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Performance Management Core Series
Managers will participate in a comprehensive 1 to 2 year program with a “building block” series of workshops that incorporate their personal Harrison Assessment and Leadership Impact Survey results for immediate action planning and application.
The Performance Advantage™ Core Program is a series of inter-related workshops designed to develop a leader’s understanding of management impact on performance and strengthen abilities to diagnose causes of non-performance, take action to improve results, conduct successful individual and team coaching and development, and more effectively communicate in workplace conversations and formal performance assessment reviews.
Each workshop engages the participant by integrating their personal Harrison Assessment and Leadership Impact Survey results in conjunction with the competencies developed, to examine the impact of their behavioral tendencies. The resulting action plans create immediately opportunities to transfer improved leadership to the workplace.
Balancing the Paradoxes of Performance Leadership – 1 Day Workshop
The “Balancing the Paradoxes of Performance Leadership™” workshop focuses on developing participants’ leadership ability by increasing self-awareness, self-reflection, and self-management as a foundation to developing others, managing organizational dynamics, and holding people accountable in a way that builds trust and inspires commitment, loyalty, and high performance. Participants learn the potential of balancing paradoxical traits to improve individual and team communications, strategic judgment, decision making, and process and project management. In addition, they examine the impact of power bases and differentiate the leverage of personal power versus position power.
Performance Based Management™ – 1 Day Workshop
The primary role of leadership is to facilitate and inspire performance that produces organizational goals and objectives. The key to successful leadership is the application of methodology to the performance management process. Like any other competency, a methodology allows for replication and continuous improvement. Without a methodology, managers can't bring the discipline and rigor to leadership practices that result in more consistent, predictable, and successful outcomes.
Performance Based Management™ energizes managers at all levels with the Performance Advantage™ Method… a diagnostic decision tree/thought process that prompts leadership action and incorporates a leader's own style, resulting in a performance management system that is grounded in leadership and performance principles that correlate with high performance and employee retention and satisfaction. The Performance Advantage™ creates effective managers who take action… the right action, at the right time. Using video vignettes case studies, personal assessment, tools, and engaging activities…this workshop will introduce the Performance Advantage™ Method and managers at all levels of the organization will learn how the quality of leadership action for various performance situations is the main influencer on performance results. When leadership action is appropriate, effective employee reaction is predictable. When leadership action is inappropriate, ineffective employee responses are predictable. In this session participants will learn to take control of the quality of their leadership actions and the quality of employee performance.
Business Results
Learning the Performance Advantage™ Method, managers acquire the disciplined thought process through a decision tree set of questions and examination of appropriate responses, which can be readily applied to their routine performance management responsibilities. The results are improved:
· Employee retention
· Employee performance
· Organizational objectives
· Quality of work life
· Performance interventions
· Manager/employee communications
Workshop: Performance Based Coaching™ – 1 Day
“One Size All”—fits no one well and everyone poorly! And one size fits all performance coaching fits employees worse. Every individual does not relate well to the same style of coaching and performance feedback. Research confirms that performance coaching must vary with the individual and the situation in order to maximize performance levels and maintain strong manager/employee relationships. Coaching is the most critical activity for managers and supervisors to get a return on the investment of their time and influence—the two resources they have for managing the performance of others. The quality of this influence is dependent on the ability of the manager to be flexible in the way they coach performance. Managerial flexibility is determined by how well a manager utilizes behavior patterns that consist of specific behavioral paradoxes (behavior traits that on the surface seem opposing) that must be understood and mastered in order to improve their coaching style range and accurate performance assessment.
Behavioral paradoxes that impact a manager's influence ability include:
-Authoritative behaviors and Collaborative behaviors - balancing individual decision making with shared decision making.
-Enforcing behaviors and Warmth/Empathy behaviors - willingness to hold people accountable, yet expressing positive feelings and affinity towards others.
-Analytical behaviors and Intuitive behaviors - using facts and evidence to assess performance, while simultaneously using personal 'hunches' and gut instincts.
This challenging and highly engaging workshop includes personal assessments, case studies, coaching simulations, and performance diagnostic activities. This innovative workshop is powerful and pragmatic and based on a simple model of how to adapt coaching behavior-why and when! Performance Based Coaching™ is a process that organizes behavioral choices into a tactical model for effective performance coaching—and provides a framework that recognizes employee performance differences, instructing managers on how best to adapt their behavior accordingly. Without mastery of the influencing behavioral paradoxes managers are left with “reactive” approaches to performance management.
