatch between individual needs and environmental demands.\u003C/li>\r\n\u003Cli>Milton's 'Double Empathy Problem' tells us that where relationship challenges and miscommunications occur between neurodivergent and neurotypical individuals, this breakdown in mutual understanding can most often be traced to a two-way deficit in empathy and insight into the other, not simply residing in the brain of the neurodivergent person as had been previously assumed.\u003C/li>\r\n\u003C/ul>\r\n\u003Ch3>Sources (selected)\u003C/h3>\r\n\u003Cp>\u003Cem>Milton (2012)\u003C/em>\u003C/p>\r\n\u003Cp>\u003Cem>Raymaker et al. (2020)\u003C/em>\u003C/p>\r\n\u003Cp>\u003Cem>Mantzalas et al. (2023)\u003C/em>\u003C/p>\r\n\u003Cp>\u003Cem>Higgins et al. (2023)\u003C/em>\u003C/p>",5,{"lever_id":89,"name":90,"icon":91,"overview":92,"human_description":93,"robot_description":94,"nd_lens_content":95,"order":96},"env","Environment, Systems, & Culture","i-lucide-globe-2","\u003Cp>Impact of the environment and culture of the group\u003C/p>","\u003Cp>Even highly skilled and motivated individuals need a manageable environment to succeed. If we conceptualise performance handbrakes or accelerators in terms of the 'Skill' (individual capability), the 'Will' (motivation and engagement) and the \"Hill\" (the organisational systems, structures, and context), if the hill is too steep, even great people will struggle.\u003C/p>\r\n\u003Cp>We speak about this often across industry, corporate, sporting, or otherwise, where an otherwise exceptional, and highly adaptable, individual struggles more than one would expect, it can be that the environment in which we are expecting them to perform is simply not supportive enough, despite their talent.\u003C/p>\r\n\u003Cp>The environment is crucial for us. Even when we try our best and give our all without mercy, if the environment is not set up well enough for us with clear and simplified goals, clear signs and signals, limited ambiguity, physically comfortable surroundings, and a rock-solid understanding of priorities and goals, everybody will eventually fail.\u003C/p>\r\n\u003Cp>Fortunately because of how adaptable, social, and clever we are, even small attempts to improve the environment that we are trying to perform in can have dramatic and disproportionately positive impacts.\u003C/p>","\u003Cp>\u003C!-- obsidian -->\u003C/p>\r\n\u003Cul>\r\n\u003Cli>Humans need clarity in their task, especially if they are held responsible and/or accountable for the outcomes\u003C/li>\r\n\u003Cli>While we can handle complexity in circumstances very well and navigate it fluently, we need simplicity in our work design, processes, and systems - otherwise we are being asked to manage complexity with complexity - clarity in purpose and options unlocks performance in complexity. This is supported by Hick's Law which mathematically demonstrates that increasing the number of choices/complexities in a system increases reaction time and error rates.\u003C/li>\r\n\u003Cli>For optimal execution, individuals also need clear signs and signals, well-designed tools, a physically comfortable environment (appropriate lighting, temperature, and space), and a crystal-clear understanding of organisational priorities so they can safely navigate competing demands.\u003C/li>\r\n\u003Cli>These concepts continue to be heavily supported in contemporary literature and lending further sharpness to the research body. Choice and systemic complexity act as operational brakes, and therefore handbrake performance. Increasing administrative or system decision points scales user reaction time and error rates almost linearly, meaning human beings require radical (where possible) simplicity in work design.\u003C/li>\r\n\u003Cli>Research has long-shown that poor physical environments (lighting, noise) directly predict lower well-being and job satisfaction. This has been shown in Person-Environment (P-E) Fit theory recently to be tightly linked with neurodivergent wellbeing, depending on the degree of fit between their neurology and and physical/cultural environment.\u003C/li>\r\n\u003Cli>Beyond exclusively being an issue for neurodivergent humans, sensory features of the working environment (acoustic bleeding, visual glare) directly predict long-term cognitive fatigue and drops in job satisfaction and performance. Workspace mechanics and setups that are not appropriate for human beings are shown to deplete prefrontal cortex executive functioning via constant, forced environmental filtering, exhausting us more quickly. Similar modern research highlights that even for neurotypical workers, structural misalignment or \"misfit\" triggers a persistent internal stress loop.\u003C/li>\r\n\u003C/ul>\r\n\u003Ch3>Sources (selected)\u003C/h3>\r\n\u003Cp>Blumberg & Pringle (1982)\u003C/p>\r\n\u003Cp>Bakker & Demerouti (2022)\u003C/p>\r\n\u003Cp>Hick (1952)\u003C/p>\r\n\u003Cp>Proctor & Vu (2024)\u003C/p>\r\n\u003Cp>Sweller (2020)\u003C/p>\r\n\u003Cp>Colenberg, Jylhä, & Arkesteijn (2021)\u003C/p>\r\n\u003Cp>Kristof-Brown, Schneider, & Su (2023)\u003C/p>\r\n\u003Cp>Tsuji et al. (2022)\u003C/p>\r\n\u003Cp>Moore (2024)\u003C/p>","\u003Cp>\u003C!-- obsidian -->\u003C/p>\r\n\u003Cul>\r\n\u003Cli>Neurodivergent people are consistently shown to be more sensitive to the impacts of poor environment, systems, and culture. Impacts of environment and systems are known to handbrake performance in ND individuals sooner than neurotypical people.\u003C/li>\r\n\u003Cli>Environment and sensory processing research (e.g. Dunn's Model) have shown sensory thresholds in some neurodivergent people that when reached trigger total system shutdown, not just discomfort.\u003C/li>\r\n\u003Cli>Follow-up and parallel research has found that in neurodivergent professionals, a P-E mismatch acts as an immediate barrier that forces individuals to expend vital cognitive energy simply surviving the space.\u003C/li>\r\n\u003Cli>The 'canary in the coalmine' analogy has been used in recent publications to illustrate the particularly delicate interaction between the workplace environment and neurodivergent individuals, who feel the handbrake of poor systems and culture first, signaling systemic issues that will likely eventually affect everyone. It has been found that they do not possess unique deficits; rather, they serve as a sensitive early-warning benchmark. If an environmental design degrades neurodivergent outputs, it is silently draining the performance of neurotypical employees too.\u003C/li>\r\n\u003C/ul>\r\n\u003Ch3>Sources (selected)\u003C/h3>\r\n\u003Cp>Praslova (2024)\u003C/p>\r\n\u003Cp>Dunn (1997)\u003C/p>\r\n\u003Cp>Tsuji et al. (2022)\u003C/p>\r\n\u003Cp>Moore (2024)\u003C/p>\r\n\u003Cp>Doyle (2020)\u003C/p>\r\n\u003Cp>LeFevre-Levy et al. (2023)\u003C/p>\r\n\u003Cp>Gartner (2023)\u003C/p>",6,"The 6 Levers of the Psychology of Human Performance","2026-06-01T18:25:47.880788+10:00",{"hero_headline":100,"hero_title":101,"hero_description":102,"intro_title":103,"intro_description":104,"categories":105,"featured_services":331,"testimonials":364,"faqs":365,"cta_title":387,"cta_description":388,"cta_primary_label":389,"cta_primary_url":390,"cta_secondary_label":391,"cta_secondary_url":392,"meta_title":393,"meta_description":394,"updated_at":395},"How we can help","Performance Psychology","\u003Cp>eyeYou is your portal to a full suite of coaching and consulting help to support your performance goals  \u003C/p>","Our people are our most valuable asset","\u003Cp>By far. Those who radically invest in their people and themselves, more than their competition, have been shown to be in a far better position. Modern research tells us that people-investment has one of the strongest returns on investment of any businss investment. \u003C/p>\r\n\u003Cp>eyeYou service groups are outlined below. Hover over each individual service for a glimpse inside, or click through \u003Cstrong>\u003Cem>'Learn more'\u003C/em> \u003C/strong>for a deeper look at each group and its services.\u003C/p>",[106,176,247,285],{"id":51,"name":107,"slug":108,"headline":109,"tagline":110,"description":111,"audience_segment":112,"audience_roles":113,"audience_scenarios":114,"icon":115,"image":116,"order":51,"services":117},"Coaching","coaching","Develop","Take control of performance through directly coaching elements of the levers of performance","\u003Cp>\u003C!-- obsidian -->\u003C/p>\r\n\u003Cp>A collaborative and structured partnership, designed and customised entirely with the individual in mind. Coaching relationships are multifaceted, with both the coach and coachee offering expertise and experience, where the coaching conversation includes empathetic support, education, mentoring, and counselling, as a standard part of the coaching process.\u003C/p>\r\n\u003Cp>While the process is collaborative, the coachee/client is always in the drivers seat, and in control of all conversation, goal-setting, and action.\u003C/p>\r\n\u003Cp>Coaching is a powerful tool, consistently found to have a profoundly positive impact:\u003C!-- obsidian -->\u003C/p>\r\n\u003Cul>\r\n\u003Cli>Insight into and grasp of potential, and of self-insight through unique strengths and challenges\u003C/li>\r\n\u003Cli>Accelerated and focused learning\u003C/li>\r\n\u003Cli>Improved confidence, and performance\u003C/li>\r\n\u003Cli>Up to ~150% increase in resilience\u003C/li>\r\n\u003Cli>92% in emotional regulation\u003C/li>\r\n\u003Cli>35% decrease in burnout\u003C/li>\r\n\u003C/ul>","\u003Cp>Leaders, Professionals, & Athletes \u003C/p>\r\n\u003Cp>Teams & Staff Cohorts\u003C/p>","\u003Cp>Executive / Senior Leader\u003C/p>\r\n\u003Cp>Neurodivergent Professional\u003C/p>\r\n\u003Cp>Emerging Manager \u003C/p>\r\n\u003Cp>Neurodivergent Athlete\u003C/p>\r\n\u003Cp>Late-diagnosis Executive\u003C/p>\r\n\u003Cp>Senior / Executive Administrator\u003C/p>\r\n\u003Cp>Faculty Head\u003C/p>\r\n\u003Cp>Head Coach \u003C/p>\r\n\u003Cp>Director of Performance\u003C/p>\r\n\u003Cp>Campaign Director\u003C/p>","\u003Cp>A senior or executive leader who is ready to level up\u003C/p>\r\n\u003Cp>A project team using group coaching to fit \"differently shaped pieces\" together\u003C/p>\r\n\u003Cp>A senior curriculum leader / team needing to improve resilience to manage a complex curriculum change\u003C/p>\r\n\u003Cp>An elite athlete is excelling in training but failing to manage \"the big moment\" in competition\u003C/p>\r\n\u003Cp>A volunteer team using coaching to reduce turnover and enhance engagement\u003C/p>","i-lucide-users","/media/consulting/categories/coaching_Qnv7OFz.png",[118,141,152,164],{"id":87,"name":119,"slug":120,"tagline":121,"description":122,"outcomes":123,"format":124,"format_display":125,"typical_duration":126,"audience_segment":112,"audience_roles":127,"audience_scenarios":128,"price_display":8,"icon":73,"image":129,"order":51,"is_featured":130,"findings":131,"service_document":136},"High Performance Coaching","high-performance-coaching","Build high performance habits and insight to thrive","\u003Cp>Plotting your path to peak performance is so much easier when you know where the right levers are. High Performance Coaching from eyeYou educates you on the evidence-based realities of how human beings achieve their peak performance, and guides you to recognise which of your performance levers are acting as accelerators, and which levers are acting as performance handbrakes.\u003C/p>\r\n\u003Cp>The 6 levers of human performance give us a framework to understand what drives our performance, specifically where our strengths lay and how to leverage them, how to work with and on our relative areas of development, and the confidence to actively audit our energy and performance to maintain control, and sustainably thrive.\u003C/p>\r\n\u003Cp>While driven by the coachee, the program is guided and informed by the 6 levers of human performance, and related concepts.\u003C/p>","\u003Ch3>Knowledge\u003C/h3>\r\n\u003Cul>\r\n\u003Cli>Working, practical knowledge of the 6 levers of human performance and what that looks like for you, and how these levers can show up in our culture, leadership, behaviour, performance, and influence our future\u003C/li>\r\n\u003Cli>Unmatched personal insight, and insight and influence of others\u003C/li>\r\n\u003Cli>A framework to guide your decisions, communicate effectively, and to deliberately and strategically manage your energy and focus to build sustainable performance across work and home\u003C/li>\r\n\u003C/ul>\r\n\u003Ch3>Resources\u003C/h3>\r\n\u003Cul>\r\n\u003Cli>Personalised development map\u003C/li>\r\n\u003Cli>Ongoing access to eyeYou resources, personalised and curated for your team, to guide specific concrete processes (e.g. challenging conversation guides, cheat sheets and frameworks for conducting effective one-on-ones)\u003C/li>\r\n\u003C/ul>\r\n\u003Ch3>Intangibles\u003C/h3>\r\n\u003Cul>\r\n\u003Cli>Improvements in confidence and self-efficacy when taking on the complex challenges of todays working and home life\u003C/li>\r\n\u003Cli>Outcome studies aggregates report between 500% and 800% return on investment, over time\u003C/li>\r\n\u003C/ul>","flexible","Flexible","60 - 90 mins per session | 6 sessions","\u003Cp>Emerging Managers \u003C/p>\r\n\u003Cp>Senior | Executive Administrators\u003C/p>\r\n\u003Cp>Faculty Heads\u003C/p>\r\n\u003Cp>Head Coachs \u003C/p>\r\n\u003Cp>Directors of Performance\u003C/p>\r\n\u003Cp>Campaign Directors\u003C/p>","\u003Cp>An emerging leader wants to strategically manage their energy and focus to build sustainable performance across both their professional responsibilities and home life\u003C/p>\r\n\u003Cp>A high-potential teacher moving into a year-level coordinator role needs to build high-performance habits and insight to thrive in a more complex, multi-stakeholder environment\u003C/p>\r\n\u003Cp>A development coach needs to recognise their own performance accelerators to more effectively mentor elite emerging athletes through high-pressure transitions\u003C/p>\r\n\u003Cp>A senior technical lead needs to identify which performance levers are acting as handbrakes during a high-stakes product launch to prevent a productivity plateau\u003C/p>\r\n\u003Cp>A volunteer manager needs to leverage their unique strengths to maintain control and sustainably deliver through a period of government funding cuts\u003C/p>\r\n\u003Cp>A professional athlete entering the twilight of their playing career needs to map their peak performance drivers into a new career path to ensure a sustainable and thriving