DAY 1
Session One - Introduction
The facilitator introduces the course, handles domestic issues, and outlines the course aim, learning objectives and content. Participants discuss their personal
aims for the course and their fears and concerns about managing performance. Participants then discuss what they mean by “effective performance
management”
Session Two - Management and Leadership
Participants are provided with a number of potential implications for leaders who have to operate in an increasingly turbulent environment where organisational
needs, and employee and customer expectations are continually changing. Participants are asked to:
- obtain a consensus understanding of the core skills required to manage these implications
- make an initial assessment of where they are on a scale of low to high for each skill and refine their assessment as they progress through the course
Session Three - The Styles and Stages of Learning
Using a brief questionnaire and discussion, the facilitator explains how our learning and teaching styles differ and what implications this may have for us as managers. Finally, we consider the cycles of learning and how we, as managers responsible for the development and learning of our staff, can both understand and use them.
Session Four - Situational Leadership
Different styles of leadership are needed for different people and different situations. Managers must be able to change their style of leadership and the frequency and depth with which they manage their staff’s performance according to their needs and situation.
This session examines the four approaches for managing individuals - Directing, Coaching, Supporting and Delegating. It equips participants with the understanding necessary to judge the Development Levels of their staff by assessing their commitment and competence and so apply the appropriate approach. The Situational Leadership model is mapped across the previous session’s models of the learning cycle.
Session Five - Coaching and Delegating for Improved Performance
The effective leader knows that they have to achieve results, but they can also see the close relationship between highly developed staff and a successful organisation. They see coaching as an ongoing process in which they encourage and develop their staff to higher and higher levels of performance by creating an environment of continuous support, guidance and counselling. The eventual objective of coaching is to be in a position to delegate. The benefit of being able to delegate is the extra time the delegator has to concentrate on important management activity (such as the development of others!) and the increased performance of the individual. In this session participants learn how to:
- plan and structure one to one coaching discussions
- use different styles for different individuals and situations
- get people motivated to action
- deal with difficult situations
- take advantage of the day to day opportunities in the workplace
- delegate safely and effectively
Session Six - Practical Application
Participants apply the skills they have learnt to develop each other’s Performance Management skills. They use each other’s situations as an example to practise planning a performance management review.
DAY 2
Session Seven - Review of Day 1
Session Eight - Managing Performance
Effective leaders devote considerable time to gauging and strengthening their subordinates’ motivation which is reflected in their effort and concern. They balance performance and satisfaction equally, recognising that while it is important that subordinates feel good about what they are doing, this concern should not overshadow their responsibility to hold their people accountable for results.
This session looks at the generic skills required to manage performance in any organisation. Participants distinguish between the purpose and effects of informal reviews and formal assessments, including annual performance reviews. They develop checklists for each stage within their organisation’s process.
The skills needed are explored and practised including listening and questioning, reading body language and giving feedback.
Session Nine - Managing Performance in our Organisation
The performance management regimes of participants’ organisations form the basis of this session. It explores the areas that are most important to the participants. These areas include the formalities of the Business Objective and Target Setting, Competencies, Personal Development Plans, Awarding a Rating and the Appeals Procedure. Exercises will give the participants experience in handling these issues and give them confidence in justifying their decisions.
Where possible, participants should have brought with them the relevant details of the performance management systems with which they work.
Session Ten - Setting Objectives
Participants explore the differences between setting outcomes (what do we want?) and objectives (what do we have to do to get it?) and the implications of muddling the two. They practise setting effective outcomes and SMART objectives for themselves and their staff.
Session Eleven - Handling Difficult Situations
The flattening of organisation structures has brought new approaches to leadership and control. With the props of hierarchy removed, leaders have to rely more on influencing and persuasion skills rather than on position or status. This session introduces participants to a range of ideas and techniques which will develop their ability to influence others even in the most difficult of situations.
Topics covered include:
- Personal power, authority and influence
- Effective versus ineffective influencing
- Knowing what style to use and where
- Understanding others’ behaviour and influencing appropriately
- Handling ‘difficult’ people
- Saying “no”
- Persuasion skills and techniques
Session Twelve - Managing Pressure
To begin this session participants acknowledge and identify their specific stress problems, exploring what stress is and how it can both disable and stimulate us. Participants then share experiences of identified stress-inducing behaviour factors: personality, change, observable behaviour and invisible changes. After looking at how we create our states and behaviour, participants look at ways of managing stress and we concentrate on the specific areas identified by the unique group.
Session Thirteen - Review and Close
Participants review the course and produce an action plan in response to the learning points they have found most relevant to themselves and their organisations
