Managing Performance.
Make performance talks a working partnership that runs all year. Managers learn a structure for setting objectives, checking in, and handling the difficult conversations.
- For
- Anyone who conducts performance talks through the year.
- Format
- One day. In person or live virtual.
What it is for.
Managing performance is a partnership between two people, the manager and the team member, and it should not happen once a year. Done through the year, performance improves, achievements are recognized in time, and deviations from targets are caught and corrected early.
Participants work with a framework that builds collaboration into the performance discussion. They learn to help team members prepare for objective-setting discussions, to commit to follow-up check-ins, and to conduct a structured performance talk, including the difficult ones.
What you leave with.
- A structure for conducting performance talks
- Tools for assessing strengths and development opportunities
- An objective-setting formula that gains buy-in
- A strategy for helping direct reports prepare for objective-setting discussions
- A framework for follow-up
- Practice in managing difficult performance talks
Why it matters.
- Performance talks cause less stress, for the manager and for the direct report
- Results improve during the year, when it still matters
- Trust between manager and direct report builds intrinsic motivation and reduces turnover
How it runs.
- Self-assessment tools
- Short inputs from the facilitator
- Group activities
- Individual and peer-to-peer assignments