transition\u003C/p>","/media/consulting/services/high-performance-coaching_TzqF1tR.png",true,[132,138],{"id":69,"summary":133,"description":134,"icon":135,"image":136,"order":137},"\u003Cp>Likelihood of hitting targets on the job - 62% higher\u003C/p>","\u003Cp>Teams coached weekly are 62% more likely to hit quotas/targets than those coached quarterly\u003C/p>","i-lucide-search-check",null,0,{"id":78,"summary":139,"description":140,"icon":8,"image":136,"order":137},"\u003Cp>Consistently yields significant gains in performance across all research\u003C/p>","\u003Cp>Workplace coaching yields significant gains in skill-based outcomes and objective performance results \u003C/p>\r\n\u003Cul class=\"unordered-list\">\r\n\u003Cli>Meta-analyses support the positive effects of workplace coaching as an approach to employee learning and development in organizations, with a variety of criteria\u003C/li>\r\n\u003Cli>Our findings indicate that coaching was more effective when conducted by internal coaches and when multisource feedback was excluded\u003C/li>\r\n\u003Cli>Workplace coaching was effective whether conducted face-to-face or using blended techniques (i.e., blending face-to-face with e-coaching)\u003C/li>\r\n\u003C/ul>\r\n\u003Cp>\u003Ca class=\"epub-doi\" href=\"https://doi.org/10.1111/joop.12119\">https://doi.org/10.1111/joop.12119\u003C/a>\u003C/p>",{"id":51,"name":142,"slug":143,"tagline":144,"description":145,"outcomes":146,"format":124,"format_display":125,"typical_duration":126,"audience_segment":112,"audience_roles":147,"audience_scenarios":148,"price_display":8,"icon":149,"image":150,"order":60,"is_featured":130,"findings":151,"service_document":136},"Executive Coaching","executive-coaching","Build high performance culture and set the standard","\u003Cp>Executive Coaching from eyeYou gives you a novel and unique, human-based lens to view performance through. Much like eyeYou High Performance Coaching this program provides education on the 6 levers of human performance, and allows you to deliberately assess and adjust levers to minimise handbrakes and maximise acceleration - Executive Coaching extends this process to allow executive leaders to understand the interplay of performance levers at the senior leadership and broader group level.\u003C/p>\r\n\u003Cp>Human performance and collaborative effort go hand in hand. Executive leaders who are building a performance culture understand and leverage this fact, and employ our fragile and mercurial humanity as a competitive advantage.\u003C/p>\r\n\u003Cp>While driven by the executive coachee, the program is guided and informed by the 6 levers of human performance and related concepts, unleashing human performance for themselves, their leadership peers, and the performance culture of their team.\u003C/p>","\u003Ch3>Knowledge\u003C/h3>\r\n\u003Cp>\u003C!-- obsidian -->\u003C/p>\r\n\u003Cul>\r\n\u003Cli>Working, practical knowledge of the 6 levers of human performance and what that looks like for you, and how these levers can show up in our culture, leadership, behaviour, performance, and influence our future\u003C/li>\r\n\u003Cli>A framework and the confidence to understand and guide your decisions and communication when developing yourself as a leader, to confidently take control of the performance levers for your team into the future\u003C/li>\r\n\u003C/ul>\r\n\u003Ch3>Resources\u003C/h3>\r\n\u003Cp>\u003C!-- obsidian -->\u003C/p>\r\n\u003Cul>\r\n\u003Cli>Personalised development map\u003C/li>\r\n\u003Cli>Ongoing access to eyeYou resources, personalised and curated for you and your development goals and map, to reinforce and guide actions and mindsets\u003C/li>\r\n\u003C/ul>\r\n\u003Ch3>Intangibles\u003C/h3>\r\n\u003Cul>\r\n\u003Cli>Enhanced people outcomes, and enhanced revenue outcomes\u003C/li>\r\n\u003Cli>Stronger engagement, and optimism about the company and its future\u003C/li>\r\n\u003Cli>Immediate, medium-term, and long-term benefits for overall organisation, leadership, and people performance\u003C/li>\r\n\u003Cli>Outcome studies aggregates report between 700% and 800% return on investment, over time\u003C/li>\r\n\u003C/ul>","\u003Cp>Executive | Senior Leader\u003C/p>\r\n\u003Cp>Faculty Head\u003C/p>\r\n\u003Cp>Head Coach \u003C/p>\r\n\u003Cp>Director of Performance\u003C/p>\r\n\u003Cp>Senior | Executive Administrator\u003C/p>","\u003Cp>A newly appointed Managing Director needs to set the cultural standard for a peer group they were recently part of, ensuring they navigate the transition with authority and empathy\u003C/p>\r\n\u003Cp>A Principal needs a framework to guide their communication and decisions when leading their leadership team through a complex college-wide transformation\u003C/p>\r\n\u003Cp>An NFP founder needs to navigate the complexities of a rapid scale-up, managing a board of diverse volunteer directors while maintaining their own peak leadership performance\u003C/p>\r\n\u003Cp>A CEO overseeing a massive digital transformation needs a \"human-based lens\" to assess how performance levers are shifting across their senior leadership team\u003C/p>\r\n\u003Cp>A Sporting Director needs to manage the performance of a high-performing technical staff while maintaining their own standard as a leader in a volatile results-driven environment\u003C/p>\r\n\u003Cp>A club President needs to assess performance levers at the board level to ensure long-term strategic success and a sustainable leadership pipeline, ensuring the current legacy board is not 'handbraking' the performance of the club\u003C/p>","i-lucide-user","/media/consulting/services/executive-coaching_wMWka3U.png",[],{"id":96,"name":153,"slug":154,"tagline":155,"description":156,"outcomes":157,"format":124,"format_display":125,"typical_duration":126,"audience_segment":158,"audience_roles":159,"audience_scenarios":160,"price_display":8,"icon":161,"image":162,"order":69,"is_featured":130,"findings":163,"service_document":136},"ADHDer Success Coaching","adhder-success-coaching","Move past 'survive' to 'thrive', and show them what performance means","\u003Cp>The levers of performance are identical for all human beings, and neurodivergent humans are no exception. In fact, for neurodivergent people the roles that the levers play as accelerators and handbrakes are even more profound and influential - more human than human you could say. Thriving as an ADHDer, or any neurodivergent person, can at times feel impossible - understanding and witnessing directly how those levers impact on you every single day can give you the confidence to wield those levers at will.\u003C/p>\r\n\u003Cp>Neurodivergent professionals, particularly but not exclusively those who received a later in life diagnosis, are invisibly extraordinary every single day, with not even a fraction of the recognition of what it has taken to get there, or in many cases the support needed to have gotten there in the first place.\u003C/p>\r\n\u003Cp>Heavily guided by the coachee professional, coaching is guided and informed by the 6 levers of human performance, with an emphasis on the factors that exacerbate ADHD and other divergent neurotypes, and the coachee's unique experiences, to unleash the competitive advantage of neurodivergence and cognitive diversity.\u003C/p>\r\n\u003Cp>\u003Cstrong>To note:\u003C/strong> This coaching framework is positioned with respect to ADHD, as this is where our practitioner lived experience currently sits. With this said we welcome and encourage enquiries from the entire range of neurodiversity spectrum and offer our services, once we have understood the complexities of individual cases. \u003C/p>","\u003Cp>\u003C!-- obsidian -->\u003C/p>\r\n\u003Ch3 data-heading=\"Knowledge\">Knowledge\u003C/h3>\r\n\u003Cul>\r\n\u003Cli>Working, practical knowledge of the 6 levers of human performance and what that looks like for you, and how these levers can show up in unique and more intense ways for ADHDers and neurodivergent people and professionals\u003C/li>\r\n\u003Cli>Unmatched personal insight on how the ADHD brain and system differs from what is neurotypical, and insight and influence of others\u003C/li>\r\n\u003Cli>A framework to guide your decisions, communicate effectively, and how to deliberately and strategically manage your energy and focus to build sustainable performance across work and home, almost effortlessly, to feel like you are running on top of the world again\u003C/li>\r\n\u003C/ul>\r\n\u003Ch3 data-heading=\"Resources\">Resources\u003C/h3>\r\n\u003Cul>\r\n\u003Cli>Personalised development map\u003C/li>\r\n\u003Cli>Ongoing access to eyeYou resources, personalised and curated for you, to support you in your ongoing learning and development\u003C/li>\r\n\u003C/ul>\r\n\u003Ch3 data-heading=\"Intangibles\">Intangibles\u003C/h3>\r\n\u003Cul>\r\n\u003Cli>Enhanced individual performance through improved confidence and self-efficacy\u003C/li>\r\n\u003Cli>Sustainable management of energy and engagement\u003C/li>\r\n\u003Cli>Improved mood, wellbeing, and success overall for the ADHDer, and improved engagement and productivity for the team as a whole\u003C/li>\r\n\u003Cli>Outcome studies aggregates report ~400% return on investment, 22% increase in promotions, 19% increase in engagement, and a profound improvement in efficiency inside and across teams, saving ~12,500+ hours annually\u003C/li>\r\n\u003C/ul>","\u003Cp>Leaders, Professionals, & Athletes \u003C/p>\r\n\u003Cp>Teams & Staff Cohorts\u003C/p>\r\n\u003Cp>Neurodovergent Professionals, & Athletes\u003C/p>","\u003Cp>Professional with neurdivergence \u003C/p>\r\n\u003Cp>Professional athlete with neurdivergence\u003C/p>\r\n\u003Cp>Academic with neurodivergence\u003C/p>\r\n\u003Cp>Educator with neurodivergence\u003C/p>","\u003Cp>A successful professional who has always felt like they were only just getting by, and that something never seemed to feel right without being able to articulate how or why, is diagnosed with ADHD - now they would like to know what that means, and how they may be able to manage things differently\u003C/p>\r\n\u003Cp>A board member with a later-in-life neurodivergent diagnosis wants to work with a coach to find the best way to leverage their lens to provide real value to the board decision making process, while communicating and showing up in a way that honours their nervous system\u003C/p>\r\n\u003Cp>A senior professional with a late-in-life diagnosis wants to move past \"masking\" and leverage their ADHD hyper-focus as a competitive advantage in a high-stakes consulting firm\u003C/p>\r\n\u003Cp>An athlete who suspects they are neurodivergent needs insight into how their brain differs from the \"typical\" to regain self-efficacy and feel like they are \"running on top of the world\" again\u003C/p>\r\n\u003Cp>A university researcher with ADHD needs a framework to manage focus and energy across long-term academic projects without feeling overwhelmed by administrative demands\u003C/p>\r\n\u003Cp>An emerging professional with autism earns a place in the graduate employee program and wishes to  maximise their opportunity to lean into their strengths to show a unique edge\u003C/p>\r\n\u003Cp>A neurodivergent campaign lead wants to understand their unique perspectives and problem solving approaches to help make sense of social and practical community factors, while managing the unique sensory and energy demands of public events\u003C/p>\r\n\u003Cp>A neurodivergent professional coach wants to understand how the levers of performance can be wielded at will to improve their tactical impact and game-day decision-making\u003C/p>","i-lucide-flame","/media/consulting/services/adhder-success-coaching_EAT334m.png",[],{"id":60,"name":165,"slug":166,"tagline":167,"description":168,"outcomes":169,"format":124,"format_display":125,"typical_duration":170,"audience_segment":171,"audience_roles":172,"audience_scenarios":173,"price_display":8,"icon":115,"image":174,"order":78,"is_featured":130,"findings":175,"service_document":136},"Team Performance Coaching","team-workshop","Build integration and high performance dynamics across your team","\u003Cp>\u003C!-- obsidian -->\u003C/p>\r\n\u003Cp>One of humanities greatest strengths is its ability to collaborate and support each other, to achieve incredible and audacious goals. It is no surprise then that one of the 6 levers directly relates to how we form relationships, influence, and interact with others. Every human being in your team has, and provides, value - the highest performing teams see and embrace this value, especially when manifested in differences and unique abilities, and employ diversity of skillset as a competitive advantage.\u003C/p>\r\n\u003Cp>Many hands make light work, and high performing teams show this through its members leading and coaching themselves and each other, understanding the performance accelerators and handbrakes for their team mates, and truly appreciating each others' abilities. Seeing our team mates through the lens of empathy and understanding is one of the clearest and quickest ways to sustainably create and strengthen trust - and trust is mandatory to achieve the highest peaks of performance.\u003C/p>\r\n\u003Cp>The group coaching session is driven by understanding individual behavioural profiles and working styles (optionally via assessments), and the 6 levers of human performance, and can be understood in terms of:\u003C/p>\r\n\u003Cul>\r\n\u003Cli>Understanding ourselves - how do we each individually prefer to get our work done and perform, what are our meaning drivers, how do we interface with the world and problem solve, how do we relate to others etc, using the 6 levers\u003C/li>\r\n\u003Cli>Understanding each other - how do my team mates get their work done and perform, how does that work, and what do I appreciate about that\u003C/li>\r\n\u003Cli>Understanding how that shapes our team - how do these differently shaped pieces fit together, to enable us to achieve what it is that we are trying to achieve\u003C/li>\r\n\u003C/ul>","\u003Cp>\u003C!