This document provides guidance on performance management and reviews. It discusses setting goals and providing feedback, including: - Establishing clear goals that support organizational success and are measurable - Providing immediate, specific, and sincere praise and feedback on progress - Correcting poor performance immediately by focusing on behavior and encouraging improvement It also outlines best practices for conducting performance reviews, such as preparing in advance, discussing strengths and areas for growth, setting new objectives, and following up after to ensure progress is being made. The overall message is that effective performance management is key to leadership success.

1. Developed by Dr. David Hays

2. In Part 4, you will learn the answers to these questions: Do you know how to set goals, provide feedback on progress, and correct performance problems? What is your level of performance in the areas of statesmanship, working with and through others; achieving results; innovation, and generating new ideas?

3. Do you model and reinforce high standards of personal and professional conduct?

5. Performance management is at the heart of leadership success It is important to have : A vision, values, leadership qualities, power of leadership position Effective leadership requires : Clearly communicating goals Coaching others to succeed Correcting poor performance

6. Performance planning Establishes direction and clarity of assignment Provides the foundation on which performance can be developed and evaluated Correcting poor performance Modify and improve performance when mistakes are made

7. According to The One Minute Manager , three leadership techniques work at all levels, in all environments: One-minute goal setting for performance planning One-minute praising for performance coaching One-minute reprimand for correcting poor performance

8. Identify three to five goals that are critical to success Write them on paper Include the individual in goal setting State why the goal is important for future success

9. Show appreciation for effort and accomplishments Based on two ideas : People need feedback as a way of tracking and sustaining progress What is rewarded is repeated Three characteristics : Praise is immediate Praise is specific Praise is sincere

10. Saved for individuals who are trained and who know what to do , but make mistakes Four characteristics : Correction is immediate Correction focuses on behavior Correction is sincere The individual is encouraged By mastering one-minute secrets : Effective leaders can raise the productivity of individuals and groups

11. Effective job performance requires: Setting objectives Measuring results Charles Schwab example: Employees had set the performance goals and enjoyed recording the results Goals must be high, but achievable

12. Peter Drucker explains the importance of setting performance objectives: Each person should have clear objectives that support an organization’s success Four major areas in which to set objectives: Quantity Quality Timeliness Cost

13. Quantity Most common method of measuring performance (output) Quality One of the most important areas for which standards apply (outcome) Timeliness Includes time factors as meeting deadlines Cost Manpower, material, machines, and methods

14. Performance objectives should high, achievable, and manageable Examples of measurable objectives for improving customer service: Develop and implement a system that allows tracking, following up, and resolving customer complaints Achieve 98% on-time delivery by Jan. 1, 2010 Develop a blue-ribbon service system

15. Performance reviews: Keep communication lines open Help motivate employees Give peace of mind to both employer and employee Employees and supervisors should be trained in: Preparation Implementation Follow-up

16. What to do before the performance review: Employees should : Consider your strong points and formulate a plan to utilize them fully Determine the areas in which you need to improve; device a plan to strengthen your performance Think about what your supervisor can do to help you improve

17. What to do before the performance review: Supervisors should : Consider your employee’s strong points Think about your employee’s weak areas and consider actions for improvement Think about what you can do to help your employee improve Provide advance notice of the performance review; solicit employee input

18. What to do during the performance review: Employees should : Explain your strengths and weaknesses Discuss issues that may not be apparent to the supervisor that hinder your performance Present ideas to improve future performance; don’t dwell on past mistakes Present what you think your supervisor can do to help you improve

19. What to do during the performance review: Employees should : Listen carefully to your supervisor’s reactions Obtain final agreement on what each of you will do. Don’t settle for “Let’s discuss this again at a later date.” Get as much commitment and agreement as possible .

20. What to do during the performance review: Supervisors should : Create a positive climate —quiet, private, and free from interruptions Tailor the conversation to suit the needs of your employee. Stop talking and listen Have your employee begin by explaining each strength and weakness in his/her own words. Provide ample time for full development of each point

21. What to do during the performance review: Supervisors should : Ask questions based on prior preparation, as well as on new information from the conversation Be open and flexible to issues that may come up that you may not know about. Take a problem-solving versus problem-blaming approach Ask how you can help your employee do a better job: listen carefully and take notes

22. What to do during the performance review: Supervisors should : Establish new performance objectives, standards, and completion dates. Make your expectations clear. Be direct and honest Write down points of discussion and agreement. Review them so that both you and the employee have the same understanding

23. What to do during the performance review: Supervisors should : Remember that a performance review involves two-way communication. Be prepared to compromise and be flexible. As the supervisor, you are responsible for resolving differences. End the meeting on an upbeat, positive, and future-focused note

24. What to do after the performance review: Employees should : Keep your supervisor informed of progress toward meeting objectives Discuss with your supervisor as soon as possible any changes that occur that affect your objectives

25. What to do after the performance review: Supervisors should : Document everything! Develop a system of checks and reminders to be sure that performance objectives are being met Show your employee that you want him or her to succeed. Provide positive reinforcement for progress made toward accomplishing objectives

26. Watch the Winning Advice and False Kindness videos shown to the left. Identify the importance of letting employees know where stand in an organization. How can leaders avoid “false kindness,” the failure to let employees know where they stand. RealPlayer required to watch the False Kindness video

27. This completes the abbreviated Leadership 101 course Best of luck in your leadership “adventures”