learning

1. Essentials of Performance
Management
Leadership is about nurturing and enhancing - Tom Peters

2. Housekeeping
 Mobile Phones
 Breaks
 Restrooms
 Note taking
 Class participation
 Introductions

4. 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

5. What can happen?
= Increased labour turnover

6. Keys to performance
management
 Communication
 Understanding personality differences
 Consistency in dealing with issues
 Motivation and reward
 Focus on helping not punishing

7. Effective Communication
What is Communication?
The process of
exchanging
information and ideas

8. 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 Verbal
50%
Verbal
10%
Vocal
40%

9. How we communicate
I didn’t say he borrowed my book

10. 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 Verbal
50%
Verbal
10%
Vocal
40%

11. 4 Elements of effective
communication
1. Talk behaviour, not personality
Personality = what we are
Behaviour = what we do
We cannot change what we are
We can only change what we do

12. 4 Elements of effective
communication
1. Talk behaviour, not personality

13. 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”

14. 4 Elements of effective
communication
2. Be specific

15. 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”

16. 4 Elements of effective
communication
3. Listen Actively

17. 4 Elements of effective
communication
4. Provide Feedback
 Positive
 Constructive
 Negative
 None

18. 4 Elements of effective
communication
4. Provide Feedback

19. 4 Elements of effective
communication
1. Talk behaviour, NOT Personality
2. Be Specific
3. Listen Actively
4. Provide Feedback

20. 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

21. 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

22. 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

23. When communication gets
difficult
 Steps for pulling back

24. Essentials of Performance
Management
Leadership is about nurturing and enhancing - Tom Peters

25. DiSC MODEL OF BEHAVIOUR
OUTGOING
LIKES CHANGE
FAST PACED
RESERVED
DISLIKES CHANGE
SLOWER PACED

26. DiSC MODEL OF BEHAVIOUR
TASK FOCUSED
PEOPLE FOCUSED

27. TASK FOCUSED
PEOPLE FOCUSED
DiSC MODEL OF BEHAVIOUR
OUTGOING
LIKES CHANGE
FAST PACED
RESERVED
DISLIKES CHANGE
SLOWER PACED

28. DiSC MODEL OF BEHAVIOUR
D
The Conductor
Someone 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

29. DiSC MODEL OF BEHAVIOUR
i
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

30. The Supporter
STEADINESS
DiSC MODEL OF BEHAVIOUR
S
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

31. CONSCIENTIOUS
DiSC MODEL OF BEHAVIOUR
C
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

32. The Conductor
Someone who tends to
take charge and make
quick decisions
The Socialiser
Someone who tends to
seek out others and
interact with and
influence
The Supporter
Someone who tends to
be easy going, gentle
and considerate of
others
The Analyser
Someone who tends to
abide by rules and
pays attention to detail
CONSCIENTIOUS
STEADINESS INFLUENCE
DOMINANCE
TASK
FOCUSED
PEOPLE
FOCUSED
OUTGOINGRESERVED

33. ROLE PLAY 1 - MANAGER
ROLE PLAY 1 - EMPLOYEE