-- obsidian -->\u003C/p>\r\n\u003Ch3 data-heading=\"Knowledge\">Knowledge\u003C/h3>\r\n\u003Cul>\r\n\u003Cli>Working, practical knowledge of the 6 levers of human performance and what that looks like for your team, and how these levers can show up in our culture, leadership, behaviour, performance, and group/team/business behaviour\u003C/li>\r\n\u003Cli>Unmatched insight into your team strengths in performance, and where performance levers require focus and attention\u003C/li>\r\n\u003Cli>A framework to guide your decisions, communicate effectively with the team, and how to deliberately and strategically manage workflows and delegations to build sustainable performance\u003C/li>\r\n\u003C/ul>\r\n\u003Ch3 data-heading=\"Resources\">Resources\u003C/h3>\r\n\u003Cul>\r\n\u003Cli>Personalised development map for the team, with check-in prompts\u003C/li>\r\n\u003Cli>Ongoing access to eyeYou resources, personalised and curated for your team, to guide specific concrete processes (challenging conversation guides, cheat sheets and formats for conducting effective one-on-ones, etc) and reinforce learnings\u003C/li>\r\n\u003C/ul>\r\n\u003Ch3 data-heading=\"Intangibles\">Intangibles\u003C/h3>\r\n\u003Cul>\r\n\u003Cli>Enhanced team productivity, profitability, and performance outcomes\u003C/li>\r\n\u003Cli>Significantly improved wellbeing at the individual and team level\u003C/li>\r\n\u003Cli>Reduced turnover, enhanced engagement, and minimise absences and illness\u003C/li>\r\n\u003Cli>Enhanced relationships between team members, and with leadership\u003C/li>\r\n\u003Cli>Facilitation of strong leadership pipeline, and self-leadership of individual contributors\u003C/li>\r\n\u003C/ul>","Half-day sessions","\u003Cp>Teams & Staff Cohorts\u003C/p>","\u003Cp>Executive & Senior Leader\u003C/p>\r\n\u003Cp>Senior & Executive Administrators\u003C/p>\r\n\u003Cp>Faculty Head | Dean | Deputy\u003C/p>\r\n\u003Cp>Head Coach | Developmental Coach | Director of Performance | High Performance Manager \u003C/p>\r\n\u003Cp>Campaign Director\u003C/p>\r\n\u003Cp>Consortium Project Leader or Executive\u003C/p>","\u003Cp>A consortium project team using group dynamics coaching to better understand how to fit their \"differently shaped pieces\" together with effective and authentic understanding and cohesion to achieve the peak of the group and project potential.\u003C/p>\r\n\u003Cp>A teaching cohort using profile assessments to strengthen understanding, trust, cohesion, and sustainable performance.\u003C/p>\r\n\u003Cp>A senior grammar school leader / team needing to improve resilience to manage a complex curriculum change with their teams of educators\u003C/p>\r\n\u003Cp>An elite coaching unit needs to understand the \"accelerators and handbrakes\" of their fellow coaches to synchronize their messaging and strengthen trust across the team.\u003C/p>\r\n\u003Cp>A volunteer board needs to manage workflows and delegations strategically by understanding each member's performance profile and individual way of \"getting work done\"\u003C/p>\r\n\u003Cp>A functional leadership group needs to build trust by seeing their peers through the lens of empathy and understanding each other's performance accelerators\u003C/p>\r\n\u003Cp>A school's wellbeing team needs to identify where collective performance levers require focus to build a more sustainable and resilient staff leadership pipeline\u003C/p>","/media/consulting/services/team-workshop_Whs0cHH.png",[],{"id":78,"name":177,"slug":178,"headline":179,"tagline":180,"description":181,"audience_segment":112,"audience_roles":182,"audience_scenarios":183,"icon":184,"image":185,"order":60,"services":186},"Training & Education","training-education","Educate","Knowledge unlocks insight. Insight unlocks performance.","\u003Cp>\u003C!-- obsidian -->\u003C/p>\r\n\u003Cp>Training and skill development are fundamental to performance and progress in the working world, just as in the worlds of elite sport, and education. Often the ratio of training and learning to delivering and performing is significantly unbalanced, and we are expecting top quality sustained performance, without actually developing our capability to do so.\u003C/p>\r\n\u003Cp>Well designed and timed education and training is what eyeYou provides, driven by the research and science of the psychology of human performance. Time is money, so the time that is afforded for training and development must be thoughtfully spent, with an eye on sustainable development and ongoing value.\u003C/p>\r\n\u003Cp>eyeYou's range of training sessions and programs have been carefully selected and designed to highlight and support the levers of performance. Topics are offered and delivered as shorter seminar style 2 hour sessions, more involved half day (~4 hour) workshops, and facilitated full day (~8 hour) sessions, to accommodate time constraints, budgets, and readiness/maturity.\u003C/p>","\u003Cp>Project Delivery Team\u003C/p>\r\n\u003Cp>HR Team\u003C/p>\r\n\u003Cp>Sales Director \u003C/p>\r\n\u003Cp>Team Leader\u003C/p>\r\n\u003Cp>Director of Performance\u003C/p>\r\n\u003Cp>High Performance Manager\u003C/p>\r\n\u003Cp>Local Sports Committee\u003C/p>\r\n\u003Cp>Head of Curriculums & Deputies \u003C/p>","\u003Cp>Shifting from \"productivity theatre\" to outcome-based long-term value\u003C/p>\r\n\u003Cp>Providing the \"oxygen\" of neuroinclusive leadership for teaching staff\u003C/p>\r\n\u003Cp>Training a sales team to thrive \"when the heat is hottest\" via elite grit\u003C/p>\r\n\u003Cp>Baking elite performance into faculty culture until it's \"just what we do\"\u003C/p>\r\n\u003Cp>Improving internal communication within a coaching staff to ensure consistent messaging to athletes\u003C/p>\r\n\u003Cp>Training a leadership team to see difference as a competitive advantage\u003C/p>\r\n\u003Cp>Leading diverse coaching units with neuroinclusive principles and equity\u003C/p>","i-lucide-brain-circuit","/media/consulting/categories/training-education_G2IUf8y.png",[187,212,224,236],{"id":188,"name":189,"slug":190,"tagline":191,"description":192,"outcomes":193,"format":124,"format_display":125,"typical_duration":194,"audience_segment":112,"audience_roles":195,"audience_scenarios":196,"price_display":8,"icon":197,"image":198,"order":51,"is_featured":130,"findings":199,"service_document":136},7,"Neuroinclusive Leadership by eyeYou","neuroinclusive-leadership","Embrace difference, reasonably adjust for humanity","\u003Cp>\u003C!-- obsidian -->\u003C/p>\r\n\u003Cp>Neuroinclusive leadership practices let us support all team members equally regardless of neurodivergence, to unleash the productivity and positive culture that diversity offers us, and support the psychosocial safety of our workplaces and processes.\u003C/p>\r\n\u003Cp>Supporting neurodivergent employees with targeted and individualised adjustments can be inaccurate and insufficient. Many neurodivergent workers will be unclear on what specific supports will work for them - others may need less while presenting identically to another who may need much more support. Needs for the individual also shift over time. One size truly fits none.\u003C/p>\r\n\u003Cp>Neuroinclusive leadership means equitable leadership for all, including neurotypical team members. Just as oxygen is as critical for the canaries in the coal mine as it is for the coal miners, leading your team with neuroinclusive principles in mind will provide the belonging and understanding required by all human beings to thrive and perform, regardless of neurodivergent status.\u003C/p>\r\n\u003Cp>Beyond simply understanding what neurodivergence looks like, and how leveraging it can significantly and positively improve performance outcomes, this workshop takes the concepts of 'culture', 'inclusion & acceptance', and 'neurodivergence', makes them real, and shows us how to see difference as the competitive advantage that it truly is on the pathway towards elite performance, world class culture, and a mentally healthy workplace that meets all of our psychosocial and legislative obligations.\u003C!-- obsidian -->\u003C/p>","\u003Ch3>Knowledge\u003C/h3>\r\n\u003Cul>\r\n\u003Cli>Working, practical knowledge of neurodiversity, and how neurodiversity shows up\u003C/li>\r\n\u003Cli>A framework to understand and guide your decisions and communication when caring for, leading, and thriving with your neurodiverse team\u003C/li>\r\n\u003C/ul>\r\n\u003Ch3>Resources\u003C/h3>\r\n\u003Cul>\r\n\u003Cli>Personalised leadership map - 'what does neuroinclusive leadership look like in practice for us?'\u003C/li>\r\n\u003Cli>Ongoing access to eyeYou resources, personalised and curated for your team, to guide specific concrete processes (challenging conversation guides, cheat sheets and formats for conducting effective one-on-ones, etc)\u003C/li>\r\n\u003C/ul>\r\n\u003Ch3>Intangibles\u003C/h3>\r\n\u003Cul>\r\n\u003Cli>Leadership and culture and a climate in the workplace that does not need to be adjusted for anybody. It is already reasonable for the range of human neurodiversity\u003C/li>\r\n\u003Cli>Confidence in the psychosocial health of your team \u003C/li>\r\n\u003C/ul>","2 hours | Half day | Full day","\u003Cp>HR Team / SLT / ELT\u003C/p>\r\n\u003Cp>Talent | People | Wellbeing managers\u003C/p>\r\n\u003Cp>Year-Level Coordinators\u003C/p>\r\n\u003Cp>Teaching Staff\u003C/p>\r\n\u003Cp>Head of Curriculums & Deputies\u003C/p>\r\n\u003Cp>Student Support Lead\u003C/p>\r\n\u003Cp>Sports Administrator \u003C/p>","\u003Cp>An ELT in supporting their people and talent strategy needs training for their leadership team to see difference as a competitive advantage\u003C/p>\r\n\u003Cp>A Principal and Deputy providing their leadership team with training to provide the \"oxygen\" of neuroinclusive leadership for teaching staff, equipping managers and teaching staff with the tools to lead neuroinclusive teams effectively\u003C/p>\r\n\u003Cp>Senior coaching staff sharpening their skills for leading diverse coaching units with neuroinclusive principles and equity\u003C/p>\r\n\u003Cp>Providing executives and team leaders with the tools to lead neurodivergent and neurotypical team members equitably, effectively, and sustainably\u003C/p>\r\n\u003Cp>An SLT member needs to adjust communication protocols for a high-performing but sensory-sensitive engineering team to prevent burnout\u003C/p>\r\n\u003Cp>A Faculty Dean is managing rising psychosocial stress claims and needs to implement neuroinclusive adjustments for teaching staff\u003C/p>\r\n\u003Cp>A NFP Board is diversifying its membership and needs a framework to facilitate meetings that accommodate both ADHD hyper-focus and neurotypical processing\u003C/p>\r\n\u003Cp>A Sporting Director is building a \"neuro-friendly\" academy pathway to ensure cognitive diversity isn't filtered out by traditional scouting methods\u003C/p>\r\n\u003Cp> \u003C/p>","i-lucide-leaf","/media/consulting/services/neuroinclusive-leadership_qrHFeO0.png",[200,203,206,209],{"id":51,"summary":201,"description":202,"icon":135,"image":136,"order":51},"\u003Cp>Productivity & Innovation - 30% higher (Deloitte 2026)\u003C/p>","\u003Cp>Teams with neurodivergent professionals are \u003Cstrong>30%\u003C/strong> more productive and significantly more innovative than neurotypical-only teams. (Deloitte 2026)\u003C/p>",{"id":87,"summary":204,"description":205,"icon":135,"image":136,"order":60},"\u003Cp>Neurodiverse teams \u003Cstrong>30%\u003C/strong> more efficient, & specific neurodivergent professionals show \u003Cstrong>45–145%\u003C/strong> higher productivity in certain roles - when supported by inclusive design. (Austin & Pisano, 2017)\u003C/p>","\u003Cp>Neurodiverse teams are more productive, with research indicating they can be 30% more efficient than neurotypical teams. Specific neurodivergent professionals often show a 45–145% higher productivity rate in certain roles. \u003C/p>\r\n\u003Cp>\u003Ca href=\"https://hbr.org/2017/05/neurodiversity-as-a-competitive-advantage\">https://hbr.org/2017/05/neurodiversity-as-a-competitive-advantage\u003C/a>\u003C/p>\r\n\u003Cp> \u003C/p>",{"id":60,"summary":207,"description":208,"icon":135,"image":136,"order":69},"\u003Cp>Innovation breakthroughs and risk mitigation - \u003Cstrong>increased\u003C/strong>\u003C/p>","\u003Cp>Neuroinclusion is recognised as a strategic capability that drives breakthrough innovation and risk mitigation. Peer reviewed research finds that neuroinclusion is driven by leadership and psychological safety, and universal design of the job. It is a strategic and competitive advantage. \u003C/p>\r\n\u003Cp>\u003Ca href=\"https://doi.org/10.1108/JOEPP-10-2025-0938\" target=\"_blank\" rel=\"noopener\">https://doi.org/10.1108/JOEPP-10-2025-0938\u003C/a>\u003C/p>",{"id":96,"summary":210,"description":211,"icon":8,"image":136,"order":78},"\u003Cp>ND professionals found to be more highly skilled on average in emerging and frontier skills - AI and tech 30% | tech literacy 39% | resilience and agility 43% | creative thinking 31% | curiosity and lifelong learning 45% (EY, 2025)\u003C/p>","\u003Cul data-start=\"1540\" data-end=\"3638\">\r\n\u003Cli data-start=\"1540\" data-end=\"1810\">\r\n\u003Cp data-start=\"1542\" data-end=\"1810\">\u003Cstrong data-start=\"1542\" data-end=\"1593\">Neurodivergent professionals are highly skilled\u003C/strong>: They report high levels of proficiency in 10 of the fastest-growing skills, including AI and big data (30%), cybersecurity (36%), technological literacy (39%), creative thinking (31%), resilience, flexibility & agility (43%), curiosity & lifelong learning (45%), and leadership & social influence (49%).\u003C/p>\r\n\u003C/li>\r\n\u003Cli data-start=\"1540\" data-end=\"1810\">\u003Cstrong>Neurodiverse teams often complement each other: \u003C/strong>The survey showed complementary skills in neurodivergent and neurotypical respondents, reinforcing the findings in earlier research that cognitively diverse teams are better problem solvers.\u003C/li>\r\n\u003Cli data-start=\"1812\" data-end=\"2055\">\r\n\u003Cp data-start=\"1814\" data-end=\"2055\">\u003Cstrong data-start=\"1814\" data-end=\"1846\">Inclusion drives performance\u003C/strong>: When neurodivergent professionals feel truly included, they report an average 10% boost in their skill proficiency, with the biggest increases being a 17% increase in resilience and agility, and a 15% increase in leadership and social influence.\u003C/p>\r\n\u003C/li>\r\n\u003Cli data-start=\"2057\" data-end=\"2321\">\r\n\u003Cp data-start=\"2059\" data-end=\"2321\">\u003Cstrong data-start=\"2059\" data-end=\"2131\">Only 25% of neurodivergent professionals feel truly included at work\u003C/strong>: Despite strong engagement, only one in four feel they belong. Line manager behaviours (42% of the inclusion outcome) and psychological safety (29% of the influence) are the biggest factors influencing inclusion.\u003C/p>\r\n\u003C/li>\r\n\u003C/ul>\r\n\u003Cp>EY - Global Neuroinclusion at Work Study 2025\u003C/p>",{"id":213,"name":214,"slug":215,"tagline":216,"description":217,"outcomes":218,"format":124,"format_display":125,"typical_duration":194,"audience_segment":112,"audience_roles":219,"audience_scenarios":220,"price_display":8,"icon":221,"image":222,"order":60,"is_featured":130,"findings":223,"service_document":136},8,"Building Elite Performance Culture","building-elite-performance-culture","Know, breathe, live elite performance","\u003Cp>\u003C!