Slide 2 Leadership | Innovation | Quality Competency-Based
Performance Management Training Refresher Module: Performance
Conversations Slide 3 Leadership | Innovation | Quality What
characteristics make up a positive performance conversation? 2
Slide 4 Leadership | Innovation | Quality Positive performance
conversations Open Frank Respectful 2-way dialogue (and listening)
Productive Clear key messages and outcomes Not... Defensive One-way
Demoralizing Defocused Etc. 3 Slide 5 Leadership | Innovation |
Quality Things to consider... 4 Read review and background
carefully Note differences and gaps Prepare key messages and any
challenging messages Use open-ended questions, create conversation
Plan carefully for difficult conversations environment,
documentation, timing, advice required, etc. Remember constructive
feedback principles your objective is for the feedback to be heard
and acted on Give the employee time to prepare Slide 6 Leadership |
Innovation | Quality Planning performance conversations 5
Environment: Find a space that is comfortable and neutral to all
parties Ensure the space is quiet and there are no distractions
Process: Begin the conversation with an example of positive
performance Provide a balance of constructive and positive feedback
Slide 7 Leadership | Innovation | Quality Planning performance
conversations, contd 6 Frequency: Providing feedback often promotes
alignment in the assessment of performance between the manager and
employee Promotes familiarity and comfort with the process Timing:
Schedule the meeting in advance Choose a time that works for both
parties Ensure all parties are emotionally ready Slide 8 Leadership
| Innovation | Quality Difficult conversations 7 Act calm: Ensure
your demeanor is calm; if you are feeling frustrated, find a safe
way to vent like writing it down before the meeting so this has
been cleared Keep it brief: Try to keep your part brief and
concise, and get to the point quickly; the earlier and more the
employee talks, the less defensive they will be and the more
insight you will get into the root of the problem Establish a
dialogue: Try not to follow a prescribed set of questions; build on
the responses you are getting. The point is to lead the employee to
examine their own behaviour Have an action plan: End the meeting
with a solid action plan that all parties agree to and are
committed to actively participating in Slide 9 Leadership |
Innovation | Quality 8 And after the conversation...?
