Challenging Conversations Listen! Example of past or future conversations Brainstorm, action planning Repeated lateness, long lunch break and leaving early Capacity issues disagreement on reasonable levels Lacking team working which is causing issues

Handling Criticism Listen attentively. Ask for details. Find something to agree with. Don’t dismiss the criticism too lightly. Reflect on what has been said. Making mistakes and learning from them is an important part of your growth and development

Lunch 12.15pm – 12.45pm

Wake up call……. Stimulating the Limbic system(where all emotions reside) Stand up close eyes 30 secs Think about an individual you will be conducting performance management on Think about the best possible outcome that you would want for him/her in terms of how you want them to FEEL following the session Superhero pose

Problem Solving 1 .You can stall or delay until a decision is no longer necessary, or until it has become an even greater problem. 2. You can make a snap decision, off the top of your head, with little or no thinking or logic. 3. You can use a professional approach and solve problems based on sound decision-making practices 12.45pm – 1pm In what situations would you use these

Problem solving Define the problem Research and analyse the problem Establish a checklist of criteria List possible alternatives Evaluate each alternative Select the best alternative(s) as your solution and discuss how to implement it/them.

Session Nine: SMARTER S – Specific M – A - Measurable R - T – Achievable Realistic Timely 1pm – 1.20pm Evaluation Review

SMARTER - Performance Review How long before a performance review should you notify an employee about the review meeting? What is the best setting for a performance review? What are three possible causes of poor performance? What are some techniques you can use to help employees open up and talk about their performance? What are some behaviours you do not want to use in the review meeting? How can you prepare for the eventuality that an employee will contest your evaluation of his/her performance? What are three things you can do to prepare for an employee review? What are three things you can do to follow-up after a review? Minimum 1 week, Sandwich approach , be specific , observable behaviours, motivations , appreciative enquiry , What are three possible causes of poor performance? Lack of motivation Not enough training Conflicts with co-workers Home problems Substance abuse New equipment with which they are not yet comfortable What are BARS? Behaviourally anchored rating scales. These are standards of behaviour that are set prior to a performance review (usually by the management team as a whole) to determine what behaviours rate Exceptional, Very Good, Meets Standard, Unacceptable, etc.

The Opening Rapport Orientation Motivation The Discussion The Closing 11/2/2019 The Opening Rapport Orientation Motivation The Discussion The Closing Summary Commitment Follow-Up 10

SMARTER - Objective setting Research tells us that having clear objectives with effective measures can improve performance by over 30%. Effectively communicate, monitor and measure staff performance against objectives and standards so that you can collect the data you need to give the type of performance feedback that improves performance and satisfaction communicating objectives to your staff (and working with them to write objectives) wins their total commitment to achieving the objectives

Motivation 1-1 performance review Put together an agenda that focuses on meeting the motivational needs of the staff member. Review with the staff member their performance and job satisfaction – put the staff member first by asking for their opinion before offering your own. Agree performance evaluations step by step Hold performance improvement discussions with your staff member where you give the constructive feedback gain their agreement and offer your support.

“We take your career as seriously as you do” ….. Development Motivation Training Mentorship Coaching ALS AI Shadowing Stretch assignment Challenging & interesting work Responsibility & accountability Feeling valued Role having an impact Clear career pathways Continually learning & developing

Session Ten: Feedback Practical Form groups of 3 1 person = manager, 1 person = employee, 1 person = observer Read your role scenario 10 mins each until all have had a turn Feedback to wider group 1.15pm – 2.30pm to include feedback

SMARTER - Action Planning What changes will you want to make? What will you work on to modify your behaviour to achieve more positive outcomes all of the time? How can we turn this into an action plan? 2.30pm – 3pm Provide action plan

Bananarama 1979 “it ain’t what you do, it’s the way that you do it….”