-- obsidian -->\u003C/p>\r\n\u003Cp>Our performance as a team and organisation are accelerated, or have the handbrakes pulled, through the 6 levers of human performance. Building and driving a team culture that emphasises Humanity, Psychological Safety, Meaning, Problem Solving & Adaptation, Relationships and Interactions, and Environment & Systems, bakes elite performance directly into your actions every single day.\u003C/p>\r\n\u003Cp>We will only perform to the best of our potential and abilities as human beings, and collaborate to achieve even greater things, by recognising our own humanity and what\u003C/p>\r\n\u003Cp>Beyond simply understanding 'culture' and how to take control of it over time, this workshop takes the fundamentals of culture assessment and change, and provides a clear framework and pathway to deliberate and meaningful change in the way that we behave and perform every day, individually and collectively. When we are all headed to the same lantern at the top of the hill, in the same performance-oriented manner, elite performance and thriving are effortless - \"that's just what we do\".\u003C/p>","\u003Ch3>Knowledge\u003C/h3>\r\n\u003Cp>\u003C!-- obsidian -->\u003C/p>\r\n\u003Cul>\r\n\u003Cli>Working, practical knowledge of culture, the 6 levers of human performance, and how these levers can show up in our culture\u003C/li>\r\n\u003Cli>A framework to understand and guide your decisions and communication when deliberately and mindfully leading your team to build a performance of elite and sustainable performance, and thriving with your team in any environment\u003C/li>\r\n\u003C/ul>\r\n\u003Ch3>Resources\u003C/h3>\r\n\u003Cp>\u003C!-- obsidian -->\u003C/p>\r\n\u003Cul>\r\n\u003Cli>Personalised leadership & culture map - 'what does elite performance look like in practice for us, and in which ways does this show up practically in our culture?'\u003C/li>\r\n\u003Cli>Ongoing access to eyeYou resources, personalised and curated for your team, to guide specific concrete processes (challenging conversation guides, cheat sheets and formats for conducting effective one-on-ones, integrating our performance culture plans into our business strategy, people strategy etc)\u003C/li>\r\n\u003C/ul>\r\n\u003Ch3>Intangibles\u003C/h3>\r\n\u003Cp>\u003C!-- obsidian -->\u003C/p>\r\n\u003Cul>\r\n\u003Cli>Leadership and culture and a climate in the workplace that understands and accepts the human condition, and how we can be supported to perform best\u003C/li>\r\n\u003Cli>Confidence in handling the levers required to expertly guide the wellbeing and performance of your team, knowing you are leaving nothing on the table\u003C/li>\r\n\u003C/ul>","\u003Cp>Project Delivery Team\u003C/p>\r\n\u003Cp>Talent | People | Wellbeing managers\u003C/p>\r\n\u003Cp>HR Team\u003C/p>\r\n\u003Cp>Sales Director\u003C/p>\r\n\u003Cp>Team Leader\u003C/p>\r\n\u003Cp>Athlete Coaching Team\u003C/p>\r\n\u003Cp>Sports Admin \u003C/p>\r\n\u003Cp>Director of Performance\u003C/p>\r\n\u003Cp>High Performance Manager\u003C/p>\r\n\u003Cp> \u003C/p>","\u003Cp>You are shifting a legacy sales floor from \"productivity theatre\" (hours logged) to a culture focused on long-term outcome value and an emphasis on high performance collaboration, and the efficiencies gained with trust.  \u003C/p>\r\n\u003Cp>A CEO needs to align the behaviour of a newly assembled leadership team to prevent cultural fragmentation, and instead grow the culture needed for high performance by shaping it right from the start\u003C/p>\r\n\u003Cp>A school is strengthening their High-Performance Environment oriented culture and needs to bake elite standards into daily staff behaviour, but with nuance and recognition of authentic wellbeing being the key to high performance\u003C/p>\r\n\u003Cp>An Academy Director needs to build a cohesive \"High-Performance Culture\" that remains consistent across junior, developmental, and senior squads, and recognises the role that modern research shows that positivity, wellbeing, and the support of community plays in high performance\u003C/p>\r\n\u003Cp>A Social Enterprise Founder needs to align diverse stakeholders (investors, staff, beneficiaries) behind a unified, elite-standard behavioral framework\u003C/p>","i-lucide-dna","/media/consulting/services/building-elite-performance-culture_gXmI4sG.png",[],{"id":225,"name":226,"slug":227,"tagline":228,"description":229,"outcomes":230,"format":124,"format_display":125,"typical_duration":194,"audience_segment":112,"audience_roles":231,"audience_scenarios":232,"price_display":8,"icon":233,"image":234,"order":69,"is_featured":130,"findings":235,"service_document":136},9,"Building Elite Grit & Resilience","building-elite-grit-resilience","Adapting, and performing, is what humans do best","\u003Cp>\u003C!-- obsidian -->\u003C/p>\r\n\u003Cp>Our performance as a team and organisation are accelerated, or have the handbrakes pulled, through the 6 levers of human performance. Our resilience to maintain performance and wellbeing is challenged when a lever acts as a handbrake. Our grit, resilience, and drive to push through draw from our strong levers. Our accelerators.\u003C/p>\r\n\u003Cp>When our goals are audacious and complex, having the resilience and grit to bounce back and to keep moving forward becomes a critical prerequisite. Thankfully we know that human beings have been leading the league in resilience, problem solving, and adaptation for more than 300,000 years.\u003C/p>\r\n\u003Cp>Beyond simple 'self-care' in an effort to improve resiliency to challenges to a surface level, Building Elite Grit & Resilience directs the spotlight to our unique strengths and the evidence-based knowledge on what really accelerates our performance as innovative and gritty human beings, providing every individual and team with a bespoke roadmap and compass to perform and flourish.\u003C/p>","\u003Cp>\u003C!-- obsidian -->\u003C/p>\r\n\u003Ch3 data-heading=\"Knowledge\">Knowledge\u003C/h3>\r\n\u003Cul>\r\n\u003Cli>Working, practical knowledge of what resilience really means, understanding of the 6 levers of human performance, and how these levers can show up in our work and lives to accelerate, or pull the handbrake,. on our resilience and ability to perform\u003C/li>\r\n\u003Cli>A framework to understand and guide your decisions and communication when deliberately and mindfully leading your team to build a performance of elite and sustainable performance, and thriving with your team in any environment\u003C/li>\r\n\u003C/ul>\r\n\u003Ch3 data-heading=\"Resources\">Resources\u003C/h3>\r\n\u003Cul>\r\n\u003Cli>Personalised leadership and strategy map - 'what does resilience and grit in the face of challenges look like in practice for us, how do the levers of performance accelerate or handbrake us, individually and as a team?'\u003C/li>\r\n\u003Cli>Ongoing access to eyeYou resources, personalised and curated for your team, to guide specific concrete processes (challenging conversation guides, cheat sheets and formats for conducting effective one-on-ones, integrating our strategic efforts to improve resilience into our concrete business strategy, people strategy etc\u003C/li>\r\n\u003C/ul>\r\n\u003Ch3 data-heading=\"Intangibles\">Intangibles\u003C/h3>\r\n\u003Cul>\r\n\u003Cli>A grittier and more adaptable team with the skills to thrive when the heat is hottest, and trust and performance flourish\u003C/li>\r\n\u003Cli>Leadership and culture and a climate in the workplace that understands and accepts the human condition, and how we can be supported to perform best\u003C/li>\r\n\u003Cli>Confidence in handling the levers required to expertly guide the wellbeing and performance of your team, knowing you are leaving nothing on the table\u003C/li>\r\n\u003C/ul>","\u003Cp>Project Delivery Team\u003C/p>\r\n\u003Cp>Talent | People | Wellbeing managers\u003C/p>\r\n\u003Cp>HR Team\u003C/p>\r\n\u003Cp>Sales Director\u003C/p>\r\n\u003Cp>Team Leader\u003C/p>\r\n\u003Cp>Athlete Coaching Team\u003C/p>\r\n\u003Cp>Sports Admin \u003C/p>\r\n\u003Cp>Director of Performance\u003C/p>\r\n\u003Cp>High Performance Manager\u003C/p>","\u003Cp>You are leading a team through a period of extreme market volatility and need to move staff from \"threat appraisal\" to \"challenge appraisal\" mindset\u003C/p>\r\n\u003Cp>An R&D team is facing a long-cycle project failure and needs grit development to maintain momentum during \"the dip\" before a breakthrough\u003C/p>\r\n\u003Cp>Teachers are facing high emotional labor and need evidence-based resilience training to maintain wellbeing and sustainably robust and focused performance\u003C/p>\r\n\u003Cp>A medical and performance unit needs to sharpen and reinforce their understand the principles of building grit in elite athletes, for example and especially those navigating the psychological hurdles of a 12-month return-from-injury program, or at the very beginning or closing stages of their playing career\u003C/p>\r\n\u003Cp>An athlete coaching team needs to build \"Clutch\" mental strength for a squad heading into a high-stakes finals series with a history of underperforming under pressure\u003C/p>\r\n\u003Cp>Junior and senior school deputies need to support their cohorts through the intense grading and reporting \"peak cycles\" to minimise mid-term staff absenteeism\u003C/p>\r\n\u003Cp>A busy development team utilising seminar-style sessions to develop the capability and resilience for audacious goals\u003C/p>","i-lucide-anvil","/media/consulting/services/building-elite-grit-resilience_4dWBMbJ.png",[],{"id":237,"name":238,"slug":239,"tagline":240,"description":241,"outcomes":242,"format":124,"format_display":125,"typical_duration":194,"audience_segment":112,"audience_roles":231,"audience_scenarios":243,"price_display":8,"icon":244,"image":245,"order":78,"is_featured":130,"findings":246,"service_document":136},10,"Building Elite Influence & Persuasion","building-elite-influence-persuation","Get the cheat codes to performance","\u003Cp>\u003C!-- obsidian -->\u003C/p>\r\n\u003Cp>We know that our performance can be profoundly impacted by our abilities with relationship development, influencing and persuading others, whether as an accelerator or as a handbrake. Our influence and communication abilities hinge on understanding exactly how human beings operate, what makes them tick, and how they think. Unfortunately, 'being' a human does not guarantee that depth of insight.\u003C/p>\r\n\u003Cp>Human beings from word go have been top performers, and have accelerated that performance through relationships, influencing and empathising with others, and collaborating to achieve something bigger. This understanding relies on genuine and authentic interest in others, and deliberately considering and integrating the internal workings of others - our friends, colleagues and connections, our family, our loved ones.\u003C/p>\r\n\u003Cp>Beyond simple 'persuasion' techniques in a vacuum, this workshop breaks down how human beings really connect with each other, and how to leverage this authentically and meaningfully to thrive and perform together.\u003C/p>","\u003Cp>\u003C!-- obsidian -->\u003C/p>\r\n\u003Ch3 data-heading=\"Knowledge\">Knowledge\u003C/h3>\r\n\u003Cul>\r\n\u003Cli>Working, practical knowledge of how relationships and influence are so critical to our performance, and the ways that poor relationships and influence impact all other performance levers\u003C/li>\r\n\u003Cli>A framework to understand and guide your decisions and communication, the way that you communicate with, engage with, and prioritise others, to bolster relationships, influence, and persuasive skills.\u003C/li>\r\n\u003C/ul>\r\n\u003Ch3 data-heading=\"Resources\">Resources\u003C/h3>\r\n\u003Cul>\r\n\u003Cli>Custom development and strategy map - 'what culture and brand are we currently showcasing, and what do relationships and influence look like in practice for us?'\u003C/li>\r\n\u003Cli>Ongoing access to eyeYou resources, personalised and curated for your team, to guide specific concrete processes (challenging conversation guides, cheat sheets and formats for conducting effective one-on-ones, social influence cheat sheets)\u003C/li>\r\n\u003C/ul>\r\n\u003Ch3 data-heading=\"Intangibles\">Intangibles\u003C/h3>\r\n\u003Cul>\r\n\u003Cli>A team with the insight and skills to communicate and influence for the right outcomes effectively even under the most intense pressure\u003C/li>\r\n\u003Cli>The performance outcome of a team who recognises and values human beings, and understands how to skillfully and respectfully influence and persuade for the best outcomes\u003C/li>\r\n\u003Cli>Significant uplift in positive client/customer outcomes, from leads to revenue to customer loyalty to team member and staff loyalty, to market loyalty and a legendary position in the job market\u003C/li>\r\n\u003C/ul>","\u003Cp>A Head Coach needs to build coaching and influencing capability in their coaching team to solidify a team-first over any star player dynamic, in a way that the team appreciates and truly lives\u003C/p>\r\n\u003Cp>A GM of Football needs to influence corporate sponsors to pivot their investment from \"short-term wins\" to \"long-term player development pathways.\"\u003C/p>\r\n\u003Cp>A Social Enterprise leadership team needs to persuade local government officials to grant long-term funding for a community center with intangible benefits\u003C/p>\r\n\u003Cp>A School Senior Leadership team needs to sharpen and strengthen their communication skills for influence and ethically persuasive communication with diverse audiences, to align parents and the school community\u003C/p>","i-lucide-messages-square","/media/consulting/services/building-elite-influence-persuasion2.PNG",[],{"id":60,"name":248,"slug":249,"headline":250,"tagline":251,"description":252,"audience_segment":253,"audience_roles":254,"audience_scenarios":255,"icon":256,"image":257,"order":69,"services":258},"Organisational Reviews","organisational-reviews","Diagnose","Map performance from the top down.","\u003Cp>\u003C!-- obsidian -->\u003C/p>\r\n\u003Cp>Often it can be critical to understand drivers of performance and culture from a birds-eye view at the top level, down. Individual and team performance, and behaviour, are really made sense of in the context of the whole system. Whether it is a lens of performance levers, or it is a lens of psychosocial hazards, risks, and consultation that you need, eyeYou Organisational Reviews provide the lens, process, and rigor.