essentials of performance management
TRANSCRIPT
Essentials of Performance ManagementLeadership is about nurturing and enhancing - Tom Peters
Housekeeping
Mobile Phones Breaks Restrooms Note taking Class participation Introductions
Why is performance management important?
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
What can happen?
= Increased labour turnover
Keys to performance management
Communication Understanding personality differences Consistency in dealing with issues Motivation and reward Focus on helping not punishing
Effective Communication
What is Communication?
The process of exchanging
information and ideas
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 Verbal50%
Verbal10%
Vocal40%
How we communicate
I didn’t say he borrowed my book
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 Verbal50%
Verbal10%
Vocal40%
4 Elements of effective communication
1. Talk behaviour, not personalityPersonality = what we are Behaviour = what we do
We cannot change what we are We can only change what we do
4 Elements of effective communication
1. Talk behaviour, not personality
4 Elements of effective 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”
4 Elements of effective communication
2. Be specific
4 Elements of effective 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”
4 Elements of effective communication
3. Listen Actively
4 Elements of effective communication
4. Provide Feedback
Positive
Constructive
Negative
None
4 Elements of effective communication
4. Provide Feedback
4 Elements of effective communication
1. Talk behaviour, NOT Personality2. Be Specific3. Listen Actively4. Provide Feedback
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
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
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
When communication gets difficult
Steps for pulling back
Essentials of Performance ManagementLeadership is about nurturing and enhancing - Tom Peters
DiSC MODEL OF BEHAVIOUR
OUTGOINGLIKES
CHANGEFAST PACED
RESERVEDDISLIKES CHANGE
SLOWER PACED
DiSC MODEL OF BEHAVIOUR
TASK FOCUSED
PEOPLE FOCUSED
TASK FOCUSED
PEOPLE FOCUSED
DiSC MODEL OF BEHAVIOUR
OUTGOINGLIKES
CHANGEFAST PACED
RESERVEDDISLIKES CHANGE
SLOWER PACED
DiSC MODEL OF BEHAVIOURD
The ConductorSomeone 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
DiSC MODEL OF BEHAVIOURi
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
The SupporterSTEADINESS
DiSC MODEL OF BEHAVIOURS
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
CONSCIENTIOUS
DiSC MODEL OF BEHAVIOURC
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
The ConductorSomeone who tends to take charge and make quick decisions
TENDENCIES:Assertive, Direct, Decisive, Bossy, Competitive, Aggressive, Demanding, Confrontational
The Socialiser Someone who tends to seek out others and interact with and influenceTENDENCIES:Enthusiastic, Expressive, Warm, Optimistic, Talkative, Impulsive, Easily Distracted, Noisy, Disruptive
The SupporterSomeone who tends to
be easy going, gentle and considerate of
othersTENDENCIES:
Patient, Cooperative, Stable, Reliable, Consistent, Passive, Stubborn, Slow to
Change, Conflict Averse
The AnalyserSomeone who tends to
abide by rules and pays attention to
detail
TENDENCIES:Precise, Orderly, Quiet, Careful,
Conscientious, Critical, Picky, Fussy, Worrisome, Perfectionist
CONSCIENTIOUS
STEADINESS INFLUENCE
DOMINANCE
TASK FOCUSED
PEOPLE FOCUSED
OUTGOINGRESERVED
ROLE PLAY 1 - MANAGER
ROLE PLAY 1 - EMPLOYEE