A
highly interactive and practical 2-day training programme that will
equip line managers with the necessary interpersonal, coaching and
counselling skills to address poor employee performance and behaviour,
and improve their motivation and productivity.
Client
Comments
"Many
thanks, I found the Performance Coaching and Counselling workshop
to be extremely valuable. Since attending it, I have had the opportunity
to use many of the skills taught, with excellent results." Nienke
Huizinga - Retail Manager: Made In New Zealand
"Thank
you very much for an excellent training course. I benefited greatly
from it." Di Gilbert - Sales Manager: Regency Duty Free Stores Ltd
"I
found the training programme to be of great value as I was able
to put into practice the skills and techniques learnt immediately.
I have already experienced positive effects / outcomes and feel
much more confident in dealing with staff performance issues - both
positive and negative." Mike
Willis - Assistant Regional Manager: Tower Insurance
"The
Performance Coaching and Counselling Workshop has given me a logical
framework within which I can operate - a structured and logical
approach to this tricky aspect of management. I wish I'd done this
course years ago." Andrew
Osborn - Manager Automation Systems: Industrial Research Ltd
This
competency-based workshop is highly practical and interactive in
nature, with lots of role-playing to practise the skills learnt.
It incorporates many handy tools and instruments to plan for and
guide line managers through the coaching and counselling interviews.
TARGET AUDIENCE
This
skills-packed workshop is aimed at all levels of management,
including team leaders, as well as staff members aspiring to become
team leaders or supervisors.
WORKSHOP
OBJECTIVES
At
the conclusion of this workshop, participants will be able to:
1.
Conduct
PERFORMANCE COACHING SESSIONS with their employees whenever
their work performance or behaviour is not up to standard,
by:
Following
a proven performance
coaching process (also provided on a laminated "prompt
sheet" for use back on the job: steps, tips and principles)
Giving
praise where progress has been shown
Being
assertive in giving corrective feedback where there are
remaining areas for improvement
Using
facilitation skills in involving the employee to self-appraise
his/her own performance, and to elicit ways for improvement
Understanding
the three main cause categories of poor performance or behaviour,
in order to identify the root cause/s
Understanding
and utilising 13 skills of good performance coaches
2.
Conduct
a PERFORMANCE
COUNSELLING INTERVIEW whenever an employee's work performance
or behaviour falls well below standard, or is repeatedly below
standard, by:
Understanding
when stronger action than coaching is required
Gathering
the necessary information, and planning an appropriate counselling
strategy (considering the personality of the employee)
Following
a proven performance counselling process
Being
firm regarding non-negotiable performance standards
Not
getting personal, but sticking to the facts, and pointing
out the negative impact of unacceptable performance or behaviour
Ensuring
the employee's commitment to an agreed plan of action (and
by following up on this)
Retaining
- and even enhancing - the employee's level of self-esteem,
motivation and loyalty
Understanding
both the employee's and the employer's legal rights with
respect to performance counselling
Effective
Listening:
- Hearing vs. listening
- Tone of voice
- Body language (observing and projecting)
- Poor and good listening habits
Responding
with Empathy:
- Difference between sympathy and empathy
- Why, when and how to empathise
Facilitating
through Questions:
- Open questions
- Closed questions
- Probing / seeking information
- Paraphrasing / checking understanding
- Summarising
- Clarification
- Using the "silence" technique
Giving
Feedback:
- The Principle of "Consequence Management" and
its application
- Why, when and how to give praise
- Why, when and how to give criticism constructively
Important
Organisational Benefits:
Line
managers equipped to handle those difficult staff situations
needing confrontation skills
Performance
and behavioural issues handled in a timely and professional
manner before they get out of hand
Line
managers feeling more competent, confident, respected, and in
control
Improved
managerial assertiveness and effectiveness
A
work environment where line managers and employees know exactly
what is expected of one another
A
learning organisation where mutual feedback is encouraged (and
a feedback culture thus enhanced)
Improved
two-way communication
Increased
use of praise and recognition - with consequent motivational
benefits
Continual
performance improvement and increased productivity
Staying
on the moral and legal "high ground" when dealing with staff
performance issues