Business Results
- Clarity and alignment of performance expectation.
- Improved performance diagnostic skills regarding results and motivation
- Performance driven coaching behavior adaptability
- Dealing with performance problems—quickly and effectively
- Improved individual and work group performance
- Positive impact on employee motivation and retention
- Improved manager/employee relationships
Workshop: Managing Workplace Discussions – 1 Day
Not every aspect of business is visible. Meaningful dialogue is one example. It is the place where work gets done. It is the place where objectives are set, feedback is given, problems are resolved, praise is received, support is offered, and where trust and relationships are maintained or restored. In a very real sense, a business is the sum of a thousand everyday conversations. Yet, far too often these performance conversations are not dynamic and responsive, but are instead uncomfortable, stiff, or just plain non-productive. Recent research shows that:
- 40% of employees have a topic they want to discuss with their manager, but say they cannot.
- Employees with issues they want to discuss are 20% less engaged with their jobs.
- Employees with issues they want to discuss are 30% less satisfied with their development.
Closing this conversation gap in the workplace can be one of the most significant contributors to a healthy and high-performance work environment. Productivity, discretionary effort, tenure, and employee satisfaction are all enhanced by the amount and quality of workplace conversations. Skill deficiency in this area will lower the commitment of employees, especially high performing employees who know their talents can be taken elsewhere.
This workshop engages managers and supervisors in an activity based session that will develop their interpersonal communication skills and provide a framework for holding effective performance and workplace conversations. This session will give managers a higher return on their time and influence—the two resources they have to invest in their employees.
This workshop helps managers understand and execute effective conversations about performance, development and success at work. This workshop addresses paradoxes effecting communication including:
-Certainty behaviors and Open/Reflective behaviors: the ability to feel confident in one’s opinions while being open to reflect on new information or another’s viewpoint.
-Frank behaviors and Diplomatic behaviors: the ability to be straightforward, direct to the point, and forthright while using tactfulness in appropriate situations.
-Enforcing behaviors and Warmth/Empathy behaviors: the ability to insist upon necessary rules being followed while expressing positive feelings and affinity toward others.
Business Results
- Increased employee productivity.
- Improved relationships between manager/supervisor and employees.
- Positive impact on employee retention.
- Increase in employee discretionary effort.
- Higher degree of employee engagement in the goals and objectives of the organization.
Workshop Overview: Performance Problem Discussions – 1 Day
Dealing with problem performers continues to be one of the most important issues facing managers and supervisors. Managers consistently report that problem performers (1) take up too much of their time and (2) are the most difficult situations they have to deal with. To be effective in these situations and have a chance of turning problem performance around, managers must feel confident and comfortable dealing with conflict, using confrontation skills, keeping control of performance discussions, and making timely interventions. The worst course of action a manager can take is to let problem performance continue, since the only result is unacceptable levels of tolerance for poor performance while the results and efforts of high performers are dishonored.
The Harrison Assessment™ behavioral paradoxes that affect a manager’s ability to coach for performance include:
-Frank behaviors and Diplomatic behaviors: the ability to be straightforward, direct, to the point, and forthright while using tactfulness in appropriate situations.
- Assertive behaviors and Helpful behaviors: the tendency to put forward personal wants and needs while responding to others’ needs and assisting or supporting others to achieve their goals.
-Enforcing behaviors and Warmth/Empathy behaviors: the ability to insist upon necessary rules being followed while expressing positive feelings and affinity toward others.
The purpose of this workshop is to provide managers and supervisors with the skill sets to coach effectively when faced with problem performers. This session will enable managers to keep problem performance discussions focused on the performance problem, keep control of the discussion, and require future focused performance commitments from the employee. Managers and supervisors will learn a framework for handling problem performance interventions that will be reliable and replicable.
Business Results
- Positively confront problem performance in a timely manner.
- Maintain positive relationships between manager and employee in difficult situations.
- Improve the consistency in the accountability process.
- Improve performance expectation and goal clarity.
- Improve overall employee satisfaction and tenure.
- Problem performance situations are often emotional and difficult for everyone involved. With skill proficiency, managers and supervisors can intervene in a timely fashion and have a greater chance of turning performance around while simultaneously keeping a positive relationship with the employee.
