Manager's Workshop

Conversations to Accelerate Employee Performance and Potential 
Coaching Forward

The Challenge:  Even with the best of intentions, conversations meant to be “constructive,” can come across to the receiver as too harsh.  Naturally, people on the receiving end of critical feedback react defensively, will deflect, or rationalize a past action.  Fear of an adverse reaction or anxiety about the possible damage to a work relationship prevents most managers from addressing performance issues.  

Here’s the good news:  You can learn how to coach and inspire future performance without having to raise negative examples and criticize someone’s past actions or performance.  This program will prepare you to initiate as needed performance development feedback and engage in check-in style conversations.


This program enables managers to build their capabilities to transform performance by increasing the frequency and quality of performance feedback conversations:

  • Learn how to analyze performance and develop non-threatening feedback messages that can be heard and are comfortable to deliver. 

  • Using a coach-forward and growth mindset, new skills are learned to bypass the tendency to blame and criticize, leading to more cooperation, trust-building, improved interpersonal interactions, and higher performance.

  • Participants will learn and apply the Performance Continuum Feedback Method to identify areas for improved performance and craft "hearable" and "sayable" talking points to engage employees in dialogue that inspires future performance.  The approach is based on the work of Appreciative Inquiry, which guides the manager to describe the actions that will improve future performance. 


We start with gaining a clear understanding of how to assess performanceWork Results + Observable Behavior

Seeing clearly helps managers engage in conversations
that energize employees to do and be their best.  

This workshop increases the ability of your people managers to:

  • Transform employee performance by increasing the frequency and quality of conversations based on a proprietary performance analysis and feedback process.
  • Develop non-threatening feedback messages that can be heard and are comfortable to deliver. 
  • Use the Performance Continuum Feedback Method to accurately and tactfully address Off-Target Performance in a direct fashion, while avoiding blame and criticism.   

Audience:  People Managers    Duration:  half-day


Learning Objectives

  • 1.  Map Employee Performance Effectiveness

    Assess the effectiveness of an employee’s Work Results and Observed Behaviors. Identify on-target and off-target performance as a starting point to help strategically plan effective conversations for the five performance types:

    • High Accountable, your steady and reliable to high impact individuals
    • New to Role and Making Steady Progress
    • Low Work Output, but On-Target Behavior
    • Mid to High Work Output, but Exhibiting Value-Detracting Behavior
    • Low Work Output with Value-Detracting Behavior

  • 2.   Uncover the Key Area(s) for Development or Improvement 

    Apply a method to decipher performance problems.  Delineate between non-relevant information (the noise) to home in on the central performance concern or opportunity for greater effectiveness. 

  • 3.   Know What to Say  

    Understand why the human brain is hard-wired to push away “constructive criticism” and select brain-friendly wording designed to be direct and reduce defensive reactions. Use the Turnaround framework to re-frame negative information into a future-focused request versus a criticism.  

  • 4.  Effectively Address Disruptive or Unproductive Behaviors  

    Off-Target Behavior can lead to disruption, deplete people’s time and energy, undermine team effectiveness, create more work for the manager, slow the progress of work, and hurt an employee’s reputation.  Learn the trick to finding the right words to tactfully address issues rooted in behavior.

  • 5.  Give Positive Feedback That Goes Beyond General Comments  

    People do things we appreciate all the time.  Most employees say they don’t receive enough positive feedback or it’s too general to be meaningful.  Learn three easy steps for crafting high impact meaningful messages.

Contact us for more information