Manager's Workshop

Conversations to Optimize Employee Performance and Potential

Coaching Performance Forward

talkPerformance management today is about helping employees move forward versus assessing the past.  Transitioning managers from the mindset of annual reviews and ratings to the ongoing conversation model requires new skills, tools, and opportunities for continuous performance conversations. Talking candidly with employees about performance does not come naturally for most managers.   This program gives managers the tools and skills to engage in "coach-forward" conversations that emphasize what is working now and how to be even more effective moving forward. 

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.  

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


How Many of Your Employees Have Untapped Potential?

Off-Target performance should be handled right away.  The reality is that most performance issues are mishandled or ignored, resulting in a pattern of missed expectations.  We cannot go backward, but we can start from today.  

This workshop increases the ability of your people managers to:

  • Build the capabilities to transform employee performance by increasing the frequency and quality of conversations.
  • Analyze performance and develop non-threatening feedback messages that can be heard and are comfortable to deliver. 
  • Use the Performance Continuum Insight Method to accurately and tactfully address Off-Target Performance in a direct fashion, but avoid the tendency to blame and criticize, leading to more cooperation, trust-building, improved interpersonal interactions, and higher performance. 

Participants learn how to: 

1.  Reinforce and recognize strengths and good performance

2.  Redirect off-target performance (emphasizing future performance expectations versus shortcomings)

3.  Transition from the traditional manager role of evaluating and document performance to a develop and       coach-forward mindset.    


Audience:  People Managers    Duration:  half-day

Learning Objectives

  • 1.  Map Employee Performance Effectiveness

    Use the Employee Performance Continuum model to identify the six-employee performance types.  Utilize the Continuum as the starting point to differentiate performance and strategically plan performance conversations. 

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

    Apply an algorithmic method to deconstruct performance concerns, big and small. 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.  Verbalize Disruptive or Unproductive Behaviors  

    Disruptive behaviors slow others down, cut into productivity, diminish engagement and can drive good performers out the door. Find the words to talk about performance issues rooted in behavior.

  • 5.  Give Positive Insight 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.