because your employees are your business

Performance Coaching Conversations Training

Conversations to Optimize Employee Performance and Potential



These programs build the skills of your managers and employees to engage in ongoing performance conversations.  The focus is on more frequent and forward-looking dialogue versus reviewing past performance.



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   

Learning Objectives

  • 1.  Developing the Capacity to Take Advantage of Feedback and 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
Give Feedback and Coach for Performance Like a Pro

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
  • Finding the words to address issues as they arise.  

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 re-frame 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.



The result of offering both programs is that  everyone has equal access to the skills and tools needed to participate in two-way dialogue about performance. 

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