This document discusses coaching and feedback for employee performance and success. It provides guidance on setting goals, assessing performance, providing feedback, and addressing poor performance. The Partnership for Public Service works to inspire public service and transform government. It discusses leadership development and engaging employees to deliver results. The document also includes exercises for managers on coaching conversations and managing performance.
Team leadership in the age of Agile - Roy OsheroveRoy Osherove
More from Roy at 5whys.com and osherove.com .
In this talk Roy explores the three maturity stages of a software team, and how a team leader can adjust their leadership type based on the current phase the team is in. Roy explores common mistakes and techniques team leaders can take to make sure their team gets on the road to craftsmanship and maturity in software development.
White Paper: Managers and the Land of the Lost v00 PaperSteven Martin
Instructions for how to run an exercise to help people determine their roles and responsibilities. While originally intended to be a framework to help Managers figure out their roles in an Agile setting, this can be applied to all roles and teams.
Team leadership in the age of Agile - Roy OsheroveRoy Osherove
More from Roy at 5whys.com and osherove.com .
In this talk Roy explores the three maturity stages of a software team, and how a team leader can adjust their leadership type based on the current phase the team is in. Roy explores common mistakes and techniques team leaders can take to make sure their team gets on the road to craftsmanship and maturity in software development.
White Paper: Managers and the Land of the Lost v00 PaperSteven Martin
Instructions for how to run an exercise to help people determine their roles and responsibilities. While originally intended to be a framework to help Managers figure out their roles in an Agile setting, this can be applied to all roles and teams.
A good guide to the science of coaching and developing your employees as well as the basic skills needed as a supervisor. New supervisors will find this training helpful in making the transition from a position where they were technically proficient to one where they rely on their subordinates for that proficiancy.
In every large organization, there's a hierarchy of management that keeps the whole operation running smoothly. A good manager is able to blend into the background, changing small things here and there to great effect. Being a good manager is about leading by example. It's one of the toughest jobs out there — in part because you have to manage other people's expectations — and also because it's one of the least acknowledged tasks. Despite this, there are several tricks of the trade that will help you successfully manage all your responsibility, in style and with verve.
A good guide to the science of coaching and developing your employees as well as the basic skills needed as a supervisor. New supervisors will find this training helpful in making the transition from a position where they were technically proficient to one where they rely on their subordinates for that proficiancy.
In every large organization, there's a hierarchy of management that keeps the whole operation running smoothly. A good manager is able to blend into the background, changing small things here and there to great effect. Being a good manager is about leading by example. It's one of the toughest jobs out there — in part because you have to manage other people's expectations — and also because it's one of the least acknowledged tasks. Despite this, there are several tricks of the trade that will help you successfully manage all your responsibility, in style and with verve.
Feedback is an effective tool to use in different context, highly useful in training activities, team buildings but also organizational teams and business.
Members of Connect: Professional Women’s Network share advice for effectively delivering the good, bad and ugly.
Connect: Professional Women’s Network is online community with more than 300,000 members that discusses issues relevant to women and their success. The free LinkedIn group powered by Citi also features videos interviews with influential businesswomen, live Q&As with experts and slideshows with career advice. To learn more and join the conversation in the largest women's group on LinkedIn, visit http://www.linkedin.com/womenconnect.
ReadySetPresent (Communication PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. The foundation of all skills remains in effective communication in today's professional world. Communication PowerPoint Presentation Content slides include topics such as: Exploring the critical elements of good communication, different methods of communication, 10 slides on keys to effective listening, 6 slides on listening techniques, 10 slides on improving your listening, asking vs. telling, 10 slides on barriers and gateways to communication, 20 slides on effective business communication, why attending is important, responding to content, posturing and observing and feedback, 20+ slides on nonverbal communication, including eye contact, language barriers, how to's and more!
Initially presented in 2005
Management training session to make sure that they manage performance issues competently and fairly and without incurring unnecessary cost.
Managers will be able to differentiate between a poor and a satisfactory performance.
Managers will know how to deal with poor performance.
Managers will recognise the skills needed to deal with performance issues professionally and in a timely manner.
Webinar: A Manager's Guide to Effective 1-on-1sYouEarnedIt
Managers are one of the top five reasons employees leave companies. Why? Because managers struggle with having meaningful & effective conversations with their team.
