As expectations continue to rise, and resources continue to shrink, your success as a manager depends on your ability to answer this question: How do you get the very best out of the people in your organisation?
Traditional approaches to performance management have often been bureaucratic and uninspiring – the annual appraisal discussion, the ritual of the quarterly review. A new approach to performance management is needed in the 21st Century. You must lead your people with courageous conversations – conversations which are authentic, challenging and engaging.
In this challenging and highly practical one day event, you will learn how to transform your approach to performance management using courageous conversations – an approach that will enable you to get the very best out of your people.
This course is part of our Leadership Suite.
23 May 2012, Glasgow. Venue details.
20 June 2012, Manchester
12 September 2012, London
2 October 2012, Glasgow
What you will learn:
Courageous conversations. What are courageous conversations and why do they matter? How often do you need to have them? What are the four key areas courageous conversations must cover?
Being authentic. What does it mean to be authentic? Why does authenticity matter when you are giving feedback? How to give great feedback – the ROBUST and the E2C2 models.
Challenging. Why stretch goals are better than easy goals. How to engage your people in stretch goals using the OPERA model.
Engagement and motivation. Understanding that different types of motivation are needed for different kinds of tasks. Understanding individual differences. The three things that inspire people to do creative and challenging work.
Making development a habit. How can you make personal and professional development a habit? If you have to use competencies, how to make them work. What kinds of development work best when you haven’t got the time or money to send someone on a training course?
Application. How can you apply these concepts to your organisation, whatever formal arrangements you have for performance management? Using the skill/will chart to understand your team. Dealing with poor performers and dealing with high performers.
Feedback for your Facilitator: Larry Reynolds
"Very positive facilitator with excellent knowledge and background"
"Larry is very engaging, lots of anecdotes and kept us interested."
"Excellent facilitator, credible and entertating - full marks! It made me think about issues different, I feel I have spent a valuable day. This is the first management course I have attended that I didn't feel simply stated the obvious!"
"Great facilitator! Very interactive, great presentation, informal, thought provoking, good group. Excellent workshop!"
"One of the most useful and enjoyable courses I have been on in fifteen years"
