What you will learn:
Are you still scratching your head at how to entice managers to embrace yearly performance reviews?
Are you looking for a simple and surefire way to improve employee performance and reach established targets?
Don't worry, it is within your grasp.
If you asked any manager or executive what their favorite time is in the yearly calendar, it would unanimously be “performance review time.” Not!
Why is this? It’s a long story. Traditional performance reviews were created to manage and oversee work and increase productivity. It’s been over 100 years since Elton Mayo, the father of human resources measured the relationship between productivity and the work environment. You would think we would have a clue by now. It’s not for lack of trying. The term performance was introduced in the 1960s, then came performance management in the 1970s, then management by objectives in the 80s, and on and on. The reality is that managers dread the annual process because they are viewing it from the wrong end of the telescope. They have not learned (or been taught) how to use the process effectively. Employees dread the process because their managers see it as an afterthought and are bad at it. Most of the review is done by memory and that only goes back about a month or two. The conversations tend to focus only on the end results, bonuses (or how not to pay bonuses), and devolve into what the employee is doing wrong. This in turn leaves the employee confused, disconnected and frustrated. You get the picture.
So, what is the cure? Employees need opportunities to put their skills and abilities to the test. They need guidance and this takes an investment by the manager into that person’s potential. It takes thoughtfulness and preparation and a focus on “how” great results are achieved. It takes a present and future focus on the things that the person is doing well and what they can work on to improve – quarter by quarter. People love to see progress against goals.
This 90-minute Elective is focused on helping people leaders make a fundamental mindset shift in how they view the performance management process and how they can best step into the role as a developer of talent.
Key Take Aways:
- Embracing the role as a developer of talent
- Introduction of the P-PAC Coaching Model
- The magic of endorsements
- Earning the right to give critical and actionable feedback
- Clarification between coaching for performance and coaching for development
- Cheat sheet for conducting successful 30-minute performance conversations
- Yearly chart of conversations
About the instructor:
Rob Salafia is an Author, Speaker, Facilitator and Executive Coach.
Rob combines two decades of experience as a top leadership development executive with a well-established career in the performing arts. He has a passion for coaching leaders to develop their presence, tell compelling stories and establish authentic connections. He is the author of – Leading From Your Best Self: Develop Your Executive Poise, Presence and Influence to Maximize Your Potential (McGraw-Hill).
As an executive coach, Rob finds great satisfaction in guiding leaders through personal transformations as well as transitions to more senior roles. He is hightly skilled at helping senior executives and leadership teams enhance team effectiveness and prepare for strategic presentations.
What is unique about Rob is that for the first half of his career he was a performing artist where he traveled the globe delivering his unique, one-person variety show. He utilizes the skills learned to coach senior executives to become excellent speakers and leaders.
Rob is a lecturer in MIT Sloan School of Management and an MIT Leadership Center Master Executive Coach. He is certified in the PRINT® Assessment to reveal one’s Unconscious Motivators®.
Over the past 20 years Rob has worked with a multitude of Fortune 500 companies in the capacity as a speaker, executive coach, learning partner and workshop facilitator. These include, Harvard Business School, Discover Finanical Services, Alexion Pharmaceuticals, PepsiCo, TJX, Publicis Sapient, ING Bank, NN Group, News Corp, Sony Music Entertainment, Thought Ensemble, Metro AG, Philips International, Alliance Bernstein, and Fidelity Investments.
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Suggested Length90 min
# of Employees40
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