In this exclusive interview, we sit down with Jon Prince, Founder of The Perception Coach Ltd, who brings a unique perspective to executive development. With nine years as a professional poker player before transitioning to coaching CEOs, elite athletes, and high-stakes performers, Jon offers insights into the mental frameworks that separate sustained peak performance from occasional breakthroughs.

Drawing from both the high-pressure world of competitive poker and work with senior executives, this conversation explores the hidden perceptual blind spots that limit leadership effectiveness, the critical parallels between decision-making under uncertainty and executive leadership, and the practical strategies that enable consistent performance at the highest levels.

Whether you're navigating complex organizational challenges, seeking to build more collaborative teams, or looking to sustain peak performance over the long term, this discussion reveals how shifting mental frameworks can translate directly into measurable business results. From uncovering hidden expectations that create team dysfunction to developing the self-awareness needed for strategic decision-making under pressure, Jon's insights offer a roadmap for leaders ready to elevate both their mindset and their impact.

1. Your approach centres on shifting perceptions and limiting beliefs. What are the most common perceptual blind spots you see in senior executives, and how do these mental frameworks actually limit their leadership effectiveness? Can you walk us through how changing perception translates into measurable business results?

We all have blind spots, and that’s why working with someone outside of your world can be so helpful to help you see them. One of the most common blind spots I see is hidden expectations. We all have expectations, and when they aren’t communicated clearly, they can lead to a breakdown in communication and performance. Often, successful senior team members have extremely high standards, which are what led them to the success they have created; however, when these expectations are unconsciously projected onto the team, it can often have negative effects. For example, expecting people to never make mistakes, to always be available or to be more proactive. When these expectations are not communicated or matched by others, it can create frustration for senior executives and also put undue pressure on the team members, creating a disconnect. By turning these expectations into agreements, the team can manage workload and pressure in ways that are open, clear and manageable. They can discuss if they are willing to meet the expectations, explore what is realistic and what support they might need to achieve them. This opens up the communication channels and allows for more accountability to take place and ownership to be taken by the team. The result is a more collaborative environment, where people feel included and valued, reducing stress on the senior executive and promoting togetherness, productivity and leadership in the team.

2. You spent nine years as a professional poker player before transitioning to mindset coaching. What parallels do you see between high-stakes poker decision-making and executive leadership under pressure? How do the mental skills required for consistent performance in poker apply to leading teams and organizations?

Many of the challenges I faced in poker translate directly into business and life. Poker pushed me to the limit both mentally and emotionally, due to the high levels of uncertainty, having to make quick decisions under pressure and handling many factors I had no control over. In poker, I couldn’t control my opponents or the cards I was dealt; I could only control how I chose to respond. Taking control of what you can control and accepting what you can’t and being clear on these is vital for success. I often have clients write a list of what they can and can’t control, and look at where they try to control what they can’t, which can be very eye-opening. Also, one of the biggest blocks to performance is mental interference. The key is to manage your state of mind so you stay consistent during challenges and don’t react to the doubts, fears and worries that will naturally arrive. It requires a blend of both strategic decision-making and trusting your intuition, as you make decisions into the future with limited or incomplete information. Developing self-awareness is the single most effective skill here, as most pressure is created by our internal reactions to the situations we are in, not the situations themselves. Low levels of awareness lead to emotion-based and reactive decision-making. Higher levels of awareness lead to clearer, strategic and empowered decisions.

3. You work with CEOs, elite athletes, and high-stakes performers. What separates those who perform consistently at the highest level from those who have occasional breakthroughs but struggle with sustainability? What practical strategies do you use to help leaders maintain peak performance over extended periods?

This is a great question. Firstly, having a clear purpose is important, that’s knowing why you do what you do. Also, discovering and aligning with what is most important to you is what keeps people in the game long term. As Jim Rohn said, “When the why is clear, the how is easy.” When your path matches your values, it’s easy to stay on it. In my experience as a coach, I see that those who reach the top of their profession for long periods of time do it for the love of it, and not just to make money or for external reasons. Next, I recommend that clients commit to rituals and routines that generate consistent success. Consistent results require showing up daily, whether motivation is there or not. Practice doesn’t make perfect, it makes permanent. Sustainability requires a lifestyle and identity that match the results you want. For some, that’s practising meditation and gratitude daily, for others it’s working out or planning their day and setting clear intentions. This is generated through high levels of commitment and accountability. As a coach, I help my clients see when they are off course so they can get back on track quickly. I also find creative ways to keep them accountable. Finally, rest and space are an important part of creating long-term success and avoiding burnout, which kills motivation. By setting and keeping strong boundaries, not only do you gain respect from others, but you are also able to maintain the energy levels required to perform at the highest levels over the long run. Often, I encourage clients to take time off their phone or out of their business, and when they do, they find they are more motivated and excited to return to it after some needed time out.

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Resources

Website: theperceptioncoach.com

‍Instagram: https://www.instagram.com/theperceptioncoach/‍

Jon's new book: https://www.theperceptioncoach.com/start-before-youre-ready