A (DRAFT) Practitioners Guide

Everything you need to know to deliver a HPtE Strategy™ and achieve sustainable high performance.

  • HPtE Strategy™

    The case for change and a new model for sustainable high performance.

  • The Road Map

    The Plan, the Steps and the Measures.

  • The Practitioner

    Practitioner Development, Tips and a Community of Practitioners.

What is HPtE?

High Performance through Engagement

You know how people ask for more money than they need and then go and spend it all? You know when there is a great idea to improve things and people resist implementing it? You know when people spend more time protecting themselves than doing the work that is required?

Wouldn’t it be great if we could get better synergy between commercial responsibility, continuous improvement for consumers AND create a constructive culture? A High Performance through Engagement Strategy guides people to seek out cost-effective improvement opportunities, deliver more consumer value, strengthens peoples ability to solve problems, reduces conflict, builds resilience and creates better working relationships.

HPtE delivers sustainable high performance in any organisation. It delivers this by finding synergy between the three necessary conditions of Commercial Responsibility, Consumer Value and a safe, secure and satisfying Culture. These are known as "The 3C's".

HPtE forms a commitment to “The 3C’s” by everyone. It begins with a formal joint ‘Declaration’ between the Executive and the Employees (including their Unions if employees are represented). It includes the development of Leadership that facilitates people to improve the work system rather than telling people what to do and how to do it. It prioritises improvement ideas for the greatest return on money and time. People learn to collaborate, innovate and engage through problem-solving. A new way of thinking and behaving evolves where the conflict that once wasted so much time and money dissolves.

The result – better working relationship, more time and more money.


“The thing for me is recognising that, as a business leader, you have a responsibility to lead a company for the future, leaving it in a better place in five, 10, 15, or 20 years' time. My job is to make sure that commercials are strong, the customer experience is great, the culture of the organisation is constantly improving.” 

– Christopher Luxon, CEO, Air NZ

Who is this guide for?

This guide is for people looking for a way to create sustainable high performance in either their own or their client's organisation.   It is for CEO’s, Senior Leaders, HR Teams, Union Leaders, Consultants and Practitioners.

It is for people who recognise that the industrial model of control and efficiency is no longer fit for purpose in a fast-changing world and who want to make the transition to a more facilitative and adaptive model of work.

It is for anyone involved in a high performance through engagement initiative. Whether you call it HPtE, HPE or HPHE, it is written for you as you navigate the challenge of a significant paradigm shift.

Ultimately,  this guide is for anyone wanting to create better working relationships.  It is about working relationships that bring out the best in people, creates an environment for growth and is safe, secure and satisfying.  Better working relationships are the key to sustainable high performance at an individual, team and organisational level.

If that resonates with you come and join us.

Why it says "DRAFT" ...

... and why it is FREE for you right now!

"Write a book" they said.  That has been the advice from many of our clients as we help them to build HPtE  capability inside their organisation.

The problem is that HPtE is gaining momentum, there are limited practitioners in the world, we are getting pretty busy already and, writing a book takes a long time to get published.  On the flip side,  we want (because our clients need) to make this knowledge available to HPtE Practitioners right now.

It turns out that if you apply the methodologies I will write about in this guide the best solution to this dilemma is to publish a Practitioners Guide as a draft on this platform and keep writing and editing it as I go.  That is a win for our clients, a win for us and, if you are not already a client, a win for you. 

Better Working Relationships - Sustainable High Performance through Engagement is the working title of this guide. I am adding sections as I complete them. Please click "Get started now" so we can deliver each new section, hot of the press, to you right here online.  We will let you know by email as we add more content. And please comment. Your comments will make this a better guide for everyone.

We wouldn't expect to pay for something that is unfinished and we don't expect you to either.  When it can be published we will put a price on it - until then it is Free and, if you register now, it will always be Free to you.

Explore, learn and start practising HPtE so everyone can experience the satisfaction of sustainable high performance.

Thank you for the opportunity to be of service.


Karl Perry

It's FREE ... until it is published!

When it can be published we will put a price on it. Until then it is Free and, if you register now, it will always be Free to you.

