Driving Organisational Performance

The stark reality…

If your mandate is to drive unprecedented levels of performance, then you and your people are likely facing an extraordinary task: achieving your most critical business goals with rapidly diminishing resources.

And in today's economic climate, this task is more challenging than ever.

Industry response

To address this challenge, organisations like ANZ, Australia Post, IBM, NAB, SEEK, Shell and Johnson & Johnson are investing in their people, ensuring they have the skills they need in a changing economy. The skills to get the most out of themselves and others, from everyday projects to large-scale cultural change and corporate transformation initiatives.

More than ever, leading organisations are ensuring their people can influence and collaborate with key stakeholders, deliver coaching and feedback to ensure outstanding performance, and hold tough conversations on issues critical to project success. And that's where CMA comes in.

Building practical skills

Drawing on world-leading strategies developed at Harvard University, CMA has been helping many of Australia's most successful organisations to build practical skills through public courses and highly-tailored, in-house programs across the following key areas:

  • Influencing in the workplace

  • Coaching and performance feedback

  • Managing difficult conversations

  • Negotiation and collaborative problem solving

  • Running successful meetings

  • Influential business writing

CMA delivers these workshops through some of the most cutting-edge learning methods seen in Australia. They're intensive, interactive, highly experiential, and draw on the latest research supporting feedback-based learning [4] as the optimal pathway to lasting behaviour change.

Call us on (03) 9613 0444 to find out more about how we can help make your business transformation projects significantly more successful, or contact us.


  1. Chaos Chronicles," Standish Group, 2004.

  2. Vital Smarts, Silence Fails: The Five Crucial Conversations for Flawless Execution.

  3. Jonathan Weiss and Jeff Weiss, "Simple rules for making alliances work", Harvard Business Review, November 1 2007.

  4. Ericsson, K.A., N. Charness, P.J. Feltovich, and R.R. Hoffman (eds.). 2006. The Cambridge handbook of expertise and expert performance.