workbook - naturally loyal · 2021. 1. 27. · managing performance masterclass | workbook master...
TRANSCRIPT
![Page 1: Workbook - Naturally Loyal · 2021. 1. 27. · Managing Performance Masterclass | Workbook Master |© Naturally Loyal Setting Expectations Re-establishing expectations 1. Define/re-define](https://reader036.vdocuments.site/reader036/viewer/2022071503/6123b34f29897346092f71af/html5/thumbnails/1.jpg)
Workbook
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Managing Performance Masterclass | Workbook Master |© Naturally Loyal
Preparation
What is my role in managing people’s performance?
On a scale of 1-10 how confident am I now in managing performance?
What do I find most challenging?
What would I like to achieve from this masterclass?
What influences people’s performance?
What impacts my team’s performance in general?
What is impacting my team’s performance right now, or likely to impact
them in the near future?
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Managing Performance Masterclass | Workbook Master |© Naturally Loyal
Setting Expectations
Re-establishing expectations
1. Define/re-define what good looks like
2. Focus on the end result
3. Lead by example
4. Same rules for everyone
5. Most critical and non-negotiable
6. Set metrics and communicate these
7. Train in your way from day one
8. Provide resources
9. Communicate when exceptions
10. Empower people to take ownership
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Managing Performance Masterclass | Workbook Master |© Naturally Loyal
Skill & Will
Different people need different levels of support and encouragement. Each person is likely
to have differing levels of enthusiasm for a task (will) and capability (skill). Depending on
where they sit on this matrix will require a different approach.
Some people may sit in different boxes for different tasks, so whereas they may be very
proficient and enthusiastic about some jobs, there may be others where they don’t
perform so well and need either more guidance and support or more engagement.
Don’t leave the Star Performers to get on with things. Unless we keep an eye and on them
and stretch them they can easily gravitate towards the left and become disengaged.
The Skill Will Matrix
'The problem child'
ENTHUSE
'The Star Performer'
STRETCH
'The under-achiever'
DIRECT/MANAGE
'The Apprentice'
GUIDE
High Skill
Low Skill
Low Will High Will
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Managing Performance Masterclass | Workbook Master |© Naturally Loyal
7 steps for new tasks
1.
2.
3.
4.
5.
6.
7.
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Managing Performance Masterclass | Workbook Master |© Naturally Loyal
4 stages to doing something new…
Assessing what guidance they need
.
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Managing Performance Masterclass | Workbook Master |© Naturally Loyal
I can’t do that
When you ask someone to do something and they tell you they can’t, what do they really
mean?
I can’t do that! 6 possible reasons why?
I didn’t have time ~ Why not?
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Managing Performance Masterclass | Workbook Master |© Naturally Loyal
Longer Term
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Managing Performance Masterclass | Workbook Master |© Naturally Loyal
Monitoring Performance
When to hold performance discussions
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Managing Performance Masterclass | Workbook Master |© Naturally Loyal
How to tune in
What to look for and listen for
Observe body language, tone and what they say
It is amazing how much information you can read from someone’s physiology about the
state he or she is in.
Build rapport: Once you have rapport you’re more likely to establish trust and get people’s
attention; they’re open to hearing what you have to say and you are more likely to have
agreement. When people are like each
other they like each other
~ Match the level of energy, emotion
or passion
~ Use the same vocabulary or
expressions.
~ Position of head, shoulders, spine,
arms, hands and torso
~ Facial expressions e.g. animated,
frowning, smiling
How we say it
How you say something contributes over a third of how that message comes across; it’s
partly your tone but also how quickly you speak, your volume, where you put emphasis
and the level of energy in your voice.
How do you come across? If you want to inspire confidence and build trust with your team
be positive, confident, interested, supportive.
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Managing Performance Masterclass | Workbook Master |© Naturally Loyal
Giving Effective Feedback
Why give feedback?
Johari’s Window
Things they
know
Things they
don’t know
Things I know Things I don’t
know
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Managing Performance Masterclass | Workbook Master |© Naturally Loyal
Structuring your feedback
A
I
D
Timing and Planning
Your approach
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Managing Performance Masterclass | Workbook Master |© Naturally Loyal
Regular reviews
Considerations
Why
Time
Buy in
Preparation
Connection
Schedule
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Managing Performance Masterclass | Workbook Master |© Naturally Loyal
3 Core Questions
Follow up question
Making them work
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Managing Performance Masterclass | Workbook Master |© Naturally Loyal
Ask the right questions
To get people talking use 'open' questions, starting with the words:
Powerful Questions
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Managing Performance Masterclass | Workbook Master |© Naturally Loyal
Listening to the answers
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Managing Performance Masterclass | Workbook Master |© Naturally Loyal
Dealing with poor performance
Your goal
It’s tempting to delay a discussion on poor performance until the next review is due; but the
quicker you deal with it the better.
Why performance drops
Task
Person
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Managing Performance Masterclass | Workbook Master |© Naturally Loyal
Structure
7 Pitfalls
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Managing Performance Masterclass | Workbook Master |© Naturally Loyal
Listen to your language
Yes, but
You can’t,
It’s company policy
You have to try
You need to improve, try harder, do better, pull your
socks up
If you… then…
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Managing Performance Masterclass | Workbook Master |© Naturally Loyal
Fluff Busting
Because we all filter or delete information it can mean the information we receive or
questions we get asked are very general or vague, making it difficult for us to fully
understand the question, issue or action required. In order to take appropriate action it
may be necessary to drill down to get specifics. Here are some to watch out for:
Fluff busting
Generalisations, exaggerations, distortions
Abstracts
Comparisons
Rules and Blocks
This degree of precision is not appropriate in every situation so only use it when it is
important to really understand what others mean. Maintain rapport, not make people feel
they are under interrogation.
This is one reason to avoid using the question ' why?' It can often leave people on the
defensive and looking for excuses or justifications. Each of the above examples work
better by using what we call 'softeners' where you start the question with expressions such
as ' I'm wondering what…….'
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Managing Performance Masterclass | Workbook Master |© Naturally Loyal
Time for Action
What did I learn today
1.
2.
3
What will I action By When
1.
2.
3.