Performance Coaching and Counselling Presented by William Gresse
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
3.
Effectively use the following PERFORMANCE INTERVIEWING SKILLS:
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
