MGT635: Conversations to Inspire Performance

Performance management often can be approached as a top-down, evaluative process involving a stack of paperwork that’s forced upon leaders and their direct reports—with little payoff for either person.

Course outline:

• Why Change?: Learners address criticisms of the former, more traditional way of doing performance management and why it’s no longer the best approach.
• Overview of the New Approach to Performance: The facilitator reviews the organization’s new approach to inspiring performance and its importance.
• The Key Principles Connection: The facilitator revisits the Key Principles and explains their value as leadership skills. The group discusses how the Key Principles will support the organization’s performance process as well as better communication and dialog overall.
• About Coaching: Learners share examples of when people needed coaching. The facilitator reviews proactive and reactive coaching and reveals erroneous, but common, thinking that coaching is only about correcting or improving performance.
• STAR/AR Feedback for Improvement: Learners watch a video that explores feedback in depth and introduces the STAR/AR format for feedback for improvement. Using scenarios, learners review the components of STAR/AR and plan questions they will ask to seek Alternative actions and enhanced Results. The facilitator then introduces the STAR format for giving positive feedback.
• Communicating Expectations Clearly—Both Operational and Behavioral: The facilitator defines two categories of performance—operational and behavioral—and the benefits of making clear agreements about both. Learners review the SMART technique for composing well-written, effective performance goals. The group discusses more-desired and less-desired behaviors for achieving goals.
• Proactive Everyday Dialog Practice: The facilitator introduces and provides an overview of the Dialog Guide for use in everyday conversations. Using prepared scenarios and the Dialog Guide, pairs practice an everyday coaching conversation.
• Communicating About the New Approach: Learners work in teams to prepare for their role as an articulate advocate. Then they practice speaking key talking points to advocate and communicate the new conversation-based approach.

Learning outcomes:

• Conduct everyday conversations that inspire their direct reports to achieve their personal best.
• Nurture workplace relationships and grow trust.
• Give feedback for improvement that’s more comfortable for themselves and their direct reports.
• Convey clear expectations for what their direct reports should be achieving and how.
• Champion a conversation-based approach to managing performance within their organization.

Accrediting Associations:

• HRCI - 3.5 PDC
• SHRM - 3.5 PDC

Applies toward the following certificates:

• Advanced Technical Leadership
• Coaching