Managing
Performance
Performance
Management
•
Selling the vision
• Gaining trust
• Writing performance objectives
• SMART objectives
• Setting goal areas to be addressed
• Observation and feedback
• Giving feedback – your strengths and weaknesses
• Problems providing feedback
• Overcoming resistance to feedback
• Guidelines for giving behavioural feedback
• Creating a feedback culture
Powerful
Performance Appraisals
•
What the appraisal should cover
• Preparing for the meeting
• Running the appraisal meeting
• Focusing on performance not personality
• Eliminating misunderstandings
• Differentiating the causes of nonperformance from the
symptoms
• Why don’t people do what they are supposed to
• Evaluating the results achieve
Counselling and Advising
•
What is counseling?
• Counseling as feedback
• When to and how to counsel
• Where counseling goes wrong
• Telling, selling, advising and counseling
Life
Balance and Goal Setting
•
Where am I now, what do I want and why?
• The Wheel of Life – Am I having a rocky ride?
• What needs does work satisfy?
• What other needs do I have and are they being satisfied?
• Setting clear, well defined goals
• Plan of action
• How do I make work more fulfilling?
• Taking responsibility for my own satisfaction
• Dealing with limiting beliefs about ourselves, the job
and the company
• I become who I hang around’
• What would make the most difference?
• What actions need to be taken?
• Which actions/ideas most appeal?
• What resources/skills do I need?
• What will I do first and when?
• What will I do next and when?
• Writing 2 Specific, Measurable, Achievable, Realistic,
Timed goals
Coaching
As a Business & Management Tool
•
Understanding your own coaching style
• Assessing the needs of others
• Setting the climate for effective coaching
• Assessing alternatives to coaching
• The Coaching Cycle
• Determining when and where to coach
• Working with the coaching model
• Developing a long term mentoring plan
• Pitfalls & how to avoid them
• Reviewing and adjusting as you go
• Ethical and privacy considerations
Learning
Styles in Myself And Others
•
Learning as a motivational tool
• Different learning styles
• Recognising preferences
• The power of visual, auditory and kinaesthetic
communication
• Left and right brain learning
• Writing a development plan
The
Keys to Effective Performance – How to Give and Receive
Feedback
•
When and when not to give feedback
• What happens if feedback is not given
• Giving feedback – your strengths and weaknesses
• Understanding Frames of Reference
• Overcoming resistance to feedback
• Guidelines for giving behavioural feedback
• Perceiving feedback as a gift!
• The Power of Questions
• The responsibilities of the receiver
• Creating a feedback culture
• Starting the conversation – What to actually say
• Role Play
Communicating
Performance Expectations
•
Why don’t people do what they are supposed to?
• Differentiating the causes of nonperformance from the
symptoms
• When to have a performance conversation
• The power of one-on-ones
• Writing S.M.A.R.T. performance objectives
• Communicating with high and low performers
• What the performance meeting should cover
• Preparing for the meeting
• Running the meeting
• Focusing on performance not personality
• Role Play