Simple choices managers can make in processes and behavioural practices that will certainly raise the performance bar in all areas of the organization’s activities.
It is a course that will align the interest of individual employees with the broader interests of the business and services of the organization. Both these interests, which the contents of the training will align, should create powerful efficiencies that will affect productivity and, hence, every employee’s performance up to the highest level.
Raising Performance Lever – Learning from Archimedes Physics
• Management making pragmatic performance choices
• Selecting appropriate tools for performance enhancement
• The resultant game-changing differences.
Revisiting the Organization’s Long Term View
o Support/build the Shared Vision
o How employees align themselves to the organization vision.
• How aggressive have we been?
• What constitutes the components of our performance?
• What may we expect in the coming few years?
Our Capability & Capacity
• What has been our service mix?
• What should it be, given the emerging environment?
• How do we assess our capabilities to meet emerging environment structure?
An Objective Assessment of What’s Happening to Aggregate Performance
An Objective Assessment of What’s Happening to Individual Employees Performance
• What have I been hired to do?
• What results are expected of me?
• What can I do to make a real difference in the the organization fortunes?
• What are my bosses’ Critical Result Areas?
• What Critical Result Areas should be for me?
The Seven Critical Assignments in Managing for Performance Improvement
1. Continuous reassessment of the economic landscape
2. Continuous agitation of achievement spirit
3. Agreement on transformation model for the organization value creation and value delivery
4. Innovating to replace performance behaviours that no longer yield value
5. Re-imagining a new and brighter year and beyond for the organization
6. Reassessment of the technology to support stronger performance
7. Changing the game in individual senior manager’s responsibilities.
Checking Individual Employee’s Iceberg of Challenges
• Self mastery
• Interpersonal mastery
• Business mastery.
Leadership Behaviours that Promote Top Performance
• Effects of Leadership behaviour on Followership behaviour
• Promotion of team spirit
• Leaders listening ear
• Reflection of personal confidence
• Leadership by example
• Delegation and supervision with expertise
• Opportunities for decision making with employees
• Communication easily understood through clarity
• Subordinates trust
• Focus on getting results through others
• Eliminating fear in among the team
Management Practices that Promote Top Performance
• Planning strategy
• Organising self
• Directing subordinate appropriately
• Control work process
• Motivating, coaching and developing the subordinates
• Communicating the way a leader should
• Enhancing own knowledge so as to guide subordinates
• Agreeing priority and measurable performance criteria
• Getting, giving and using appropriate Feedback
• Committing to self transformation using the BSC Model.
Employee Engagement to Enhance Performance
• On-going Communications over:
o what each employee gives
o what each employee gets
o employee sense of belonging
o employee perception of career growth and development
Reviewing Employees on Performance Improvement Programme
• What to expect of Level “A” performers
• What “B” Level performers may deliver
• What “C” Level performers may deliver.
• Habits to change in the way we Work?
• Habits to change in the way we Think?
• Habits to change in the way we Relate?
Planning Actions for Performance Improvement
• Specific way forward
• Specific actionable steps
• Specific responsibilities for action
• Specific timeline for action.
Registration: 8.30 – 9.00 a.m.
Class Session: 9.00 a.m. – 4.00 p.m.