because your employees are your business

Through training and tools, our program builds the skills of managers and employees to engage in ongoing performance conversations.  The focus people1.jpgis on more frequent, forward-looking dialogue [versus reviewing past performance].  

Organizations frustrated by the inadequacies of annual performance evaluations and ratings are turning to a more qualitative approach to performance management.  This shift requires frequent, informal, and insightful performance coaching conversations designed to exchange meaningful information about performance and expectations.  Making this shift requires more than introducing a process or telling managers to have more frequent conversations about performance.  Why?


Just 6% of managers are skilled at having candid conversations about performance.  

This leaves 94% of managers unskilled when it comes to helping employees become even better versions of themselves

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These skills don't come naturally, unless you're in the 6%,
but they can be learned through our Two-Part Program:

 


Workshop 1 (for all staff)


Expanding Your Perspective Through Others
Self Managing Your Performance and Potential

This program provides new skills and easy-to-use tools that will put you in control of managing your performance and potential in a way that supports your short and long term career objectives.  The key for unlocking your potential is learning to ask thoughtful questions that result in new points of view from managers, colleagues, and customers, etc.  Feedback gives us an additional perspective and is the key to continued improvement. Learn how to use strategies to engage others to help you develop.  Discover how everyday work interactions can offer the best opportunities for on-the-spot insights.   


Audience:  All Staff    Duration:  2.5-hours


Learning Objectives

  • 1.  Developing the Capacity to Invite Feedback and Invite Coaching
    Self manage your performance and potential by taking the initiative to solicit different  points of view from your professional network.  Asking for feedback gives an additional perspective and shrinks blind spots.

  • 2.  Expanding Your Perspective Through Others
    Learn how to engage others to help you grow.  Discover how everyday work interactions can offer the best opportunities for on-the-spot insights and on-the-job growth.  Learn the key to asking thoughtful questions of managers, colleagues, and customers that result in new points of view.

  • 3.  Asking Your Manager for Feedback
    Learn about a framework for brief, monthly, one-to-one conversations with your manager to recognize accomplishments, strengths and for discussing what’s next to focus on.  Become familiar with what you can expect from your manager and what your manager expects from you.

  • 5.  Considering the Role of Behavior
    Stellar work results are not enough.  How others experience interacting with you can make or break your reputation and ability to move up the ladder.   Explore the impact of behavior on  career trajectory, organizational culture, productivity, team dynamics, and more.  Learn how to assess your own behavior and seek input from others to balance your self-awareness.

  • 6.  Opening Up to New Insights
    Discovering yourself through the eyes of others can feel daunting.  Learn how to manage the apprehension that accompanies requests for feedback and develop the capacity to hear “need-to-know” information that could make the difference between a successful or stalled career.


 


Workshop 2 (for managers)


Engaging in Conversations to Optimize Employee Performance
A Coaching Approach to Managing Performance

In this workshop, Managers learn to help employees become better versions of themselves by: 
  • Reinforcing and recognizing strengths and good performance
  • Redirecting off-target performance (emphasizing future performance expectations versus past performance)
  • Focusing conversations on moving forward versus assessing past performance

Participants  learn to analyze performance and develop non-threatening feedback messages that can be heard and are comfortable to deliver.  New skills are learned to bypass the tendency to blame and criticize, leading to more cooperation, trust-building, improved interpersonal interactions, and higher performance. 

Audience:  People Managers    Duration:  4-hours


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 hone 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 reframe negative information into a future-focused request versus a criticism.

  • 4.  Verbalize Disruptive or Unproductive Behaviors  
    Disruptive behaviors slow others down and cut into productivity, diminish engagement and can drive good performers over to the “dark-side” or out the door. Find the words to comfortably 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.

 


 


Note:

These programs can be offered together or separately.  You'll notice that Workshop 1, Expanding Your Perspective Through Others is for "All Staff".  This means that non-managers and managers all participate in Workshop 1. Additionally, managers attend Workshop 2, Engaging in Conversations to Optimize Employee Performance.

For example, if you have 100 total employees and 20 are managers, then:

  1. All 100 employees participate in Workshop 1 and additionally,
  2. the 20 managers participate in Workshop 2

 We point this out because many people familiarizing themselves with the Employee Performance Solutions approach are accustomed to:

  1. Separate programs for managers and non-managers or
  2. Training for managers only, because performance management has traditionally been a responsibility assigned to supervisors.

The result of this approach is that everyone has equal access to the skills and tools needed to participate in two-way dialogue about performance and mutual expectations.
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