\u003C/p>\r\n\u003Cp>Processes and methods for assessment and collecting data can vary widely for organisational reviews, combining one on one structured interviews with team members, focus groups processes, qualitative surveying, bespoke and custom quantitative surveys, and utilised quite commonly in combination with each other.\u003C/p>\r\n\u003Cp>Every group is unique, and is home to unique teams and team member. Your review lens and objectives and data-gathering approaches should be designed around your team or business, not the other way around. True understanding and strategy will only emerge from authentic insight.\u003C/p>","\u003Cp>Executive Leaders & Governance Boards\u003C/p>\r\n\u003Cp>People | Talent Managers, & Wellbeing Managers\u003C/p>","\u003Cp>SLT / ELT\u003C/p>\r\n\u003Cp>WHS Lead\u003C/p>\r\n\u003Cp>Chief People Officer\u003C/p>\r\n\u003Cp>Risk & Compliance Manager\u003C/p>\r\n\u003Cp>Head of Wellbeing\u003C/p>\r\n\u003Cp>University Council\u003C/p>\r\n\u003Cp>Deputy Principal\u003C/p>\r\n\u003Cp>Director of Performance\u003C/p>\r\n\u003Cp>Club Welfare Lead\u003C/p>\r\n\u003Cp>Community Program Manager\u003C/p>\r\n\u003Cp>NFP Founder\u003C/p>","\u003Cp>Conducting culture reviews to gain a competitive edge via strategic analysis\u003C/p>\r\n\u003Cp>Meeting Australia’s \"positive duty\" legal obligations for staff psychosocial safety\u003C/p>\r\n\u003Cp>Defining the \"behaviours required to fit in\" for a high-performing squad\u003C/p>\r\n\u003Cp>Designing a data-gathering approach bespoke to a unique sporting culture\u003C/p>\r\n\u003Cp>Mapping cultural artifacts to understand how team behaviour evolves over time\u003C/p>\r\n\u003Cp>Using focus groups to understand the system-wide context of performance\u003C/p>","i-lucide-building-2","/media/consulting/categories/organisational-reviews_jxPbSKU.png",[259,273],{"id":69,"name":260,"slug":261,"tagline":262,"description":263,"outcomes":264,"format":265,"format_display":266,"typical_duration":267,"audience_segment":268,"audience_roles":269,"audience_scenarios":270,"price_display":8,"icon":256,"image":271,"order":51,"is_featured":130,"findings":272,"service_document":136},"Culture Reviews & Assessment","culture-assessment","Really understand your organisation and performance - inside out and top to bottom","\u003Cp>\u003C!-- obsidian -->\u003C/p>\r\n\u003Cp>Culture is both very simple, and very complex. It is the effectively defined as 'the way that we must behave in order to fit in here', and then there is no limit to how complex that behaviour can potentially be, how it shows up in different circumstances and contexts, and how it can change without us realising over time.\u003C/p>\r\n\u003Cp>Culture review processes are an increasingly popular intervention for businesses, departments, teams, and groups. More than a reactive measure following a behavioural crisis or near miss, they are increasingly seen as a strategic intervention to gain a competitive edge over the market and competition through accurate and meaningful analysis of group goals and strategic plans integrated with robust cultural insights.\u003C/p>\r\n\u003Cp>When designed and conducted with the skill and care of experience and deep expertise, culture reviews provide clarity on what a 'nice' and pleasant culture could look like, what our current culture actually looks like, and what our culture 'needs' to look and feel like to achieve our goals. Most importantly though, it also gives clarity on 'how' to get there.\u003C/p>","\u003Cp>\u003C!-- obsidian -->\u003C/p>\r\n\u003Ch3 data-heading=\"Knowledge\">Knowledge\u003C/h3>\r\n\u003Cul>\r\n\u003Cli>Understanding of what culture is (and isn't), the extent of its influence on everything that we do, and how to spot and articulate a cultural artifact\u003C/li>\r\n\u003Cli>In-depth view of what the culture of your group looks like, how that shows up day to day, and how this looks and evolves moving forward\u003C/li>\r\n\u003Cli>The options available and pathway forward to take control of your levers of culture and performance\u003C/li>\r\n\u003C/ul>\r\n\u003Ch3 data-heading=\"Resources\">Resources\u003C/h3>\r\n\u003Cul>\r\n\u003Cli>Fully detailed in-depth report and mapping of the cultural insights of your group (depth and clarity of data and insights hinge on data approach and access)\u003C/li>\r\n\u003Cli>Personalised culture change / maintenance roadmap, developed in integration with your business growth strategy, people strategy, and team objectives\u003C/li>\r\n\u003Cli>Ongoing access to eyeYou resources, personalised and curated for your team and project to support culture initiatives\u003C/li>\r\n\u003C/ul>\r\n\u003Ch3 data-heading=\"Intangibles\">Intangibles\u003C/h3>\r\n\u003Cul>\r\n\u003Cli>Confidence in your insight and understanding of all corners and dimensions of the group and organisation, with all dark corners illuminated.\u003C/li>\r\n\u003Cli>When culture reviews are conducted bespoke with integration of business and people strategies, recent studies are finding over 10x the return on investment for culture reviews through productivity, profitability, overall revenue, talent attraction and retention, lower business risk, and higher levels of psychological safety\u003C/li>\r\n\u003C/ul>","hybrid","Hybrid","4-8 weeks","\u003Cp>Executive Leadership & Boards\u003C/p>\r\n\u003Cp>People, Culture & Talent Leaders\u003C/p>\r\n\u003Cp>HR Directors\u003C/p>\r\n\u003Cp>Business Owners - Small Businesses\u003C/p>","\u003Cp>SLT / ELT\u003C/p>\r\n\u003Cp>University Council\u003C/p>\r\n\u003Cp>Deputy Principal\u003C/p>\r\n\u003Cp>Director of Performance\u003C/p>\r\n\u003Cp>Club Welfare Lead\u003C/p>\r\n\u003Cp>Community Program Manager\u003C/p>\r\n\u003Cp>NFP Founder\u003C/p>\r\n\u003Cp>Chief People Officer\u003C/p>\r\n\u003Cp>Head of Wellbeing\u003C/p>","\u003Cp>An executive leadership group wish to gain a competitive edge by integrating their business and people growth strategy with robust cultural insights to understand exactly how 'the automatic way we do things' will influence performance\u003C/p>\r\n\u003Cp>A university department wants to identify and articulate \"cultural artifacts\" to understand how day-to-day interactions are impacting staff retention and student satisfaction\u003C/p>\r\n\u003Cp>Following a near-miss or behavioural crisis, you need a deep-dive review to illuminate \"dark corners\" and identify where behaviours have changed without the leadership team realising it\u003C/p>\r\n\u003Cp>Identifying \"hidden\" cultural hotspots or psychosocial risks before they lead to worst case scenarios of team burnout, collapse of cohesion and performance, or litigation\u003C/p>\r\n\u003Cp>A nonprofit board wants to understand the extent of cultural influence on their volunteer engagement, seeking a clear pathway forward to take control of their performance levers\u003C/p>\r\n\u003Cp>An elite sporting organisation is assessing their club’s cultural health and landscape following a period of underperformance, and public scrutiny\u003C/p>","/media/consulting/services/culture-assessment_RaVEnwq.png",[],{"id":274,"name":275,"slug":276,"tagline":277,"description":278,"outcomes":279,"format":124,"format_display":125,"typical_duration":267,"audience_segment":280,"audience_roles":254,"audience_scenarios":281,"price_display":8,"icon":282,"image":283,"order":60,"is_featured":130,"findings":284,"service_document":136},11,"Psychosocial Consultations & Assessment","psychosocial-consultations-assessment","The competitive advantage of workplace mental health","\u003Cp>\u003C!-- obsidian -->\u003C/p>\r\n\u003Cp>In recent times we have grown our understanding of psychological strain and stress at work, with an ever-growing body of knowledge and research on the impact that our workplaces, work rules, work design, environment, collaboration, communication, and leadership behaviour, can and do have on our physical and mental health.\u003C/p>\r\n\u003Cp>Accompanying this in Australia (and increasingly in other jurisdictions around the world) are somewhat new employment law obligations that expand our responsibilities, giving us just as much responsibility (positive duty) over our team's psychosocial safety just as much as their physical safety. While some differences between state jurisdictions in the exact details and mechanisms, every business owner and responsible officer of any undertaking in Australia is now obligated to integrate and conduct risk assessments, including a structured employee and team member consultation, and in some cases more detailed evidence and documentation.\u003C/p>\r\n\u003Cp>eyeYou's Psychosocial Consultations provide you with an easy to read and use roadmap of your psychosocial hazards, risks, and pockets of strength and resilience. More than a simple list of negative findings to 'address', a consultation report will guide the development and focus - and be included as a component of - a rigorous Risk Assessment process\u003C/p>","\u003Cp>\u003C!-- obsidian -->\u003C/p>\r\n\u003Ch3 data-heading=\"Knowledge\">Knowledge\u003C/h3>\r\n\u003Cul>\r\n\u003Cli>Practical understanding of the psychosocial hazards, and risks, and how they can show up in our work, spaces, and processes\u003C/li>\r\n\u003Cli>Insight into our legal obligations for psychosocial risk and mentally healthy workplaces in Australia, and individual jurisdictions\u003C/li>\r\n\u003Cli>Unmatched insight into pockets of psychological distress and strain for our teams, what is driving it, and how best to meet these challenges to our mentally healthy workplace according to the hierarchy of controls\u003C/li>\r\n\u003C/ul>\r\n\u003Ch3 data-heading=\"Resources\">Resources\u003C/h3>\r\n\u003Cul>\r\n\u003Cli>Fully detailed in-depth report and mapping of key hotspots of psychosocial hazard and risk for your team/organisation, with bespoke roadmap to guide control implementation, while identifying areas of greater focus for ongoing Psychosocial Risk Assessment\r\n\u003Cul>\r\n\u003Cli>\u003Cstrong>Importantly\u003C/strong> - an eyeYou Psychosocial Consultation informs and forms a necessary component of a more fullsome and in-depth Psychosocial Risk Assessment, \u003Cspan style=\"text-decoration: underline;\">it will not by itself meet the full legislative requirements of a valid and reportable full Psychosocial Risk Assessment\u003C/span>\u003C/li>\r\n\u003C/ul>\r\n\u003C/li>\r\n\u003Cli>Ongoing access to eyeYou resources, personalised and curated for your team and project to support culture initiatives\u003C/li>\r\n\u003C/ul>","\u003Cp>Executive Leadership & Boards\u003C/p>\r\n\u003Cp>People, Culture & WHS Leaders\u003C/p>\r\n\u003Cp>HR Directors\u003C/p>\r\n\u003Cp>Business Owners - Small Businesses\u003C/p>","\u003Cp>A university safety team needs insight into how leadership behaviour and work rules are driving psychological strain across faculty departments\u003C/p>\r\n\u003Cp>Identifying \"hidden\" cultural hotspots or psychosocial risks before they lead to worst case scenarios of team burnout, collapse of cohesion and performance, or litigation\u003C/p>\r\n\u003Cp>A high-performance director needs to understand how the \"hierarchy of controls\" can be applied to manage the unique psychosocial risks of elite-level competition environments\u003C/p>\r\n\u003Cp>A business owner needs to conduct a structured employee consultation as a part of meeting their Australian legal \"positive duty\" obligations for psychosocial safety, through identifying and mapping psychosocial hazards and their risks\u003C/p>","i-lucide-house-heart","/media/consulting/services/psychosocial-consultations-assessment_meFLBBf.png",[],{"id":69,"name":286,"slug":287,"headline":288,"tagline":289,"description":290,"audience_segment":291,"audience_roles":292,"audience_scenarios":293,"icon":294,"image":295,"order":78,"services":296},"Assessment Consulting","assessment-consulting","Measure","Use the right tools to measure, track, and predict performance.","\u003Cp>\u003C!-- obsidian -->\u003C/p>\r\n\u003Cp>Best practice for applying the psychology of human performance includes using the right tools and processes to measure and quantify the things that predict and indicate performance. Measuring your key elements, individual, team, and whole of group based means relying on standardised and objective data, and understanding that regardless of how objective we believe ourselves to be, we are actually hopelessly biased and subjective. It is one of the few things that human beings are fairly poor at.\u003C/p>\r\n\u003Cp>Whether it is measuring whole of group experiences of engagement or psychosocial safety or change readiness, or profiling behavioural styles within a functional group or team, or implementing psychometric testing for recruitment & selection, and development processes, human decision making and strategy (our superpower) is only effective if we are feeding ourselves accurate and standardised data.\u003C/p>\r\n\u003Cp>eyeYou capability is informed by over a decade of designing and building, implementing, and opening pathways for clients and participants with testing and assessments\u003C/p>\r\n\u003Cul>\r\n\u003Cli>eyeYou is perfectly positioned to provide expert, pragmatic support in talent assessment and data strategy and planning,\u003C/li>\r\n\u003Cli>in assessment design and embedding, and\u003C/li>\r\n\u003Cli>in interpretation and support in decision making for your existing assessments\u003C/li>\r\n\u003C/ul>","\u003Cp>Executive Leaders & Governance Boards\u003C/p>\r\n\u003Cp>People, Talent & Wellbeing Managers\u003C/p>","\u003Cp>CEO\u003C/p>\r\n\u003Cp>HR Director\u003C/p>\r\n\u003Cp>Talent Acquisition Lead\u003C/p>\r\n\u003Cp>Selection Panel\u003C/p>\r\n\u003Cp>Principal \u003C/p>\r\n\u003Cp>Dean / Faculty Dean / Deputy\u003C/p>\r\n\u003Cp>GM of Football\u003C/p>\r\n\u003Cp>Sporting Director \u003C/p>\r\n\u003Cp>Academy Director\u003C/p>\r\n\u003Cp>Executive Committee\u003C/p>\r\n\u003Cp>Volunteer Coordinator\u003C/p>\r\n\u003Cp>NFP Director\u003C/p>","\u003Cp>Redesigning graduate intake to ensure it effectively selects for emerging and future talent needs\u003C/p>\r\n\u003Cp>Interpreting psychometric reports for prospective professional athletes\u003C/p>\r\n\u003Cp>Building custom behavioural interview guides for leadership frameworks\u003C/p>\r\n\u003Cp>Making a high-stakes hire for a peer-level role and needing objective data to bypass bias\u003C/p>\r\n\u003Cp>Implementing psychometrics to ensure \"fit\" in staff & educator recruitment\u003C/p>\r\n\u003Cp>Selecting a new Head Coach or Principal to lead a high-pressure cultural rebuild\u003C/p>\r\n\u003Cp>Designing custom exit/onboarding surveys for elite athletic pathways\u003C/p>\r\n\u003Cp>Creating bespoke interview guides for volunteer leadership roles\u003C/p>\r\n\u003Cp>Implementing expert selection strategies for critical NFP director roles\u003C/p>","i-lucide-clipboard-check","/media/consulting/categories/assessment-consulting_URkCksQ.png",[297,309,321],{"id":78,"name":298,"slug":299,"tagline":300,"description":301,"outcomes":302,"format":124,"format_display":125,"typical_duration":303,"audience_segment":304,"audience_roles":305,"audience_scenarios":306,"price_display":8,"icon":294,"image":307,"order":51,"is_featured":130,"findings":308,"service_document":136},"Assessment Design & Strategy","assessment-design","Take control of what defines performance for you","\u003Cp>It is critical for your performance as a leader and as a team to use data, assessments, and objective measurement for those processes that can be derailed by our subjective brains. Objective data grounds our thinking and provides a solid framework for us to rely on.