Continuous Performance Management Training for Managers

CONVERSATIONS TO ACCELERATE EMPLOYEE PERFORMANCE AND POTENTIAL

THIS PROGRAM PREPARES YOUR MANAGERS TO ENGAGE IN YOUR
CONTINUOUS PERFORMANCE MANAGEMENT PROCESS.

CONTINUOUS PERFORMANCE MANAGEMENT TRAINING FOR MANAGERS

EQUIP YOUR MANAGERS WITH THE SKILLS AND TOOLS TO DRIVE EMPLOYEE PERFORMANCE.

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.

  • Our signature program enables people managers to build their capabilities to transform performance through performance development conversations.
  • Participants learn how to analyze performance, uncover the highest impact area for development, and craft non-threatening messages that can be heard and are comfortable to deliver.
  • Learn how to course-correct patterns of off-target performance without dredging up past infractions.
  • In place of criticism and judgment, a system of “coaching-forward/how can I help this person develop” will improve performance and strengthen the communication and connections between managers and employees.

We’ve been running this program for more than ten years (see participant feedback).

SIMPLIFY PERFORMANCE MANAGEMENT

Performance management should accomplish one thing: driving and improving the performance of all employees in your organization. Period.

It all begins with an accurate assessment of an employee’s current performance to identify:

  1. What’s working now
  2. What’s next (how to be even more effective moving forward (future contributions, development opportunities, improvement area)

Naming and describing an employee’s current strengths/contributions and near-term priorities are the foundation of performance development conversations. These skills don’t come naturally but can be learned.

METHODOLOGY AND SKILLS TRAINING

We have deep expertise using a methodology developed by founder Jamie Resker to equip your managers to:

  1. Assess employee performance (Work Results and Behaviors)
  2. Craft high-impact messages to recognize each employee’s positive contributions
  3. Identify each employee’s most important area for development or improvement
  4. Know what to say using a formula to find the right words to begin and steer a two-way conversation
  5. Use a framework for quick performance development style conversations that go beyond the typical 1:1 conversations that mostly focus on tasks, projects, status updates, and “to-do” lists

THE MOST IMPORTANT THING

Usually, there's at least one thing for an employee to stop doing, start doing, do more of, or less of. We'll show your managers a process to identify and describe that "one thing," the most critical employee performance focus area.

FINDING THE WORDS

Next, participants will learn a formula for finding direct, clear, motivational, and inspiring talking points. Your managers will have the confidence to know what to say and how to say it. The process bypasses defensive reactions without sugar-coating or watering down the information. We call this communicating in a "hearable and sayable way."

COURSE-CORRECTING PATTERNS OF OFF-TARGET PERFORMANCE

The methodology helps to re-direct problem performance. Only about 6% of managers are skilled at having candid performance conversations, so a performance issue that should have been addressed earlier has developed into a pattern spanning months or years.

For most managers, it's easier to talk about a Work Results issue and harder to talk about an off-target Behavior. Work results like job responsibilities and goals, and OKR attainment are more easily discussed. Addressing the negative impact of behavior is difficult, if not near impossible. So, most lingering performance issues are behavior-related.

Teaching managers how to talk about behaviors is our specialty. One participant called the methodology a "genius approach" for finding the words to discuss behavior.

EXPERIENTIAL WITH THE GOAL OF DEVELOPING IN-HOUSE CAPABILITIES FOR ONGOING USE

Learn by doing. While we accomplish assessing employee performance through the plotting sessions, you will also develop the capabilities to independently and confidently facilitate future sessions. Participants will learn-as-they-go. This session will further the knowledge of the managers who participated in the Conversations to Accelerate Employee Performance and Potential program.

The goal is to create a well-explored point-in-time visualization of current and planned employee performance.

How to Use the Information to Drive Higher Performance in Your Organization

Plotting is just the first step. The goal of using the Employee Performance Continuum to assess performance is not to “put people in boxes”. In fact, the process needs to be introduced in a way where people feel it is fair and will be used constructively.

The information should be used to facilitate productive conversations between managers and employees. The plotting process is intended to work with the tools and skills learned in the Conversations to Accelerate Employee Performance and Potential Manager’s program (particularly the method for assessing and redirecting problem performance).

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