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Essentials of performance management
- 1. Essentials of Performance Management Leadershipis about nurturing and enhancing - Tom Peters
- 2. Housekeeping Mobile Phones Breaks Restrooms Note taking Class participation Introductions
- 4. Why is performance managementimportant? Contributes to the bottom line Improves employment relationship and communication Aligns performance with BR Groups values, goals and objectives Helps maintain high levels of performance Identifies learning and development needs Aids in succession planning Lets employees provide feedback
- 5. What can happen? =Increased labour turnover
- 6. Keys to performance management Communication Understanding personality differences Consistency in dealing with issues Motivation and reward Focus on helping not punishing
- 7. Effective Communication What isCommunication? The process of exchanging information and ideas
- 8. How we communicate Vocal - What you hear Tone of voice Clarity Expressiveness Non-Verbal - What you see or feel Verbal - The words you say Non Verbal 50% Verbal 10% Vocal 40%
- 9. How we communicate Ididn’t say he borrowed my book
- 10. How we communicate Vocal - What you hear Tone of voice Clarity Expressiveness Non-Verbal - What you see or feel Facial expressions Eye contact Posture Gestures Verbal - The words you say Non Verbal 50% Verbal 10% Vocal 40%
- 11. 4 Elements ofeffective communication 1. Talk behaviour, not personality Personality = what we are Behaviour = what we do We cannot change what we are We can only change what we do
- 12. 4 Elements ofeffective communication 1. Talk behaviour, not personality
- 13. 4 Elements ofeffective communication 2. Be specific “I am concerned about your punctuality. You have been 15minutes later for work for the last 3 mornings. Can you please explain to me why?” Instead of “You have a bad attitude towards your job”
- 14. 4 Elements ofeffective communication 2. Be specific
- 15. 4 Elements ofeffective communication 3. Listen Actively Paraphrase – “Listening to you it seems as if…” Reflect – “So you are saying you have been trained in this before” Silence – Questions – “What other possibilities are there”
- 16. 4 Elements ofeffective communication 3. Listen Actively
- 17. 4 Elements ofeffective communication 4. Provide Feedback Positive Constructive Negative None
- 18. 4 Elements ofeffective communication 4. Provide Feedback
- 19. 4 Elements ofeffective communication 1. Talk behaviour, NOT Personality 2. Be Specific 3. Listen Actively 4. Provide Feedback
- 20. Barriers to effective communication Time Lack of interest Not focused Feeling unwell or tired Use of judgement Closed mind Discomfort with the topic Distractions Distance Other people
- 21. When communication gets difficult Sometimes we are faced with situations and people who provoke a strong response in us. It is important to remember that we always have a choice in how we respond. Option A • Defend our opinions • Prepare our response • Look for evidence to support our opinions • Discount evidence the contrary Option B • Put your opinions on hold • Listen actively and without judgement • Look for new information • Stay open to changing your opinion CHOOSE
- 22. When communication gets difficult Steps for pulling back Notice your emotional reactions and judgements Freeze your reactions and put it aside Put your attention back on the other person
- 23. When communication gets difficult Steps for pulling back
- 24. Essentials of Performance Management Leadershipis about nurturing and enhancing - Tom Peters
- 25. DiSC MODEL OFBEHAVIOUR OUTGOING LIKES CHANGE FAST PACED RESERVED DISLIKES CHANGE SLOWER PACED
- 26. DiSC MODEL OFBEHAVIOUR TASK FOCUSED PEOPLE FOCUSED
- 27. TASK FOCUSED PEOPLE FOCUSED DiSCMODEL OF BEHAVIOUR OUTGOING LIKES CHANGE FAST PACED RESERVED DISLIKES CHANGE SLOWER PACED
- 28. DiSC MODEL OFBEHAVIOUR D The Conductor Someone who tends to take charge and make quick decisions DOMINANCE THEY ARE THEY VALUE MAY BE LIMITED BY Self-confident Results Lack of concern for others Direct Action Impatience Driven Authority Insensitivity Forceful Winning
- 29. DiSC MODEL OFBEHAVIOUR i THEY ARE THEY VALUE MAY BE LIMITED BY Enthusiastic Social Recognition Impulsiveness Charming Collaboration Disorganisation Optimistic Relationships Lack of follow-through Talkative Action The Socialiser INFLUENCE
- 30. The Supporter STEADINESS DiSC MODELOF BEHAVIOUR S THEY ARE THEY VALUE MAY BE LIMITED BY Helpful Stable environments Too accommodating Supportive of others Collaboration Indecisiveness Defending others Appreciation Avoids change Cooperative Opportunities to help
- 31. CONSCIENTIOUS DiSC MODEL OFBEHAVIOUR C THEY ARE THEY VALUE MAY BE LIMITED BY Accurate Knowledge/Data Overly critical Worrisome Stability Isolates themselves Detail oriented Quality Over-analyses Independent Precision The Analyser
- 32. The Conductor Someone whotends to take charge and make quick decisions The Socialiser Someone who tends to seek out others and interact with and influence The Supporter Someone who tends to be easy going, gentle and considerate of others The Analyser Someone who tends to abide by rules and pays attention to detail CONSCIENTIOUS STEADINESS INFLUENCE DOMINANCE TASK FOCUSED PEOPLE FOCUSED OUTGOINGRESERVED
- 33. ROLE PLAY 1- MANAGER ROLE PLAY 1 - EMPLOYEE