\u003C/p>\r\n\u003Cp>Accurate assessments and processes can look simple, uncomplicated, and logical. Almost common sense. This can be quite misleading, because while they look simple, the construction of a valid assessment is an involved, complex, and potentially time-consuming project to get right. Time is money, and so is the confidence that you get when you know the tools you rely on have been constructed with care and to the highest level of quality, by the experts.\u003C/p>\r\n\u003Cp>We collaborate with you at exactly the level you need us to be to support, guide, and develop your assessment tools bespoke to you, including:\u003C/p>\r\n\u003Cul>\r\n\u003Cli>surveys (onboarding, exiting, engagement, custom surveys)\u003C/li>\r\n\u003Cli>selection process and strategy design (what do you we use in recruitment and when)\u003C/li>\r\n\u003Cli>selection tools (custom assessment questions, behavioural interview guides)\u003C/li>\r\n\u003Cli>development processes and tools - customised to your value sets and behavioural frameworks\u003C/li>\r\n\u003Cli>behavioural / leadership capability frameworks\u003C/li>\r\n\u003C/ul>","\u003Ch3>Knowledge\u003C/h3>\r\n\u003Cul>\r\n\u003Cli>Understanding of the foundations of assessments and usage, strengths of assessments, its limitations and 'watch-its', and the validity of assessments and testing\u003C/li>\r\n\u003Cli>Refined understanding of assessments and data in business and people strategy, and the fundamentals of how valid assessing is designed and applied\u003C/li>\r\n\u003Cli>Deep understanding of how assessment and data usage fit into broader business processes and longer term strategy \u003C/li>\r\n\u003C/ul>\r\n\u003Ch3>Resources \u003C/h3>\r\n\u003Cul>\r\n\u003Cli>For all assessments, assessing and behavioural frameworks, and processes developed in collaboration with eyeYou, you are provided with ownership of IP, all assessment material, items, and documentation - these are yours\u003C/li>\r\n\u003Cli>Ongoing access to eyeYou resources for assessment best-practice, in addition to the body of eyeYou content in our resources centre \u003C/li>\r\n\u003C/ul>\r\n\u003Ch3>Intangibles \u003C/h3>\r\n\u003Cul>\r\n\u003Cli>Confidence in the quality and robustness your assessment processes, people processes and quality, and in your selection, development, and/or surveying projects\u003C/li>\r\n\u003Cli>Unique assessment IP acts as a differentiator in the market, separating you from your competitors\u003C/li>\r\n\u003C/ul>","Project-dependent","\u003Cp>Executive Leaders & Governance Boards\u003C/p>\r\n\u003Cp>People Managers, People & Culture Managers, & Talent Leaders\u003C/p>\r\n\u003Cp>Business Owners - Small Businesses\u003C/p>","\u003Cp>CEO\u003C/p>\r\n\u003Cp>HR Director\u003C/p>\r\n\u003Cp>Talent Acquisition Lead \u003C/p>\r\n\u003Cp>Selection Panel\u003C/p>\r\n\u003Cp>Principal\u003C/p>\r\n\u003Cp>Dean / Faculty Dean\u003C/p>\r\n\u003Cp>GM of Football\u003C/p>\r\n\u003Cp>Sporting Director\u003C/p>\r\n\u003Cp>Recruitment Scout\u003C/p>\r\n\u003Cp>Academy Director\u003C/p>\r\n\u003Cp>Board Chair\u003C/p>\r\n\u003Cp>Executive Committee \u003C/p>","\u003Cp>You need to collaborate with experts to design a custom behavioural or leadership capability framework that is bespoke to your specific organisational values\u003C/p>\r\n\u003Cp>A school board needs to build a valid assessment tool for people development processes, ensuring they have ownership of the IP for future use and extensive rollout\u003C/p>\r\n\u003Cp>A club wants to move away from subjective \"gut feelings\" by implementing a selection process and strategy design that relies on objective data\u003C/p>\r\n\u003Cp>A business owner wants to develop objective custom surveys—such as onboarding or exit surveys—to ground their people strategy in standardised data\u003C/p>\r\n\u003Cp>You need to collaborate with experts to design a custom behavioural or leadership capability framework that is bespoke to your specific organisational values, which can then be extended to selection, development, and cultural discussions and processes\u003C/p>\r\n\u003Cp>A performance manager needs a valid assessment constructed to measure the specific things that predict and indicate elite performance in their unique sporting context\u003C/p>\r\n\u003Cp>A community organisation needs help understanding the foundations and validity of assessments to ensure their tools aren't derailed by subjective bias\u003C/p>","/media/consulting/services/assessment-design_v1Gg0dh.png",[],{"id":310,"name":311,"slug":312,"tagline":313,"description":314,"outcomes":315,"format":124,"format_display":125,"typical_duration":316,"audience_segment":304,"audience_roles":305,"audience_scenarios":317,"price_display":8,"icon":318,"image":319,"order":60,"is_featured":130,"findings":320,"service_document":136},12,"Selection Support","selection-support","Maximise performance potential by nailing your recruitment and selection","\u003Cp>\u003C!-- obsidian -->\u003C/p>\r\n\u003Cp>Too often a busy and under pressure senior leadership team, while doing the job of leading a complex, dynamic, group in a high stakes environment, will also service as the panel for the recruitment of a critical technical or leadership role, often a peer at level to join them. This is the definition of a high stakes and critical role, and having done all of the right things to make the best decision including the use of psychometric testing, even psychometric reports with the most layperson-friendly interpretation and limited jargon, these reports can still be somewhat impenetrable.\u003C/p>\r\n\u003Cp>This is not just a consistent reality for senior leadership teams and high stakes placements, but every situation in which we find psychometric testing use. \u003C/p>\r\n\u003Cp>Testing done well, and understood by the right hiring panel in the moments that matter, is transformative and worth several times its initial cost. Too often testing is handed over to hiring panels, with far too little support for how to apply the insights best, what questions to ask ourselves, and what questions to add to any subsequent interviews or reference checks.\u003C/p>\r\n\u003Cp>eyeYou boasts deep and extensive expertise in all assessment approaches and formats, from development to implementation and interpretation support, and provide direct pragmatic support to extract the full value of your selection processes in:\u003C/p>\r\n\u003Cul>\r\n\u003Cli>report interpretation and 'what now' for psychometric report outcomes for final candidates\u003C/li>\r\n\u003Cli>design of follow-up interview / reference checking questions informed by testing outcomes\u003C/li>\r\n\u003Cli>interview support and participation - expert panel member on psychological and behavioural 'fit' with the role\u003C/li>\r\n\u003C/ul>","\u003Cp>\u003C!-- obsidian -->\u003C/p>\r\n\u003Ch3 data-heading=\"Knowledge\">Knowledge\u003C/h3>\r\n\u003Cul>\r\n\u003Cli>developing understanding of valid and robust assessment principles, how these fit with recruitment and selection to sharpen your people strategy over time\u003C/li>\r\n\u003Cli>much more in-depth and practical insight and understanding of your top and preferred candidates and their likely initial 3 to 6 months\u003C/li>\r\n\u003C/ul>\r\n\u003Ch3 data-heading=\"Resources\">Resources\u003C/h3>\r\n\u003Cul>\r\n\u003Cli>ongoing access to eyeYou's repository of assessment resources, best-practice guides, and interpretive tools and support\u003C/li>\r\n\u003Cli>follow-up support with eyeYou as required on a retainer/phone support basis\u003C/li>\r\n\u003C/ul>\r\n\u003Ch3 data-heading=\"Intangibles\">Intangibles\u003C/h3>\r\n\u003Cul>\r\n\u003Cli>The realisation of the true full value of your assessment processes\u003C/li>\r\n\u003Cli>confidence in the knowledge that you have made the best possible decision with the information and talent available to you\u003C/li>\r\n\u003C/ul>","Client-dependent","\u003Cp>A busy senior leadership team acting as a hiring panel for a critical peer-level role needs expert support to confidently interpret complex and technical psychometric reports\u003C/p>\r\n\u003Cp>You need to design follow-up interview and reference-checking questions that are specifically informed by the outcomes of a candidate's psychometric testing\u003C/p>\r\n\u003Cp>A school board needs an expert panel member to provide insight on the psychological and behavioural \"fit\" of a candidate for a high-stakes leadership position\u003C/p>\r\n\u003Cp>A recruitment manager wants to sharpen their people strategy by developing a more robust understanding of valid assessment principles during faculty/staff hiring\u003C/p>\r\n\u003Cp>A recruitment lead wants a deeper understanding of a top candidate’s likely behavioural tendencies during their initial 3 to 6 months in the high-pressure club environment\u003C/p>\r\n\u003Cp>A technical director needs pragmatic support to extract the full value of selection processes for a critical coaching or high-performance role\u003C/p>\r\n\u003Cp>A nonprofit founder wants confidence that they have made the best possible hiring decision for a key leadership role with the information and talent available\u003C/p>","i-lucide-graduation-cap","/media/consulting/services/selection-support_FfXpavl.png",[],{"id":322,"name":323,"slug":324,"tagline":325,"description":326,"outcomes":327,"format":124,"format_display":125,"typical_duration":303,"audience_segment":8,"audience_roles":8,"audience_scenarios":8,"price_display":8,"icon":328,"image":329,"order":69,"is_featured":130,"findings":330,"service_document":136},13,"Surveys & Psychometrics","surveys-and-psychometrics","Know more. See further. Use better tools.","\u003Cp>eyeYou proprietary psychometrics\u003C/p>","\u003Cp>tbd\u003C/p>","i-lucide-clipboard-pen-line","/media/consulting/services/delphi-U-C.png",[],[332,336,342,344,346,348,350,352,354,356,358,360,362],{"id":87,"name":119,"slug":120,"tagline":121,"description":122,"outcomes":123,"format":124,"format_display":125,"typical_duration":126,"audience_segment":112,"audience_roles":127,"audience_scenarios":128,"price_display":8,"icon":73,"image":129,"order":51,"is_featured":130,"findings":333,"service_document":136},[334,335],{"id":69,"summary":133,"description":134,"icon":135,"image":136,"order":137},{"id":78,"summary":139,"description":140,"icon":8,"image":136,"order":137},{"id":188,"name":189,"slug":190,"tagline":191,"description":192,"outcomes":193,"format":124,"format_display":125,"typical_duration":194,"audience_segment":112,"audience_roles":195,"audience_scenarios":196,"price_display":8,"icon":197,"image":198,"order":51,"is_featured":130,"findings":337,"service_document":136},[338,339,340,341],{"id":51,"summary":201,"description":202,"icon":135,"image":136,"order":51},{"id":87,"summary":204,"description":205,"icon":135,"image":136,"order":60},{"id":60,"summary":207,"description":208,"icon":135,"image":136,"order":69},{"id":96,"summary":210,"description":211,"icon":8,"image":136,"order":78},{"id":78,"name":298,"slug":299,"tagline":300,"description":301,"outcomes":302,"format":124,"format_display":125,"typical_duration":303,"audience_segment":304,"audience_roles":305,"audience_scenarios":306,"price_display":8,"icon":294,"image":307,"order":51,"is_featured":130,"findings":343,"service_document":136},[],{"id":69,"name":260,"slug":261,"tagline":262,"description":263,"outcomes":264,"format":265,"format_display":266,"typical_duration":267,"audience_segment":268,"audience_roles":269,"audience_scenarios":270,"price_display":8,"icon":256,"image":271,"order":51,"is_featured":130,"findings":345,"service_document":136},[],{"id":51,"name":142,"slug":143,"tagline":144,"description":145,"outcomes":146,"format":124,"format_display":125,"typical_duration":126,"audience_segment":112,"audience_roles":147,"audience_scenarios":148,"price_display":8,"icon":149,"image":150,"order":60,"is_featured":130,"findings":347,"service_document":136},[],{"id":213,"name":214,"slug":215,"tagline":216,"description":217,"outcomes":218,"format":124,"format_display":125,"typical_duration":194,"audience_segment":112,"audience_roles":219,"audience_scenarios":220,"price_display":8,"icon":221,"image":222,"order":60,"is_featured":130,"findings":349,"service_document":136},[],{"id":274,"name":275,"slug":276,"tagline":277,"description":278,"outcomes":279,"format":124,"format_display":125,"typical_duration":267,"audience_segment":280,"audience_roles":254,"audience_scenarios":281,"price_display":8,"icon":282,"image":283,"order":60,"is_featured":130,"findings":351,"service_document":136},[],{"id":310,"name":311,"slug":312,"tagline":313,"description":314,"outcomes":315,"format":124,"format_display":125,"typical_duration":316,"audience_segment":304,"audience_roles":305,"audience_scenarios":317,"price_display":8,"icon":318,"image":319,"order":60,"is_featured":130,"findings":353,"service_document":136},[],{"id":96,"name":153,"slug":154,"tagline":155,"description":156,"outcomes":157,"format":124,"format_display":125,"typical_duration":126,"audience_segment":158,"audience_roles":159,"audience_scenarios":160,"price_display":8,"icon":161,"image":162,"order":69,"is_featured":130,"findings":355,"service_document":136},[],{"id":225,"name":226,"slug":227,"tagline":228,"description":229,"outcomes":230,"format":124,"format_display":125,"typical_duration":194,"audience_segment":112,"audience_roles":231,"audience_scenarios":232,"price_display":8,"icon":233,"image":234,"order":69,"is_featured":130,"findings":357,"service_document":136},[],{"id":322,"name":323,"slug":324,"tagline":325,"description":326,"outcomes":327,"format":124,"format_display":125,"typical_duration":303,"audience_segment":8,"audience_roles":8,"audience_scenarios":8,"price_display":8,"icon":328,"image":329,"order":69,"is_featured":130,"findings":359,"service_document":136},[],{"id":237,"name":238,"slug":239,"tagline":240,"description":241,"outcomes":242,"format":124,"format_display":125,"typical_duration":194,"audience_segment":112,"audience_roles":231,"audience_scenarios":243,"price_display":8,"icon":244,"image":245,"order":78,"is_featured":130,"findings":361,"service_document":136},[],{"id":60,"name":165,"slug":166,"tagline":167,"description":168,"outcomes":169,"format":124,"format_display":125,"typical_duration":170,"audience_segment":171,"audience_roles":172,"audience_scenarios":173,"price_display":8,"icon":115,"image":174,"order":78,"is_featured":130,"findings":363,"service_document":136},[],[],[366,369,372,375,378,381,384],{"id":87,"question":367,"answer":368,"order":51},"\u003Cp>This all looks good but we do not have the budget for direct support. Is there somewhere I can find guides and material that I can trust?