Coaching Poor and Marginal Performers

What Participants Will Learn…

  • Communicating your performance expectations unambiguously
  • How to get the employee in touch with what motivates him/her at work
  • Leading the performance discussion in a non-directive way
  • Keeping the conversation on an “adult-to-adult” level
  • How to position responsibility with the under performing individual
  • Recognizing good performance
  • Four effective assertive verbal approaches

Overview…

Questions often asked about performance:

  • I have an employee whose performance has been continuously and irritatingly marginal? What can I do to get him/her to do a fully satisfactory job? When should I give up?
  • What factors might motivate different people to do the job we are paying them for? How can I, their manager, tap into that motivation?
  • How can I give corrective feedback to employees so that I get my message across clearly and, at the same time, maintain their self-respect?
  • When I have to confront an employee about his/her poor performance, how do I deal with side-tracks, victim mentality and counterattacks?
  • Where does coaching fit in to all this?

Dealing with a poor performer is the single toughest task that your managers are required to do. They don’t really teach this skill at either MBA school or the “school of hard knocks.” Furthermore, most managers do not understand human motivation (beyond money) and how they can leverage an employee’s particular skills and motivators to generate solid performance.

Not comfortable engaging in these tough conversations, many managers avoid the poor performance issue altogether or, alternatively, come at it like a steamroller-threaten, shame, or manipulate the staffer to do better. What usually results is resistance, no change in behavior, lingering resentment on the part of both parties, and lower morale in the work group.

In this one-day, technique-packed workshop, learn how to conduct those difficult performance-correcting discussions and performance reviews with your employees in a non-acrimonious, problem-solving atmosphere. As a result, You will reduce your stress and position the responsibility for current performance and improvement-where it belongs-on the shoulders of the employee.

It is possible, with your influence, to turn around many employees who up-to-now have been taking up altogether too much of your time and energy. Learn how.

Points Regarding This Program…

  • Target audience is managers who seek to address staff performance in a more effective, assertive manner.
  • Participants must already be proficient in fundamental communications skills, such as listening, using questions, giving feedback and reading body language. (Our program, Core Communications Skills, covers these competencies and serves as excellent preparation for this workshop.)
  • Includes several hands-on, interactive skill practice activities.
  • Attendees have the opportunity to analyze and develop practical, customized strategies to deal with an actual “poor performer” in their department.
  • To reinforce application: Following the workshop, participants receive four short monthly e-mails with practical tips and sample scripts, not presented in class, to drive their learning deeper.

 

 

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