Performance Intelligence

Performance Intelligence Driving Workplace Performance. Building Cultures of Wellbeing. Science-backed programs for wellbeing, leadership and performance.

Performance Intelligence by Andrew May is a B2B consulting firm that helps organisations unlock peak performance, build resilient teams, and foster cultures of wellbeing. We combine science-backed strategies with practical tools to deliver measurable results across leadership, mental skills, and workplace wellbeing. We offer tailored programs, engaging keynotes, masterclasses and consulting design

ed to uplift your people and your bottom line. What We Do:
- Corporate Wellbeing Programs – Improve executive energy, resilience, and mental wellbeing.
- Leadership & Team Development – Build high-performing leaders and cohesive teams.
- Keynote Speaking – Inspire action through energising presentations on performance, mindset and leadership.
- Workshops & Masterclasses – Science-backed, high-impact learning experiences tailored to your team.
- Performance Intelligence Academy – A scalable digital platform for wellbeing and performance training across your organisation. Why Performance Intelligence?
✔️ Trusted by global organisations, elite athletes and ASX200 leaders
✔️ Led by high-performance coach and keynote speaker Andrew May
✔️ Evidence-based, practical and grounded in neuroscience
✔️ Proven results in resilience, retention and performance uplift
✔️ Scalable solutions for leaders, teams and entire workforces

Let’s Partner for Impact. Whether you’re an HR leader, Head of People & Culture or executive decision-maker, we’ll help you turn wellbeing into a competitive advantage. Book a discovery call today; visit: www.performanceintelligence.com

The most revealing measure of a leader isn't their performance under observation.It's what they do when the schedule is ...
02/06/2026

The most revealing measure of a leader isn't their performance under observation.

It's what they do when the schedule is blank, the pressure is off, and nobody is marking the roll.

This week's Coaching Corner question:

What does your behaviour in the grey area, the unstructured, optional, unobserved time, actually signal to the people around you about what you value?

For more tips like this, subscribe to the Performance Pulse newsletter at https://performanceintelligence.com/ #:~:text=View%20All-,Performance%20Pulse.,-Subscribe%20to%20Performance

Culture is rarely built in the structured hours. It shows up in the unscheduled moments. The afternoon when the diary op...
01/06/2026

Culture is rarely built in the structured hours. It shows up in the unscheduled moments. The afternoon when the diary opens up. The week after a crisis closes. The decision a leader makes privately about what to do with feedback that stings.

Most leaders are not paying attention to those moments. Their teams are watching them carefully.

Read the full blog here: https://performanceintelligence.com/the-grey-area-is-where-leaders-are-actually-made/

Senior leaders talk about recovery constantly. They schedule it rarely.Here is the question worth sitting with this week...
29/05/2026

Senior leaders talk about recovery constantly. They schedule it rarely.

Here is the question worth sitting with this week:

When you look at your actual calendar for the next five working days, where is recovery specifically scheduled? Not a holiday you have booked for July. Not Saturday morning. This week. On a working day. In a working hour.

If you cannot find it, that is not a time problem. It is a priority problem. And the first step to closing it is being honest enough to name it.

What does your calendar actually say about what you value?

For more tips like this, subscribe to the Performance Pulse newsletter at https://performanceintelligence.com/ #:~:text=View%20All-,Performance%20Pulse.,-Subscribe%20to%20Performance

Three-quarters of a Super Rugby squad showed up voluntarily on their day off.Not because they were told to. Not because ...
28/05/2026

Three-quarters of a Super Rugby squad showed up voluntarily on their day off.

Not because they were told to. Not because it was tracked. Because one person they respected showed up first, every week, without asking anyone to follow.

That's how culture spreads through teams. Not through policy. Through visible behaviour in unstructured time.

The question worth asking: what does your team see you choosing to do when there is no obligation to choose anything?

