Workbook - Naturally Loyal · 2021. 1. 27. · Managing Performance Masterclass | Workbook Master |© Naturally Loyal Setting Expectations Re-establishing expectations 1. Define/re-define

Workbook

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Managing Performance Masterclass | Workbook Master |© Naturally Loyal

Preparation

What is my role in managing people’s performance?

On a scale of 1-10 how confident am I now in managing performance?

What do I find most challenging?

What would I like to achieve from this masterclass?

What influences people’s performance?

What impacts my team’s performance in general?

What is impacting my team’s performance right now, or likely to impact

them in the near future?

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Setting Expectations

Re-establishing expectations

1. Define/re-define what good looks like

2. Focus on the end result

3. Lead by example

4. Same rules for everyone

5. Most critical and non-negotiable

6. Set metrics and communicate these

7. Train in your way from day one

8. Provide resources

9. Communicate when exceptions

10. Empower people to take ownership

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Skill & Will

Different people need different levels of support and encouragement. Each person is likely

to have differing levels of enthusiasm for a task (will) and capability (skill). Depending on

where they sit on this matrix will require a different approach.

Some people may sit in different boxes for different tasks, so whereas they may be very

proficient and enthusiastic about some jobs, there may be others where they don’t

perform so well and need either more guidance and support or more engagement.

Don’t leave the Star Performers to get on with things. Unless we keep an eye and on them

and stretch them they can easily gravitate towards the left and become disengaged.

The Skill Will Matrix

'The problem child'

ENTHUSE

'The Star Performer'

STRETCH

'The under-achiever'

DIRECT/MANAGE

'The Apprentice'

GUIDE

High Skill

Low Skill

Low Will High Will

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7 steps for new tasks

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2.

3.

4.

5.

6.

7.

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4 stages to doing something new…

Assessing what guidance they need

.

6


I can’t do that

When you ask someone to do something and they tell you they can’t, what do they really

mean?

I can’t do that! 6 possible reasons why?

I didn’t have time ~ Why not?

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Longer Term

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Monitoring Performance

When to hold performance discussions

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How to tune in

What to look for and listen for

Observe body language, tone and what they say

It is amazing how much information you can read from someone’s physiology about the

state he or she is in.

Build rapport: Once you have rapport you’re more likely to establish trust and get people’s

attention; they’re open to hearing what you have to say and you are more likely to have

agreement. When people are like each

other they like each other

~ Match the level of energy, emotion

or passion

~ Use the same vocabulary or

expressions.

~ Position of head, shoulders, spine,

arms, hands and torso

~ Facial expressions e.g. animated,

frowning, smiling

How we say it

How you say something contributes over a third of how that message comes across; it’s

partly your tone but also how quickly you speak, your volume, where you put emphasis

and the level of energy in your voice.

How do you come across? If you want to inspire confidence and build trust with your team

be positive, confident, interested, supportive.

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Giving Effective Feedback

Why give feedback?

Johari’s Window

Things they

know

Things they

don’t know

Things I know Things I don’t

know

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Structuring your feedback

A

I

D

Timing and Planning

Your approach

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Regular reviews

Considerations

Why

Time

Buy in

Preparation

Connection

Schedule

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3 Core Questions

Follow up question

Making them work

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Ask the right questions

To get people talking use 'open' questions, starting with the words:

Powerful Questions

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Listening to the answers

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Dealing with poor performance

Your goal

It’s tempting to delay a discussion on poor performance until the next review is due; but the

quicker you deal with it the better.

Why performance drops

Task

Person

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Structure

7 Pitfalls

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Listen to your language

Yes, but

You can’t,

It’s company policy

You have to try

You need to improve, try harder, do better, pull your

socks up

If you… then…

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Fluff Busting

Because we all filter or delete information it can mean the information we receive or

questions we get asked are very general or vague, making it difficult for us to fully

understand the question, issue or action required. In order to take appropriate action it

may be necessary to drill down to get specifics. Here are some to watch out for:

Fluff busting

Generalisations, exaggerations, distortions

Abstracts

Comparisons

Rules and Blocks

This degree of precision is not appropriate in every situation so only use it when it is

important to really understand what others mean. Maintain rapport, not make people feel

they are under interrogation.

This is one reason to avoid using the question ' why?' It can often leave people on the

defensive and looking for excuses or justifications. Each of the above examples work

better by using what we call 'softeners' where you start the question with expressions such

as ' I'm wondering what…….'

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Time for Action

What did I learn today

1.

2.

3

What will I action By When

1.

2.

3.

Documents

Workbook - Naturally Loyal · 2021. 1. 27. · Managing Performance Masterclass | Workbook Master |© Naturally Loyal Setting Expectations Re-establishing expectations 1. Define/re-define