1. Performance Management Skills for
Managers
Course Highlights and Agenda
Not all performance management issues are negative. With this in mind the programme is split
into too critical areas:
1. Dealing with poor performance
2. How to turn good performance into great performance
Many training programmes fail to acknowledge that while it is essential that managers deal with
the effects of poor performance, they should also be devoting significant amounts of time and
resources to helping the good performers in their teams to “raise their game” to new heights.
Managers invariably find themselves spending the bulk of their time dealing with the
performance of their weakest team members. This is usually at the expensive of investing more
time with the strongest team members, who are often responsible for the bulk of performance
success. This course will help you address this all too common inbalance!
Agenda
Understanding the Rationale for Performance Management
Why performance management is one of the biggest challenges facing 21st century
managers
Assessing the performance cultures:
- Organisational
- Department
- Team
- Individual
Understanding the role of performance management in gaining the competitive edge
Applying different performance standards and measures
Performance management vs. disciplinary processes
EXERCISE: Practical group discussion: what works well for you and what needs to improve?
The Importance of Pre-Empting Performance Issues
The early warning signs that performance issues need to be addressed
Do you have a performance management problem ora HR problem?

2. What pre-emptive actions do you have at your disposal as a manager?
How to assess the likely impact of the issue
Linking performance management challenges to the appraisal process
Why most managers bury their head in the sand rather than addressing performance
issues at the early stages
How to approach the initial stages of a performance management problem
- Get your facts 100% accurate
- Assessing if the problem lies with the person or the situation
- Getting past the implied issue to the explicit issue
- De-personalising the situation
EXERCISE: Practical group case study: how would you manage the performance of key
individuals?
Dealing with Poor Performance – A Manager's Survival Guide
Understanding the usual root causes of poor performance
The importance acting swiftly - damage limitation
Getting to the heart of the real problem
How deeply can you probe without compromising the rights of the employee?
What is perceived to be the problem is unlikely to be the real cause
Addressing a sudden drop in performance
Ensuring your practices are compliant with modern HR constraints
Presenting the business case for improvement
Critical assessment: how likely is it that the issue can be solved through a performance
management process?
Assessing when it’s appropriate to involve HR in the process
EXERCISE: Poor performance situations for group discussion, practice and feedback
Implemementing a Performance Management Process: A Best Practice Approach
Preparing a case for performance management
- Problem
- Expectation
- Gap
How to communicate with the team or individual concerned
Preparing for the emotional impact:
- Anger
- Resentment
- Apathy

3. - Hysteria
- Depression
Ensuring you take the person out, but leave the problem in
How to diffuse emotionally charged scenarios
Preparing for a performance management meeting
Conducting a positive review when there is no improvement
EXERCISE: Responding appropriately to different emotions and characteristics.
Essential Communication Skills
Set the rationale (business case) for the process being implemented
How to illicit detailed feedback
Present expectations, requirements, outcomes and objectives – explicitly
Check for shared understanding, compliance and commitment
Setting tangible, performance focused objectives
Managing time-scales, feedback and work-flows
Clarifying agreements and expectations from all parties
EXERCISE: Examining real-life situations that delegates are invited to bring with them
Motivation and Performance Management
Keeping them motivated during the performance management process
Striking the balance between fear and reward
Understanding motivational triggers
- Individual
- Team
How to de-motivate in one easy lesson!
Empowering individuals through recognition, challenge, delegation and feeling valued
Using money as a motivational tool
Reviewing progress and rewarding successes
EXERCISE: Motivation – what makes you and your team tick?
Applying Performance Management Principles to Team
Getting to grips with the performance differences between teams and individuals
Identifying the root causes of mediocre team performance
- Toxic individuals

4. - Negative influence
- Environmental challenges
- Unrealistic expectations
- The human impact of change
Identifying what changes can be made immediately
Implementing a team-wide performance management process
The importance of empowering and motivating teams through times of change and
uncertainty
Differentiating between reward and motivation
Empowering individuals through effective delegation
EXERCISE: Questionnaire, analysis and discussion of team behaviour versus performance
The Role of the Manager in Maintaining High Levels of Performance
Why accepting personal responsibility and ownership for performance is a number one
priority
Creating and environment where individuals and teams can thrive – what does the team
need from you?
Are goals, objectives and requirements clearly communicated in your department?
- If yes, how do you know?
- If no, why not?
Ensuring subordinates really understand what is expected of them
- Before laying blame, assess how well tasks and functions were delegated and
communicated
There are two options available to every manager when performance is an issue: take
action, or not take action
- Assessing the impact and pros and cons of each option
Keeping cool under pressure – a practical approach
EXERCISE: Practical group discussion: what works well for you and what needs to improve?
Turning Good Performers into Great Performers
Consistency in approach when reviewing team performance
Benchmarking core competencies and spotting potential
Taking developmental risks and follow-through in decision making
The manager as a coach in propelling performance to new heights:
- Abilities in assessing staff development needs
- Coaching techniques
- Coaching qualities
A model for coaching

5. Succession planning and staff retention factors
EXERCISE: Practical group discussion: Question the question, how good are you at developing
your team?
Time Management Review - Where are You Spending Most of Your Time?
Reviewing the cyclical performance curve and the impact on key result areas.
Understanding why we can be subjective instead of objective with performance issues
Who are your A star performers and how do you value their contribution – what lessons
can be learned?
Planning and prioritising your time between A, B and C star performers – what is your
ratio calculation?
Identifying the hidden, silent superstars in your team and tapping into their potential
Who offers the best return on investment, and how do you apply your findings?
EXERCISE: Key questions to make you challenge your logic and question your approach!
What You Will Learn
You will be taken step by step through the intricacies of managing poor and good performance,
covering everything from how to run performance reviews; setting benchmarks and objectives;
key motivational considerations; the role of the manager in maintaining performance and many
other key topics.
No other training programme looks at the practicalities of performance management in such
detail. If you ever have to manage and minimise the effects of poor performance, this course will
dramatically increase your chances of a successful and desired outcome.