Tom LaBonte, who wrote 'Building a New Performance Vision,' noticed that even when new performance consultants do partner, they tend to aim too low. Performance consultants spend less time delivering interventions and more time doing analysis, evaluation, and partnering. The HPI process helps move clients from unreasonable demands to open possibilities. But human performance improvement, or HPI, requires partnership with the client and other stakeholders because, typically, all aspects of the performance project will fall outside the authority and resources of the performance consultant. Most performance projects involve a number of causes and interventions that cross boundaries and require buy-in from several teams or units, so partnering with the right players is important in order to get access and resources. Good performance consultants aren't lone rangers. They become team players who involve others and identify key stakeholders and supporters. Good performance consultants generate improved performance, and that's possible only when we address root causes and key performance deficiencies instead of slapping bandages on annoyances.