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