Performance Management

"It is very simple really, you get what you tolerate"

Please don't confuse activity with effectiveness. You can very often rush around all day, every day being very active and still be seen as a hopelessly ineffective leader. Performance management is the role of the leader in its purest form. When all the meetings have been attended, emails read and replied to, the reports written and the numbers appraised it is there, often bottom of the "to do" list but always top of the "should do" list.

Now, we know that performance management takes courage and courage is often associated with belief. If you believe you can you often will. Of course, we can't give you courage but we can give you belief. The belief that you have the skills and understanding to take performance management to the very top of your to do list.

To have a methodology and process that you truly believe in and can apply whenever and wherever it is needed. This workshop takes you from recognition at one end of the spectrum to objectively challenging poor performance at the other and positively crackles with insights all the way. We believe we can lift your self belief to the point of action. If you have the need and the courage, call us.

Workshop outline

Gives details of all the standard sessions, however we are always happy to customise this workshop to meet your specific needs.

Duration

Typically 1 day

Workshop Outline

Introduction

The workshop launches at a brisk pace with the opening designed to allow participants time to settle in and adapt to the learning environment as quickly as possible. Expectations are discussed and set with workshop operating principles being identified and agreed by all.

Defining performance management

Now we establish what performance management actually is. For some this may come as a surprise and for those who believe it is about exacting revenge, a disappointment.

It starts with me

Challenging right from the start the workshop tackles the subject of the internalist vs the externalist. We begin with the huge importance of acting on "I" and not on "We". Credibility has never been and will never be established by using "we" as a precursor to a challenging observation.

The drivers within

We are all driven by different motivators, some of us by the urge to be successful, others by the need to relate to other people and some by a sense of fulfillment. Knowing what your own drivers are and making sure that they are not driving the performance management challenge is critical. In performance management world objectivity is king.

The employee lifeline

Unique to Lindsay Mckenna Limited this model shows the path an employee takes through his or her working life and shows graphically the importance of redirection over sanction. This model has also been used as a tool for guiding employees through a performance management interview.

Objective setting

Before anybody can challenge another persons performance there must be prior agreement of the required standards of performance & behaviour. Objective setting therefore is a hugely important stage in performance management. An ambush will rarely improve performance.

The organisational context

Control over another person is never absolute. People mimic behaviour naturally and it is not good a good idea to try and challenge a person for doing something that you or somebody else does with impunity. The written rules may be one thing; the rules on the street (custom and practice) are another.

Giving recognition

Easy right? Just say "well done" or something like that. Dead wrong. There are right and wrong ways of giving recognition and getting it wrong can at best demotivate and at worst damage a previously good performer permanently. Getting it right can boost performance, create goodwill and even help to change culture!

Giving criticism

The big one. How can you criticise a person without pushing the big red ego button? How do you do it without appearing to be petrified? How do you do it in way that actually improves performance? The answers to these and a lot more questions are covered here.

Agreeing to change

One of the more frequent challenges a leader faces is the "unable to agree" barrier. Tools techniques and methods for overcoming the impasse are tabled and reviewed. Base ball bats are discouraged.

Interviewing techniques

Now we have covered how to deliver the dreaded criticism we can review interview structure in a more relaxed way. This section will not turn participants into expert interviewers but will provide an excellent foundation for performance management interviews.

The performance challenge stages

We now cover a step by step guide to managing performance from the first observation to the more serious warning.

Observation skills

Making accurate observation is essential when dealing with performance and this can be quite a minefield if not done correctly. The difference between factual observation and interpretation can be the difference between the success and failure of the performance management discussion.

Monitoring and evaluation

Any performance management challenge must be followed be a period of monitoring and evaluation. The questions are what and how and when? Some experience based suggestions are provide here.

From workshop to workplace

Participants conduct a formal review of their own contribution to the learning experience and the quality of the workshop and materials.