Agrippa Consulting president and TEDx speaker Paul Rulkens is on the Cold Star Project to talk about high performance culture. What does it take to achieve, and how can space founders create one? Host Jason Kanigan asks Paul:

How has your education and experience as a process engineer affected your views on business and company culture/change?
Other than Jay Abraham, who has a different take on the concept than you, you’re the only other person I’ve seen strongly promoting the strategy of Preeminence. What does Preeminence mean to you?
How do you encourage others to use Preeminence as a positioning strategy? What does it mean for execution/fulfillment/delivery? How does Preeminence impact operations?
You’ve developed the concept of Strategic Quitting. What is this and how do you apply it? Are there any circumstances where it would be a BAD idea?
Let’s dig into “High performance culture”: What do you mean by the phrase?
Is it actually achievable by organizations, or a pipe dream sold by management consultants?
How do you recommend leaders start on the development of a high performance culture? Or should it somehow “organically develop”?
How dependent on hiring great people is a high performance culture?
Managing change seems to be a big part of what you help organizations with. BUT: Is that even a term you use? What kind of process do you use to go about it, even if under another name or conceptual framework? Can you share some horror stories and successes in the field? What should leaders be looking for as red or green flags?



Agrippa Consulting, Paul Rulkens High Performance Mastermind, Keynote Speaker website: https://paulrulkens.com/

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