PERFORMANCE COACHING CONVERSATIONS
Quickly develop the skills of your organization’s people leaders to provide performance-boosting feedback. Learn the essentials of analyzing performance to spot strengths and contributions. Uncover the highest impact area for development and craft non-threatening messages that can be heard and are comfortable to deliver.
Managers usually learn to give feedback by presenting a problem, giving examples, and describing the impact. This uncomfortable approach leads most people to avoid, water down, or delay important conversations. Research shows that just about 6% of managers are skilled at having candid performance conversations. The fear of engaging in a difficult or uncomfortable conversation prevents most managers from acting on the standard HR advice to: “provide feedback “early and often”. These skills don’t come naturally, but they can be learned.
Participants learn how to analyze performance, uncover the highest impact area for development, and craft non-threatening messages that are hearable, sayable, and inspiring.
See performance as a combination of Work Results and Observed Behaviors/Actions – assess performance using our visual model. Use the information to plan for the right conversations.
Use our Career Pattern visual model to help facilitate employee-driven career growth and development conversations. Gain insight into an individual’s motivations, interests, future ambitions, and next professional development phase. Learn what new experiences will help the employee feel engaged and content. See how you can help support the employee’s interests and goals. Understand the critical connection between career satisfaction and job performance.
Master the 3-key steps to formulate insightful positive feedback. The process for finding the right words is simple and powerful. The person on the receiving end gets a boost in confidence – with a whole new perspective on their strengths and positive impact.
Use a five-part formula method to unravel and understand performance gaps. Recognize and minimize unfounded assumptions, judgments, and opinions to reduce bias. Sort through complex issues to uncover the one thing that would most significantly improve effectiveness. Once you’ve analyzed and named the gap, you’re ready for the next step – finding the right words to convey the on-target performance.
Using our signature “turnaround method,” learn to reframe performance gaps into future-focused requests. Formulate the best possible wording to convey expectations with brain-friendly language that’s direct, specific, and actionable. Understand why the human brain is hard-wired to push away “constructive criticism” – instead, select wording to give difficult feedback in a well-received way.
Use the 10-Minute Questions Conversation template – a framework that presents the perfect opportunity to easily share your perspective about the employee’s positive contributions and impact – and how to be even more effective in moving ahead. Listen to learn—improve collaboration and strengthen your relationships by tuning in to the topics and questions selected by the employee. Solicit upward feedback – learn what the employee appreciates about your support and how you can be more supportive moving ahead.
“Very informative and intensive. Great new ideas. Simple but powerful ways to rethink employee performance, figure out the most critical area for improvement, and use words that don’t feel like “constructive criticism.”
“I’m an experienced manager and wasn’t looking forward to spending 4 hours in this session. Best time I’ve spent in any training. I learned new and practical ideas that will save me time and aggravation when dealing with performance problems.”
“The most valuable part of the session was the systematic approach to identifying performance issues, what words to stay away from, and better wording to get the point across without demoralizing someone.”
“I appreciated the performance problem examples and the time and instruction to apply the steps to several performance issues. Trying out the tools and steps helped cement the information.”
“I NOW have a new plan for a person that accepts feedback initially but continues to arrive late, etc.-even after progressive discipline has been initiated.”
“I was hoping this workshop would help me manage some disruptive behavior employees on my team. I’m not disappointed! Instead of generic advice, I have two strategies to practice implementation to deal with behavior issues tactfully.”
We think of performance visually:
We offer tools and training to show your managers and employees how to have candid, productive conversations about performance, expectations, and potential. Your managers will be able to confidently assess performance, identify areas for improvement, and know what to say, assuring they will give feedback early and often.
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