Relentless Pursuit of Perfection is the leading performance consulting company dedicated to the Oil and Gas Industry. Few successful people would argue against ongoing training and process enhancement.

At work, we see traps that people can drift into without realising it. Complete training for a new employee is a minimum prerequisite for being allowed on to the job site. This training tends to be done in-house by the company employing the new hire.

For example:

A person who has been in the same position for a umber of years knows the job so well they almost do it on autopilot. They have more experience under their belts than most of their co-workers, usually their bosses too – for the particular role they play. What tends to happen is that a combination of complacency, laziness and over familiarity sets in.

That adrenaline rush that comes from a particularly important stage, stops happening. This alertness and adrenaline rush actually helps peak performance. A number of other factors combine, but overall, someone in a job for 10 years can sometimes perform worse than someone who is only 5 years in.

The problem is that this goes unnoticed, assumptions are made about the persons abilities and competence. These situations occur in all walks of life, the best drivers can become less safe due to assumptions and familiarity. people gain fat gradually, often unnoticed by those around them.

Due to work force mobility and the common practice of short term contracts, there will be a percentage of staff that are fairly new to the particular type of project. Three different drilling managers might have different sets of experience and competencies. Often a short revision and on-site training session will get a new but experienced hire up to speed and with the team.

Have you ever seen failings by a peer, or even a superior? Of course we all have. Do we tell them? We should but we often don’t. It’s incredibly difficult to find the words to tell a work colleague that they are effectively, being incompetent. How many people can get into a situation where all ego’s are set aside, the point is well taken, and no grudges are created? This is easier said than done.

An outside consulting firm can come in and impartially guide everyone’s actions. Constructive criticism is taken well because no one is being singled out or offended, and the consultant is just doing his job. If anyone does harbor bad feelings, it is not so bad because all parties know that the consultant is there for a short period.

Have you ever gone to a new job site and seen massive mistakes, errors and wasted time, money and resources? Issues that would have never happen at your old company? Most smart people will experience this. If you are good at what you do, and of leadership material you will fix these problems within your department. What about the rest of the company?

An outside consultant can go through the company section by section and see the same things as you would. More importantly, they will create a list of actionable steps that can be justified and backed up by evidence. This means that not only your department is improving, but the whole company is.

These are just some of the benefits in using an external performance consultancy in order to increase efficiency and decrease failure rates. No one is too experienced, or too clever to not fall into traps that are completely human in nature.

The two main benefits, that are different to achieve internally are the impartial re-training.

These 2 benefits combined with the ‘ego friendly’ approach makes hiring an outside performance consultant such a powerful tool for your company.

After improvements have been made and improvements have been counted on the balance sheet, most companies realise that periodic re-vamps are needed. Athletes stop winning when they slow down or stop training, this is regardless of experience. In an industry where mistakes can cost lives, or millions, egos need to be set aside and the spirit of Kaizen must be embraced by all. Measured over years, we believe this is the key difference between the companies at the top, and the bottom of their fields.

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