\u003C/p>","\u003Cp>Yes, absolutely, and you have come to the right place. Head on over to Alexandria, where you will find more in the way of guides, process outlines, hints and tips, and generally a whole heap of interesting and useful content that should help in at least some way. But equally you may be surprised about the consulting fees, and it is worth the enquiry :)\u003C/p>",{"id":51,"question":370,"answer":371,"order":60},"\u003Cp>The details are still a bit unclear. Can I speak to somebody to understand better how this would look for me?\u003C/p>","\u003Cp>Absolutely, of course you can. You can get into contact with us through our Contact page form, or by emailing hello@eyeyou.io to organise a chat with our practitioners. We try to respond within 48 business hours.\u003C/p>",{"id":69,"question":373,"answer":374,"order":69},"\u003Cp>What sort of qualifications do the practitioners at eyeYou have? Do they know what they are talking about?\u003C/p>","\u003Cp>All perfomance coaching, workplace training & education, organisational reviews and assessments, and survey and assessment consulting and delivery, are designed and delivered by psychologists registered in Australia by the Australian Health Practitioner Regulation Agency (AHPRA), with postgraduate qualifications in psychology and relevant professional memberships. eyeYou's Director and principal practitioner Dr Ian Haslam is an endorsed Organisational Psychologist (Organisational Psychology registrar), with 15 years of consulting and psychometric experience in Australia and with international client groups.\u003C/p>",{"id":60,"question":376,"answer":377,"order":69},"\u003Cp>I don't see the exact type of coaching / training supoprt that I had in mind. Is there flexibility to adjust and customise the structure or goals of a program or session?\u003C/p>","\u003Cp>Of course! The coaching and training avenues outlined in these pages are relatively popular and are often used as off-the-shelf training or coaching programs, but where training or coaching or organisational reviews require a more unique and customised lens, we take that into account through the discovery and design phase early on in the engagement.\u003C/p>",{"id":96,"question":379,"answer":380,"order":87},"\u003Cp>How are you feeling today?\u003C/p>","\u003Cp>Yeah not bad thanks. It has been a long week but I'm getting through it. I wasn't expecting anybody to notice, thank you so much for taking an interest.\u003C/p>",{"id":78,"question":382,"answer":383,"order":96},"\u003Cp>I don't see prices anywhere and I need to know more. Is it free to chat and to get a quote on pricing?\u003C/p>","\u003Cp>Yes, 100% it is free to get into contact with us, and to seek prices or a proposal for services with costing, to get a sense of what your investment will be. Every client and business and group is so unique and varied, with such scope for different options and processes, that we can really only provide an accurate proposal andf quote after we have discussed and fully understood your needs in your own words.\u003C/p>",{"id":188,"question":385,"answer":386,"order":188},"\u003Cp>You have provided an outline for ADHDer specific coaching services, but not for other forms of neurodivergence. Does this mean you will only coach those with ADHD?\u003C/p>","\u003Cp>Not rigidly, no. \u003C/p>\r\n\u003Cp>The service framework provided in our 'coaching' page is framed with respect to ADHD, as this is unequivocally where our practitioner lived experience profile sits currently. Even naming this specific channel of coaching 'Neurodivergent' Success Coaching would have felt disingenuous at this specific time, but with that saud the name may change and explicitly encompass a broader group over a short length of time.\u003C/p>\r\n\u003Cp>With this said we welcome and encourage enquiries from the entire range of the neurodiversity spectrum and offer our services, or refer you on to a more suitable practitioner, once we have understood the complexities of individual cases. \u003C/p>","Ready to chat?","\u003Cp>There is no pressure when you reach out to us. Whether it is our resources and content that may guide and help, or if our direct support and consultation is preferred, we really just like it when people stop by to chat.\u003C/p>","Get in touch","/contact","Read our content","/alexandria","Consulting - eyeYou","Professional consulting services in performance psychology, psychometric assessment, and organisational development.","2026-06-02T12:41:41.948351+10:00",{"hero_headline":397,"hero_title":398,"hero_description":399,"intro_title":398,"intro_description":400,"sections":401,"terms_documents":423,"meta_title":424,"meta_description":425,"updated_at":426},"Data","Privacy","\u003Cp>Privacy Notice & Policy\u003C/p>","\u003Cp>We recognise that our customers, users, site visiters, and assessment / test takers value their privacy, confidentiality, and ethical use of their data - eyeYou's Privacy Policy is therefore provided below. \u003C/p>",[402,405,408,411,414,417,420],{"id":51,"title":403,"description":404,"order":137},"1. Introduction","\u003Cp>\u003Cspan data-path-to-node=\"6,0\">Welcome to \u003Cstrong data-path-to-node=\"6,0\" data-index-in-node=\"11\">eyeYou Psychology\u003C/strong>. \u003C/span>\u003Cspan data-path-to-node=\"6,2\">\u003Cspan class=\"citation-89\">We are a specialist performance psychology boutique providing evidence-based guidance, coaching, and psychometric assessments\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"6,3\">\u003Cspan class=\"citation-89 citation-end-89\">\u003Csup class=\"superscript\" data-turn-source-index=\"3\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"3\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"3\">\u003C!---->\u003C/sup>\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"6,4\">. \u003C/span>\u003Cspan data-path-to-node=\"6,6\">\u003Cspan class=\"citation-88\">We are committed to protecting your privacy in accordance with the \u003C/span>\u003Cem data-path-to-node=\"6,6\" data-index-in-node=\"67\">\u003Cspan class=\"citation-88\">Privacy Act 1988\u003C/span>\u003C/em>\u003Cspan class=\"citation-88\"> (Cth), the \u003C/span>\u003Cstrong data-path-to-node=\"6,6\" data-index-in-node=\"95\">\u003Cspan class=\"citation-88\">Australian Privacy Principles (APP)\u003C/span>\u003C/strong>\u003Cspan class=\"citation-88\">, and, where applicable, the \u003C/span>\u003Cstrong data-path-to-node=\"6,6\" data-index-in-node=\"159\">\u003Cspan class=\"citation-88\">GDPR\u003C/span>\u003C/strong>\u003C/span>\u003Cspan data-path-to-node=\"6,7\">\u003Cspan class=\"citation-88 citation-end-88\">\u003Csup class=\"superscript\" data-turn-source-index=\"4\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"4\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"4\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"4\">\u003C!---->\u003C/sup>\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"6,8\">. \u003C/span>\u003Cspan data-path-to-node=\"6,10\">\u003Cspan class=\"citation-87\">This policy outlines how we handle your personal and sensitive performance data across our digital platforms and consulting services\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"6,11\">\u003Cspan class=\"citation-87 citation-end-87\">\u003Csup class=\"superscript\" data-turn-source-index=\"5\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"5\">\u003C!---->\u003C/sup>\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"6,12\">.\u003C/span>\u003C/p>",{"id":60,"title":406,"description":407,"order":51},"2. Information we collect","\u003Cp id=\"p-rc_f8b50837aab78bd5-82\" data-path-to-node=\"9\">\u003Cspan data-path-to-node=\"9,1\">\u003Cspan class=\"citation-180\">To provide elite-level performance insights, guidance, and education, we collect the following categories of information, which necessarily vary depending on the service provided\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"9,3\">:\u003C/span>\u003C/p>\r\n\u003Cul>\r\n\u003Cli>\u003Cspan data-path-to-node=\"10,0,1,0\">\u003Cstrong data-path-to-node=\"10,0,1,0\" data-index-in-node=\"0\">\u003Cspan class=\"citation-179\">Identity and Professional Data:\u003C/span>\u003C/strong>\u003Cspan class=\"citation-179\"> General contact information and professional details for individuals and corporate leadership teams\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"10,0,1,1\">\u003Cspan class=\"citation-179 citation-end-179\">\u003Csup class=\"superscript\" data-turn-source-index=\"7\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"7\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"7\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"7\">\u003C!---->\u003C/sup>\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"10,0,1,2\">.\u003C/span>\u003C/li>\r\n\u003Cli>\u003Cspan data-path-to-node=\"10,1,1,0\">\u003Cstrong data-path-to-node=\"10,1,1,0\" data-index-in-node=\"0\">\u003Cspan class=\"citation-178\">Performance Data:\u003C/span>\u003C/strong>\u003Cspan class=\"citation-178\"> This includes responses to proprietary psychometric assessments (Personality, Leadership Inventory, Burnout measures), executive coaching logs, and specific insights related to \u003C/span>\u003Cstrong data-path-to-node=\"10,1,1,0\" data-index-in-node=\"214\">\u003Cspan class=\"citation-178\">ADHD professional integration\u003C/span>\u003C/strong>\u003Cspan class=\"citation-178\"> and success coaching\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"10,1,1,1\">\u003Cspan class=\"citation-178 citation-end-178\">\u003Csup class=\"superscript\" data-turn-source-index=\"8\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"8\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"8\">\u003C!---->\u003C/sup>\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"10,1,1,2\">.\u003C/span>\u003C/li>\r\n\u003Cli>\u003Cspan data-path-to-node=\"10,2,1,0\">\u003Cstrong data-path-to-node=\"10,2,1,0\" data-index-in-node=\"0\">\u003Cspan class=\"citation-177\">Organisational Data:\u003C/span>\u003C/strong>\u003Cspan class=\"citation-177\"> Information gathered during culture reviews, psychosocial health and safety consultations, and bespoke organizational surveys\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"10,2,1,1\">\u003Cspan class=\"citation-177 citation-end-177\">\u003Csup class=\"superscript\" data-turn-source-index=\"9\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"9\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"9\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"9\">\u003C!---->\u003C/sup>\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"10,2,1,2\">.\u003C/span>\u003C/li>\r\n\u003Cli>\u003Cstrong data-path-to-node=\"10,3,1,0\" data-index-in-node=\"0\">\u003Cspan class=\"citation-176\">Digital Metadata:\u003C/span>\u003C/strong>\u003Cspan class=\"citation-176\"> Technical data including IP addresses and system configuration gathered via \u003C/span>\u003Cstrong data-path-to-node=\"10,3,1,0\" data-index-in-node=\"94\">\u003Cspan class=\"citation-176\">Cloudflare\u003C/span>\u003C/strong>\u003Cspan class=\"citation-176\"> to secure our API delivery and optimize user experience on our mobile and web platforms\u003C/span>\u003Cspan data-path-to-node=\"10,3,1,2\">.\u003C/span>\u003C/li>\r\n\u003C/ul>\r\n\u003Cp>\u003C!---->\u003C!---->\u003C!---->\u003C!---->\u003C!---->\u003C!---->\u003C!---->\u003C!---->\u003C/p>",{"id":69,"title":409,"description":410,"order":60},"3. Purpose of Collection","\u003Cp>\u003Cspan data-path-to-node=\"13,1\">\u003Cspan class=\"citation-175\">We collect and process data strictly for the following purposes\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"13,2\">\u003Cspan class=\"citation-175 citation-end-175\">\u003Csup class=\"superscript\" data-turn-source-index=\"11\">\u003C!---->\u003C/sup>\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"13,3\">:\u003C/span>\u003C/p>\r\n\u003Cul>\r\n\u003Cli>\u003Cspan data-path-to-node=\"13,3\">\u003Cspan data-path-to-node=\"14,0,1,0\">\u003Cstrong data-path-to-node=\"14,0,1,0\" data-index-in-node=\"0\">\u003Cspan class=\"citation-174\">Insight and Reporting:\u003C/span>\u003C/strong>\u003Cspan class=\"citation-174\"> To generate in-depth psychometric reports and performance benchmarks that demystify human behavior and maximize outcomes\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"14,0,1,1\">\u003Cspan class=\"citation-174 citation-end-174\">\u003Csup class=\"superscript\" data-turn-source-index=\"12\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"12\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"12\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"12\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"12\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"12\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"12\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"12\">\u003C!---->\u003C/sup>\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"14,0,1,2\">.