Help your managers lead effective 1-on-1s and learn:
- The importance of creating a continuous feedback culture
- How meaningful conversations drive engagement
- Frameworks for successful 1-on-1s
- How to get buy-in & roll out a successful program
To request a demo, visit www.youearnedit.com/demo
Feedback mechanism, Types of Feedback, Positive Feedback, Developmental Feedback, Self Reflection and Self Preparation, Models of Giving Feedback, Effective Feedback, Sandwich Model, Boost Model, Aid Model, Process for Giving Feedback, How to Give Feedback
Taking the Pain Out of Performance Reviews - Webinar 03.20.14BizLibrary
In this webinar we'll discuss how to make the performance review process less painful by focusing on continuous feedback and learning opportunities.
www.bizlibrary.com/webinars
Managers and the land of the lost 2016 octSteven Martin
hat should you be doing as a Manager who is transitioning / managing in an Agile environment? Learn an exercise you can do with your Managers to help them determine what their role is in a changing Agile environment.
Providing constructive feedback on a regular basis can be a daunting task in today's fast-paced world. Therefore, it is essential to ensure that you perform performance reviews correctly when you finally get the opportunity to do so.
Is Performance Appraisal Salary Justification or Employee Development? Gatto Associates, LLC.
What have performance appraisals turned into?
• Ways to justify the distribution money,
• A play it safe approach by not giving too high or too low a rating,
• A once a year necessity, a drudgery for the boss and employee
• A justification game that organizations have to play
• An untruth based on taking a 5-point scale that turns into a 3-point scale
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
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Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
1. U.S. General Services Administration
Federal Acquisition Service
U.S. General Services Administration. Federal Acquisition Service.
Delivering Feedback
And Coaching for Success
Partnership for Public Service
May 2012
3. Partnership for Public Service
The Partnership for Public Service works to revitalize our
federal government by inspiring a new generation to serve
and by transforming the way government works
Securing the Right Talent
• Call to Serve and Annenberg Speakers Bureau
Engaging Employees to Deliver Results
• Best Places to Work in the Federal Government
Developing and Energizing Leaders
• Center for Government Leadership
Fueling Innovation
• Service to America Medals (Sammies)
4. Center for Government Leadership
Preparing federal leaders to solve national challenges by
driving innovation, inspiring employees and
delivering results
Alumni Network
5. Benefits of Coaching for Performance
Opportunity to make necessary changes or
maintain good behavior
Helps each employee develop an accurate
self-image
Facilitates mutual problem-solving
Supports a culture of learning and growth
Retains employees
7. Discussion
Turn to a neighbor and take a few minutes each to
discuss:
What challenges do you face in providing feedback to
employees and dealing with performance problems?
10. A Tool: SMART Goals
Specific
Measurable
Action-oriented
Realistic
Time-bound
11. Set Employees Up for Success
1. Assess the individual’s ability to perform a given
task based on experience and motivation
2. Reach agreement with the employee on the level of
support they need. For example:
1. Inexperienced employees may need you to: 1) teach
them what to do, 2) let them try it out, and 3) have you
closely monitor their performance and provide feedback
2. Experienced employees may need you to simply serve as
a resource for thinking through problems or removing
barriers
3. Provide support and remove barriers to success
13. Provide Regular Feedback
Feedback should be formal and informal
Begin with an open-ended, problem-solving
approach
Set aside enough time for an open dialogue
Do not allow the performance appraisal form to
dictate the conversation
“Managing Performance,” by Linda Hill and John Gabarro, Harvard Business School Note
14. 10 Guidelines for Providing
Effective Feedback
1. Make it relevant
2. Focus on the future
3. Be honest and straightforward
4. Make it timely
5. Be specific
6. Focus on behavior, not personality
7. Keep it limited
8. Be sure it's actionable
9. Explain the impact
10. End on a positive note
16. Don’t Forget About Upward Feedback
What is one thing you want me to continue doing?
What is one thing that I can do to help your
productivity? Your professional growth?
If you could get me to stop doing one thing, what
would it be (i.e., it diminishes your productivity,
morale)?
If you could get me to start doing one thing, what
would it be (i.e., it would increase your productivity,
morale)?
What else can I do to be a better colleague/
supervisor?