Workshop: Expectations, Measurement, & Accountability (EMA) – ½ Day
A critical indicator of employee productivity and employee retention, according to the recent research regarding high performance, is, “knowledge of what is expected of me at work.” The manager’s first responsibility in performance management is to provide clarity regarding performance expectations. Yet, today many managers struggle with how to ensure clarity around outcome based performance expectations and priorities. This workshop will provide the framework and skills to ensure performance expectations are clear, understood, and measurable.
Effective Performance Measurement is dependent on three critical variables… clarity on what is expected, clarity on acceptable standards of performance, and a method of measurement that clearly communicates the level of performance against the acceptable standard. The performance management process is hindered when unreliable performance measures are in place. This workshop will help managers put in place a performance measurement process that eliminates the unintended consequences of a poor measurement process... conflict between employees and managers and employees and other employees, less than desirable employee motivation at work, a performance management process that is not respected and valued by employees; and performance levels that are below optimum and allows poor performers to get by.
Expectations, Measurement, & Accountability Skills Lab:–1.5 Hours
5-10 participants participate in a “hands-on” session, during which they apply the skills developed in the EMA workshop. They choose one to two of their employees and develop the performance objectives for the upcoming year. A skilled facilitator will coach and reinforce the competencies from the EMA session to ensure self-reliance on the manager’s part. The output from this session can be transferred directly into a Performance Management System.
Workshop: Managing Delegation & Initiative/Meeting Management– 1 Day
To foster quick and responsive performance within an organization, initiative and responsibility must be placed and kept with the appropriate person. Often the initiative and responsibility for performance has escalated too high in the organizational hierarchy. The result is a slow-paced performance culture, where responsibility is avoided and time and money are wasted as people ‘wait’ to be told what to do. To combat the phenomena of initiative and responsibility malaise in organizations, managers and supervisors must master specific skills. They must maintain initiative and responsibility with the right people and move the organization toward an interdependent culture where initiative and personal responsibility are the norm. Dependent performance cultures doom an organization in today’s fast-paced marketplace. Keeping performance initiative in the proper place is a key managerial responsibility and can most effectively be accomplished with mastery of delegation skills. For many managers, delegation and creating a culture of self-initiative are difficult tasks to execute, but one of the most important skills for them to possess. This session also addresses the fundamentals of planning and conducting effective outcome based meetings with linkage to opportunities for delegation and creation of initiative.
Business Results
- Develop skills for keeping performance initiative with the right person
- Develop skills for ensuring that personal responsibility is maintained
- Define the critical steps and considerations of effective delegation
- Develop the skills required to execute effective delegation discussions
- Plan and deliver effective outcome based meetings
Workshop: Applied Performance Based Coaching™ – 1 Day
The Applied Performance Based Coaching™ workshop reviews and applies competencies developed throughout the Performance Advantage™ Series integrating a highly interactive, case-study approach. Based on the award winning movie, Twelve O’Clock High, that is humbly dedicated to those Americans, both living and dead, whose gallant effort made possible daylight precision bombing. They were the only Americans fighting in Europe in the fall of 1942. This is their story. Twelve O’Clock High is a story about leadership in the Army-Air Corp during World War II. The story is based on facts and real events that took place in a B-17 bomb group stationed in England during the early part of the war. The movie was nominated for four Academy Awards in 1949, and is considered by many critics to be among the best American films ever made.
This film serves as an advanced case study in applying the principles of leadership. The case is a “study” of a patient who was acutely ill and who becomes extremely healthy. The patient was not a person, but an organization and provides a longitudinal study of successful change in a complex organization. Although the case takes place in a military setting, the performance issues which occur are not unique to the armed services. The issues presented are common to businesses of any size, governmental agencies, hospitals, and school systems. This case study experience must not be viewed with a focus on the military or war…but as an opportunity to learn more about issues in leadership of team and organizational performance.
Participants, whether formal or informal leaders, will gain an insight into how poor performance can be improved through effective leadership and how performance can be modified by unfreezing existing behaviors, changing past behavior into more effective behavior, and then stabilizing the new behaviors of individuals and groups. Participants will use their personal Harrison Assessment™ results to become self-aware of their leadership strengths and blind spots and be provided an opportunity to practice performance readiness and leadership style diagnostic skills.
© Harrison Assessments and Impact Achievement Group. BestWork is an independent affiliate of IAG.
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