Transform Your Performance

Hyper-achieving CEOs and senior executives know that performance matters. But for many, defining exactly what performance is supposed to look like is a challenge, let alone measuring it, developing the necessary skill sets, and deriving deeper satisfaction from increased performance. This is an even bigger challenge for business leaders preparing for retirement.

My name is John Furth and I help clients deal with day-to-day issues, challenges, and opportunities with less stress, more confidence, and better results. Through two frameworks I’ve developed, “The Owning Tomorrow Performance Model” and “The Six Plus Two P’s of Leadership”, clients discover the importance of accountability, maintaining discipline and good habits, and starting a virtuous cycle of continuous learning.

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But the work doesn’t end there. At some point, my clients’ confidence, courage, and commitment increase to such an extent that they find themselves able to achieve greater things than they originally thought. When that happens, they have taken an important first step to transformation, a journey that becomes more exciting and rewarding every day.

For more information and to access videos explaining my performance and leadership models in more depth, please go to the “About John” tab of this website.

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What you’ll learn about in this episode:

  • Why you need to first learn how to disrupt yourself before you can disrupt others
  • How the things we don’t know can disrupt our lives
  • How John came up with the title for his book, Owning Tomorrow: The Unstoppable Force of Disruptive Leadership
  • Why most successful disruptors make a ton of money
  • How, in disruption, more stays the same than changes
  • Why there is very thin line between disruption and destruction
  • Why it’s vital to understand finance as a business owner
  • Why emotional intelligence and having a personal life are important when it comes to success in business
  • Why you need to be aware of how you appear to others as a leader
  • How all processes look like a failure in the middle