18. Assessing Performance
Take uninterrupted time to evaluate performance
Test your assumptions and biases
Ensure that you recognize the employee’s
strengths
Differentiate between your own actions and those
of your employees
“Managing Performance,” by Linda Hill and John Gabarro, Harvard Business School Note
19. Coaching for Improvement
Be specific
Take advantage of critical incidents
Establish a development plan with benchmarks and
timetables
Identify resources for assistance
Adapt your coaching style to the individual
Agree to next steps (set SMART Goals)
“Managing Performance,” by Linda Hill and John Gabarro, Harvard Business School Note
20. Managing Poor Performance
1. Do your homework – explore what is going on
2. If necessary, renegotiate goals or redirect
3. Spend more time observing and monitoring
performance and giving feedback
4. Describe the consequences of continued low
performance, if necessary
21. Busting Myths
It is hard to fire someone for poor performance
Firing someone takes too much documentation
Performance actions can only occur during the
annual review process
Poor performers who have been “carried” can
never be fired for performance
22. Barriers to Dealing with Performance Problems
Grievances/EEO complaints
Complicated process
Burdensome documentation
Problem will go away if you ignore it
Lack of support from senior leadership
24. Thinking about the Long Run
Create a safe space for employees to share
their long-term goals even if they don’t involve
your organization
Draw links between the skills your employees
are developing and the skills needed to reach
their goals
Find unique developmental opportunities that
will help your employees work towards their
goals
25. Coaching Simulation Exercise
In groups of three, take turns delivering and
receiving feedback:
• Discuss as a group how you would approach each
discussion as a manager (5 minutes)
• Assign one person to each of the following roles:
Manager, employee, observer
• The manager and employee should engage in a
feedback discussion; the observer should take notes (5
minutes)
• The observer provides feedback to the manager and
employee on their style and approach (5 minutes)
• Rotate and repeat the process with the next case
26. Case 1: Coaching Simulation Exercise
Michael (Manager): You are meeting with Dwight – a GS-12 who has
been with the Department for about six years and understands how to
get things done – to review his performance on a recent project.
Dwight is a great researcher and works tirelessly. However, his analysis
and reporting are often far too detailed, requiring a lot of editing.
You ask to meet with Dwight to provide him with positive feedback and
guidance about the appropriate level of detail for analyses.
Dwight (Employee): You were frustrated by Michael’s constant edits to
your analysis. You wish that Michael had more clearly explained what
he was expecting up front, as well as why he made the edits that he
did.
27. Case 2: Coaching Simulation Exercise
Michael (Manager): You are meeting with Pam – a rising GS-9 – to
review her performance on a recent project and discuss her career
goals.
Pam’s performance on your most recent project was exceptional. She
was a great team player, her work was always on time and spot on,
and she delivered a great presentation to the leadership team.
Given her marketability, management is concerned that she may be at
risk of leaving the Department sometime soon and you think that Pam
would benefit from some career path guidance.
Pam (Employee): You enjoyed working on this recent project but you
are growing impatient with your position in the Department. Many of
your friends have already gone on to bigger and better roles within their
private sector organizations. You are seriously considering leaving and
want to discuss opportunities for advancement.
28. Case 3: Coaching Simulation Exercise
Michael (Manager): You are meeting with Jim – an experienced but
overextended, GS-13– to review his performance on a recent project.
Jim nearly dropped the ball on his assignment. He ended up producing
an outstanding report, but he finished the report after the team’s
agreed-upon deadline. As a result, the rest of the team had to work
over the weekend to complete fact-checks and proofread the report.
You want to talk to Jim about his time management to prevent this from
happening in the future.
Jim (Employee): Throughout the project, you were frustrated that the
team did not provide information more regularly, which delayed your
writing, but you tried not to complain. You also want to let Michael know
that this type of work underutilizes your skills and that you would like
more challenging assignments.
29. Action Planning
What are one to three actions that you will take
upon returning to work?
What support will you need to accomplish these
tasks?
30. Stay Engaged!
Center for Government Leadership:
• Annenberg Leadership Seminars
• Excellence in Government Fellows program
• Fed Coach
http://www.washingtonpost.com/blogs/ask-the-fedcoach
Daily Pipeline
Annenberg Speakers Bureau
Service to America Medals
31. Stay Engaged!
Tom Fox
tfox@ourpublicservice.org
Laura Howes
lhowes@ourpublicservice.org
Catie Hargrove
chargrove@ourpublicservice.org