Table of Contents

About Karl Perry

What others have to say:

General Manager (VP) of Continuous Improvement | Including Operations Research & PMO

Patrick Behrendt

General Manager (VP) of Continuous Improvement | Including Operations Research & PMO

I’ve had the absolute pleasure of working alongside Karl as we introduced a more collaborative workplace across Air New Zealand. Karl has a unique and extremely valuable skill set within the philosophy and practical implementation of High Performance Engagement. He has rich and real capabilities in this space to think and engage strategically with internal and external stakeholders, build effective and improved working relationships, and facilitate workshops & training sessions across all levels of complex organisations. His toolbox and methods, combined with his deep understanding of human and organizational psychology, enable him to be a trusted & impartial partner and advisor. I would absolutely recommend Karl to any organisation serious about creating a High Performance Engagement workplace.
Head of Planning Engineering and Maintenance

Ian Gower

Head of Planning Engineering and Maintenance

Having worked with Karl now on several different projects, I can highly recommend​ him when methodical unbiased problem solving, team development coaching or Collective Agreement Negotiations are required. The experience, methods and tools Karl uses, help break down the issues into a clear and concise picture, without the conflict we have had in the past. The time spent "Setting the Scene" with Karl, will greatly reduce the overall time it would normally take to work through problem solving or negotiation. Once again, I highly recommend Karl as your next business mentor, coach or facilitator.
Group General Manager Business Performance

Sarah Williamson

Group General Manager Business Performance

Air New Zealand is working towards being a more collaborative workplace. As part of this change a number of steering groups have been put in place with multiple (union/employee/employer) team members, and a number of new ways to problem solve issues have been introduced. One of these is an interest based problem solving technique. Karl was engaged to provide facilitation to enable stakeholders to work through an employment issue that had been around for some time. There are a limited number of facilitators endorsed to provide assistance with collaborative problem solving within Air New Zealand. Karl brought to the table a range of frameworks and methodologies to tussle with the issue, managed the inputs and interests of the stakeholders, resulting in a successful outcome. I would confidently re-engage Karl in the future for his facilitation abilities.
Manager, Risk - Strategy, Policy and Planning ICT

Alexandre Medarov

Manager, Risk - Strategy, Policy and Planning ICT

Karl is a results oriented, dynamic business leader and coach to his team and the cross functional teams he supports. Karl is incredibly professional in all of his interactions internally and with customers and partners. Karl is engaged, close to the business and conducts business with a unique blend of technical and business savvy. Karl is the ultimate team player and skillful at balancing the needs of the customer with the needs of the business to find mutually acceptable solutions. Everyone who interacts with Karl finds value in the interaction. He is an incredibly valuable asset to the organization and destined for tremendous career growth in the short and long term.
Chief Executive Officer

Steve Worsley

Chief Executive Officer

I worked with Karl whilst at the Department of Labour. We used his skills to facilitate some developmental workshops in respect of how we could apply our services to SME's and how we could contribute to improving productivity within the businesses we worked with. Karl's excellent facilitation skills and ability to see the big picture and keep us on track not only made the numerous sessions we had enjoyable, but extremely valuable. He had the ability to quickly grasp the needs of our organisation as well as gain a good understanding of our role. This enabled him to facilitate in a very effective and professional manner and we all benefitted from his expertise.
General Manager

Dawn Handforth

General Manager

Karl has been consulting to NZALPA since July of 2013. NZALPA recommended Karl to Air New Zealand when they were seeking external High Performance Engagement facilitators in late 2014. He was the highest scoring candidate and has successfully facilitated a number of challenging issues using the HPE approach including the establishment of a HPE Jet Pilot Steering Committee, a base closure (involving multiple union parties) and a number of complex contractual issues. Moving from a traditional combative and conflict-based relationship toward a more collaborative approach is not an easy task. Karl is able to remain a neutral and impartial facilitator while guiding the parties through sometimes complex and emotive problem solving.
Vice President of Flight Operations

Richard Nanton

Vice President of Flight Operations

I had the privilege of working with Karl to overhaul and re-engage a pilot workforce that had started to feel disenfranchised. This disenfranchisement had taken place over a number of years and the trust had broken down to the extent that industrial action was undertaken. This industrial action was unique and that the trust between the pilots and management had been lost. Following the industrial action there were two possible ways forward. One was continue in the old way, and hope it got better or try something radical. As with all changes they are unique and require unique skill sets. These unique skills were what Karl brought to the situation. It was clear that a mindset change not based solely on individuals or our individual relationships but one built around process would be the only way forward. Karl, brought that capability along with the capability of articulating a new concept and what it would mean to both the Company and employees. This articulation and the coaching that Karl invested into the process showed significant results in a short space of time. Whilst trust would only come with time, the work Karl put into us saw the first pay deal following industrial action delivered to a satisfactory conclusion for both parties. This conclusion was only possible as a result of working together to overcome mutual obstacles. The work that Karl did was not only invaluable to the Company but also brought a new sense of involvement to the pilots. Whilst the concepts that Karl coaches are simple, the way that Karl delivers them is key to an understanding that no matter what challenge is presented it can be overcome for the benefit of both the Company and employees.