\u003C/span>\u003C/span>\u003C/li>\r\n\u003Cli>\u003Cspan data-path-to-node=\"13,3\">\u003Cspan data-path-to-node=\"14,0,1,2\">\u003Cspan data-path-to-node=\"14,1,1,0\">\u003Cstrong data-path-to-node=\"14,1,1,0\" data-index-in-node=\"0\">\u003Cspan class=\"citation-173\">Service Delivery:\u003C/span>\u003C/strong>\u003Cspan class=\"citation-173\"> To facilitate tailored executive, ADHDer / neurodivergent, and team performance coaching programs\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"14,1,1,1\">\u003Cspan class=\"citation-173 citation-end-173\">\u003Csup class=\"superscript\" data-turn-source-index=\"13\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"13\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"13\">\u003C!---->\u003C/sup>\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"14,1,1,2\">.\u003C/span>\u003C/span>\u003C/span>\u003C/li>\r\n\u003Cli>\u003Cspan data-path-to-node=\"13,3\">\u003Cspan data-path-to-node=\"14,0,1,2\">\u003Cspan data-path-to-node=\"14,1,1,2\">\u003Cspan data-path-to-node=\"14,2,1,0\">\u003Cstrong data-path-to-node=\"14,2,1,0\" data-index-in-node=\"0\">\u003Cspan class=\"citation-172\">Strategic Compliance:\u003C/span>\u003C/strong>\u003Cspan class=\"citation-172\"> To assist corporate clients in meeting legal obligations regarding \u003C/span>\u003Cstrong data-path-to-node=\"14,2,1,0\" data-index-in-node=\"89\">\u003Cspan class=\"citation-172\">psychosocial risk assessment\u003C/span>\u003C/strong>\u003Cspan class=\"citation-172\"> and mentally healthy workplaces\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"14,2,1,1\">\u003Cspan class=\"citation-172 citation-end-172\">\u003Csup class=\"superscript\" data-turn-source-index=\"14\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"14\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"14\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"14\">\u003C!---->\u003C/sup>\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"14,2,1,2\">.\u003C/span>\u003C/span>\u003C/span>\u003C/span>\u003C/li>\r\n\u003Cli>\u003Cspan data-path-to-node=\"13,3\">\u003Cspan data-path-to-node=\"14,0,1,2\">\u003Cspan data-path-to-node=\"14,1,1,2\">\u003Cspan data-path-to-node=\"14,2,1,2\">\u003Cspan data-path-to-node=\"14,3,1,0\">\u003Cstrong data-path-to-node=\"14,3,1,0\" data-index-in-node=\"0\">\u003Cspan class=\"citation-171\">Assessment Development & Refinement:\u003C/span>\u003C/strong>\u003Cspan class=\"citation-171\"> To de-identify and aggregate data for \"stratification\" purposes, allowing us to improve the validity and reliability of our proprietary assessment IP\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"14,3,1,1\">\u003Cspan class=\"citation-171 citation-end-171\">\u003Csup class=\"superscript\" data-turn-source-index=\"15\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"15\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"15\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"15\">\u003C!---->\u003C/sup>\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"14,3,1,2\">.\u003C/span>\u003C/span>\u003C/span>\u003C/span>\u003C/span>\u003C/li>\r\n\u003C/ul>",{"id":78,"title":412,"description":413,"order":69},"4. Storage, Security, and Technology","\u003Cp>Your data is protected by a distributed, enterprise-grade architecture designed with reference to \u003Cstrong data-path-to-node=\"17\" data-index-in-node=\"98\">ISO 27001\u003C/strong> and \u003Cstrong data-path-to-node=\"17\" data-index-in-node=\"112\">NIST SP 800-53\u003C/strong> principles:\u003C/p>\r\n\u003Cul>\r\n\u003Cli>\u003Cspan data-path-to-node=\"18,0,1,0\">\u003Cstrong data-path-to-node=\"18,0,1,0\" data-index-in-node=\"0\">\u003Cspan class=\"citation-170\">Data Residency:\u003C/span>\u003C/strong>\u003Cspan class=\"citation-170\"> All development and production server nodes are \u003C/span>\u003Cstrong data-path-to-node=\"18,0,1,0\" data-index-in-node=\"48\">\u003Cspan class=\"citation-170\">housed within Australia\u003C/span>\u003C/strong>\u003Cspan class=\"citation-170\"> to ensure local data residency and compliance, with a Linux distrubution cloud server based in Sydney, Australia by DigitalOcean\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"18,0,1,2\">.\u003C/span>\u003C/li>\r\n\u003Cli>\u003Cspan data-path-to-node=\"18,0,1,2\">\u003Cspan data-path-to-node=\"18,1,1,0\">\u003Cstrong data-path-to-node=\"18,1,1,0\" data-index-in-node=\"0\">\u003Cspan class=\"citation-169\">Advanced Encryption:\u003C/span>\u003C/strong>\u003Cspan class=\"citation-169\"> We utilise \u003C/span>\u003Cstrong data-path-to-node=\"18,1,1,0\" data-index-in-node=\"32\">\u003Cspan class=\"citation-169\">Cloudflare Tunnels and Cloudflare Access\u003C/span>\u003C/strong>\u003Cspan class=\"citation-169\"> to create an encrypted, secure perimeter between our applications and the public internet\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"18,1,1,1\">\u003Cspan class=\"citation-169 citation-end-169\">\u003Csup class=\"superscript\" data-turn-source-index=\"17\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"17\">\u003C!---->\u003C/sup>\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"18,1,1,2\">.\u003C/span>\u003C/span>\u003C/li>\r\n\u003Cli>\u003Cspan data-path-to-node=\"18,0,1,2\">\u003Cspan data-path-to-node=\"18,1,1,2\">\u003Cspan data-path-to-node=\"18,2,1,0\">\u003Cstrong data-path-to-node=\"18,2,1,0\" data-index-in-node=\"0\">\u003Cspan class=\"citation-168\">Technical Stack:\u003C/span>\u003C/strong>\u003Cspan class=\"citation-168\"> Our platform is built on a robust \u003C/span>\u003Cstrong data-path-to-node=\"18,2,1,0\" data-index-in-node=\"51\">\u003Cspan class=\"citation-168\">PostgreSQL\u003C/span>\u003C/strong>\u003Cspan class=\"citation-168\"> database and \u003C/span>\u003Cstrong data-path-to-node=\"18,2,1,0\" data-index-in-node=\"75\">\u003Cspan class=\"citation-168\">Django\u003C/span>\u003C/strong>\u003Cspan class=\"citation-168\"> backend, ensuring high levels of data integrity and security\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"18,2,1,1\">\u003Cspan class=\"citation-168 citation-end-168\">\u003Csup class=\"superscript\" data-turn-source-index=\"18\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"18\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"18\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"18\">\u003C!---->\u003C/sup>\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"18,2,1,2\">.\u003C/span>\u003C/span>\u003C/span>\u003C/li>\r\n\u003Cli>\u003Cspan data-path-to-node=\"18,0,1,2\">\u003Cspan data-path-to-node=\"18,1,1,2\">\u003Cspan data-path-to-node=\"18,2,1,2\">\u003Cspan data-path-to-node=\"18,3,1,0\">\u003Cstrong data-path-to-node=\"18,3,1,0\" data-index-in-node=\"0\">\u003Cspan class=\"citation-167\">Health Record Retention:\u003C/span>\u003C/strong>\u003Cspan class=\"citation-167\"> In line with AHPRA standards and Victorian health records legislation, all coaching and assessment records are retained for a minimum of \u003C/span>\u003Cstrong data-path-to-node=\"18,3,1,0\" data-index-in-node=\"160\">\u003Cspan class=\"citation-167\">7 years\u003C/span>\u003C/strong>\u003Cspan class=\"citation-167\"> before secure destruction\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"18,3,1,1\">\u003Cspan class=\"citation-167 citation-end-167\">\u003Csup class=\"superscript\" data-turn-source-index=\"19\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"19\">\u003C!---->\u003C/sup>\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"18,3,1,2\">.\u003C/span>\u003C/span>\u003C/span>\u003C/span>\u003C/li>\r\n\u003C/ul>",{"id":87,"title":415,"description":416,"order":78},"5. Disclosure of Information","\u003Cp>\u003Cspan data-path-to-node=\"21,0\">We maintain a strict \"No-Sale\" policy regarding your data. \u003C/span>\u003Cspan data-path-to-node=\"21,2\">\u003Cspan class=\"citation-166\">Disclosure is limited to the following professional contexts\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"21,3\">\u003Cspan class=\"citation-166 citation-end-166\">\u003Csup class=\"superscript\" data-turn-source-index=\"20\">\u003C!---->\u003C/sup>\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"21,4\">:\u003C/span>\u003C/p>\r\n\u003Cul>\r\n\u003Cli>\u003Cspan data-path-to-node=\"21,4\">\u003Cspan data-path-to-node=\"22,0,1,0\">\u003Cstrong data-path-to-node=\"22,0,1,0\" data-index-in-node=\"0\">\u003Cspan class=\"citation-165\">Informed Consent:\u003C/span>\u003C/strong>\u003Cspan class=\"citation-165\"> Assessment results or coaching insights are never shared with third parties (including employers) without your explicit, written consent\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"22,0,1,1\">\u003Cspan class=\"citation-165 citation-end-165\">\u003Csup class=\"superscript\" data-turn-source-index=\"21\">\u003C!---->\u003C/sup>\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"22,0,1,2\">.\u003C/span>\u003C/span>\u003C/li>\r\n\u003Cli>\u003Cspan data-path-to-node=\"21,4\">\u003Cspan data-path-to-node=\"22,0,1,2\">\u003Cspan data-path-to-node=\"22,1,1,0\">\u003Cstrong data-path-to-node=\"22,1,1,0\" data-index-in-node=\"0\">\u003Cspan class=\"citation-164\">Professional Peer Supervision:\u003C/span>\u003C/strong>\u003Cspan class=\"citation-164\"> De-identified data may be discussed with professional peers for practitioner peer supervision, ensuring the highest standard of practitioner care\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"22,1,1,1\">\u003Cspan class=\"citation-164 citation-end-164\">\u003Csup class=\"superscript\" data-turn-source-index=\"22\">\u003C!---->\u003C/sup>\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"22,1,1,2\">.\u003C/span>\u003C/span>\u003C/span>\u003C/li>\r\n\u003Cli>\u003Cspan data-path-to-node=\"21,4\">\u003Cspan data-path-to-node=\"22,0,1,2\">\u003Cspan data-path-to-node=\"22,1,1,2\">\u003Cspan data-path-to-node=\"22,2,1,0\">\u003Cstrong data-path-to-node=\"22,2,1,0\" data-index-in-node=\"0\">\u003Cspan class=\"citation-163\">Legal & Safety Obligations:\u003C/span>\u003C/strong>\u003Cspan class=\"citation-163\"> We may disclose information if required by law or if there is a perceived imminent risk to your safety or the safety of others\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"22,2,1,1\">\u003Cspan class=\"citation-163 citation-end-163\">\u003Csup class=\"superscript\" data-turn-source-index=\"23\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"23\">\u003C!---->\u003C/sup>\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"22,2,1,2\">.\u003C/span>\u003C/span>\u003C/span>\u003C/span>\u003C/li>\r\n\u003C/ul>",{"id":96,"title":418,"description":419,"order":87},"6. Your Rights and Control","\u003Cp>\u003Cspan data-path-to-node=\"25,1\">\u003Cspan class=\"citation-162\">You retain full ownership of your \"psychological footprint\"\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"25,2\">\u003Cspan class=\"citation-162 citation-end-162\">\u003Csup class=\"superscript\" data-turn-source-index=\"24\">\u003C!---->\u003C/sup>\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"25,3\">:\u003C/span>\u003C/p>\r\n\u003Cul>\r\n\u003Cli>\u003Cspan data-path-to-node=\"25,3\">\u003Cspan data-path-to-node=\"26,0,1,0\">\u003Cstrong data-path-to-node=\"26,0,1,0\" data-index-in-node=\"0\">\u003Cspan class=\"citation-161\">Access and Correction:\u003C/span>\u003C/strong>\u003Cspan class=\"citation-161\"> You may access and update your personal information through your \u003C/span>\u003Cstrong data-path-to-node=\"26,0,1,0\" data-index-in-node=\"88\">\u003Cspan class=\"citation-161\">eyeYou Test-Taker Dashboard\u003C/span>\u003C/strong>\u003C/span>\u003Cspan data-path-to-node=\"26,0,1,1\">\u003Cspan class=\"citation-161 citation-end-161\">\u003Csup class=\"superscript\" data-turn-source-index=\"25\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"25\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"25\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"25\">\u003C!---->\u003C/sup>\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"26,0,1,2\">.\u003C/span>\u003C/span>\u003C/li>\r\n\u003Cli>\u003Cspan data-path-to-node=\"25,3\">\u003Cspan data-path-to-node=\"26,0,1,2\">\u003Cstrong data-path-to-node=\"26,1,0\" data-index-in-node=\"0\">Data Portability:\u003C/strong> You may request a copy of your psychometric data in a structured, digital format.\u003C/span>\u003C/span>\u003C/li>\r\n\u003Cli>\u003Cspan data-path-to-node=\"25,3\">\u003Cspan data-path-to-node=\"26,0,1,2\">\u003Cspan data-path-to-node=\"26,2,1,0\">\u003Cstrong data-path-to-node=\"26,2,1,0\" data-index-in-node=\"0\">\u003Cspan class=\"citation-160\">Withdrawal of Participation:\u003C/span>\u003C/strong>\u003Cspan class=\"citation-160\"> You may opt out of assessments or coaching at any time, though this may impact the specific performance outcomes we can provide\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"26,2,1,1\">\u003Cspan class=\"citation-160 citation-end-160\">\u003Csup class=\"superscript\" data-turn-source-index=\"26\">\u003C!---->\u003C/sup>\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"26,2,1,2\">.\u003C/span>\u003C/span>\u003C/span>\u003C/li>\r\n\u003Cli>\u003Cspan data-path-to-node=\"25,3\">\u003Cspan data-path-to-node=\"26,0,1,2\">\u003Cspan data-path-to-node=\"26,2,1,2\">\u003Cspan data-path-to-node=\"26,3,1,0\">\u003Cstrong data-path-to-node=\"26,3,1,0\" data-index-in-node=\"0\">\u003Cspan class=\"citation-159\">Right to Deletion:\u003C/span>\u003C/strong>\u003Cspan class=\"citation-159\"> Under certain conditions, you may request the deletion of your personal data from our active systems, subject to our legal health-record retention obligations\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"26,3,1,1\">\u003Cspan class=\"citation-159 citation-end-159\">\u003Csup class=\"superscript\" data-turn-source-index=\"27\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"27\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"27\">\u003C!---->\u003C/sup>\u003Csup class=\"superscript\" data-turn-source-index=\"27\">\u003C!---->\u003C/sup>\u003C/span>\u003C/span>\u003Cspan data-path-to-node=\"26,3,1,2\">.\u003C/span>\u003C/span>\u003C/span>\u003C/span>\u003C/li>\r\n\u003C/ul>",{"id":188,"title":421,"description":422,"order":96},"7. Contacting Us","\u003Cp>For questions regarding this policy or to exercise your privacy rights, please utilise the contact methods provided on our \u003Cstrong data-path-to-node=\"29\" data-index-in-node=\"123\">Contact Page\u003C/strong> or reach out directly to the Practice Director via the contact details provided upon your initial engagement.\u003C/p>",[],"eyeYou - Privacy Policy","eyeYou privacy notice and policy","2026-06-02T12:06:52.356153+10:00",1780460560245]