For more tips like this, subscribe to the Performance Pulse newsletter at https://performanceintelligence.com/ #:~:text=View%20All-,Performance%20Pulse.,-Subscribe%20to%20Performance

Global trading environments are relentless.Constant pace. Cognitive overload. Distributed teams.The old model of “push h...
27/05/2026

Global trading environments are relentless.

Constant pace. Cognitive overload. Distributed teams.

The old model of “push harder” is breaking down.

This week, Andrew May, Dr Tom Buckley and Angela P**n launched a 6-week High Performing Teams program across Sydney and Singapore, beginning with Energy Management.

High performance is rarely a motivation problem.
It is usually an energy management problem.

The organisations performing best right now are becoming more intentional about recovery, movement, decision quality, focus and sustainable rhythm.

Not as wellbeing initiatives.
As performance strategy.

That is how behaviour change sticks.

Maz Farrelly has sat across from more than 20,000 people in casting interviews. Her central observation after three deca...
20/05/2026

Maz Farrelly has sat across from more than 20,000 people in casting interviews. Her central observation after three decades: people are always legible.

The internal reality always surfaces - in how someone holds themselves, whether their confidence is earned or performed, whether their warmth is genuine or deployed.

Most leaders feel this. Very few act on it. The moment it costs you is when you sense something, a hesitation, something slightly off, and let the meeting move on anyway.

That instinct was data. You just dismissed it. This week's Coaching Corner question: think of a decision that didn't go the way you expected. What did you sense at the time - something that felt slightly off - that you dismissed? Leaders who can answer that question honestly are closer to not making the same call twice.

For more tips like this, subscribe to the Performance Pulse newsletter at https://performanceintelligence.com/ #:~:text=View%20All-,Performance%20Pulse.,-Subscribe%20to%20Performance

Most leaders describe what drives them in terms of what they've built or achieved. Very few have examined what would be ...
18/05/2026

Most leaders describe what drives them in terms of what they've built or achieved. Very few have examined what would be left if those things were suddenly gone.

The leaders who find out usually didn't choose to. A role disappears. A result goes against them. And the identity that was holding everything together turns out to have been entirely external, built on performance and approval rather than anything more durable.

Andrew May's latest blog examines the identity trap most high performers are carrying without knowing it, what Maz Farrelly's 20,000 casting interviews reveal about how visible that identity actually is, and what the work of building something more solid actually looks like.

Read the full blog here: https://performanceintelligence.com/the-identity-youre-hiding-is-the-one-people-can-already-see/

Most leaders think they read people well. The evidence suggests otherwise,not because the signals aren't there, but beca...
15/05/2026

Most leaders think they read people well. The evidence suggests otherwise,not because the signals aren't there, but because we've stopped paying deliberate attention to them. Before your next significant hire, client meeting, or performance conversation, decide to observe as well as listen.

Notice how they arrive. How they hold themselves. Whether the body matches the words. What someone signals before they speak is often more accurate than what they say.

What would change in your leadership if you treated observation as a discipline, not an afterthought?

For more tips like this, subscribe to the Performance Pulse newsletter at https://performanceintelligence.com/ #:~:text=View%20All-,Performance%20Pulse.,-Subscribe%20to%20Performance

Research suggests a significant proportion of high performers in corporate environments have undiagnosed ADHD. Their bra...
13/05/2026

Research suggests a significant proportion of high performers in corporate environments have undiagnosed ADHD. Their brains aren't underperforming. They're running a second job all day just to fit into an environment that wasn't designed for them.

The inconsistency you're seeing isn't inconsistency. It's depletion. And it follows a pattern. Leaders who recognise it can design their environments, their rhythms, and their team configurations to work with it rather than against it.

This week's question: when a strong performer has an off week, what is your first assumption - and when did you last question it?

For more tips like this, subscribe to the Performance Pulse newsletter at https://performanceintelligence.com/ #:~:text=View%20All-,Performance%20Pulse.,-Subscribe%20to%20Performance

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