1. Building Leadership Capacity Maximizing Performance Case Studies
Slide Intent
Cover slide
New Reality Leadership
Copyright New Reality Leadership, LLC

2. Group Question
How much time do you spend each day or week addressing people challenges…or managing performance of employees?
Write an approximate number of hours per week on a Post-It
What would it be worth to you to cut that time in half?
What would you do with your extra time? 9
Slide Intent
Provide exercise instructions.
Key Messages
Show slide and ask them the first question.
Using a Post-It Note, ask them to write how my hours per week they spend coaching employees on policies or addressing performance issues.
Ask the second and third questions while collecting the notes. Put the notes on a chart and add up the total hours. Write that number on the chart.
Facilitation Notes
In one group of 15 people, they averaged 8 hours per week of coaching challenging employee issues. That equals 120 hours per year or three weeks of time per person. Or, 150 weeks of time for the group. While we will not get to zero, if we could cut that time in half, that equates to 75 weeks of time to focus on growing the business.

3. Objectives Learn how to coach employees during difficult situations.
Increase leadership confidence by knowing and applying company policies.
Calibrate how leaders respond to employees to ensure consistent application of company policies.
Slide Intent
Present objectives.
Key Messages
Share objectives.
Facilitation Notes

4. Agenda
Discuss and address policy and performance challenges you face from employees.
Discuss actions and additional training support you need going forward.
Slide Intent
Present the Agenda.
Key Messages
Adjust the agenda as needed for your session.
Facilitation Notes

5. 1. Getting Started: Three Scenarios
Review each case.
Describe the potential time and costs if the leader does not handle the situation in the correct way.
Slide Intent
Practice the process as a large group to see how it works.
Key Messages
There are three short scenarios under Getting Started.
Read or have a person read one at a time. Discuss question 2 on the slide as a large group.
Can do one, two or all three cases.
Facilitation Notes

6. 2. Exercise: Employee Scenario Cases
The cases in your workbook are divided into three categories:
Policy Questions
Subjective Questions
Complex Situations
We will work through a few scenarios today.
In your groups, determine how you would respond to the assigned questions or scenario.
Be prepared to share your responses with the other groups.
Slide Intent
Work in groups to discuss the cases.
Key Messages
There are three types of scenarios. You can focus on one kind of question for this session or pick questions from each section. This session starts the process. Address additional situations as an on-going learning activity in subsequent meetings or as part of regular staff meetings.
Divide the class into groups (3-5 people). Assign each group several situations (3-6). Allow them to discuss these questions for minutes depending on the complexity of the selected issues.
Debrief
Allow each group to describe how they would approach the scenario. Ask the other groups for additional ideas. If HR or labor relations support is present, allow them to supplement answers as needed. Let the group answer the question before HR or others provide input.
Rotate through each group, allowing each group to answer one question at a time. You may find that you cannot cover all items in the session. Ensure the group addresses the ones they value most.
Facilitation Notes
If questions arise that cannot be answered, chart these and discuss as part of your follow-up action plan.
Time =

7. 3. The Competency Connection
Communicates Effectively
Manages Performance
Manages Conflicts and Difficult Performance Challenges
Listens Actively
Interacts Well with Employees
Slide Intent
Connect this skill to leadership competencies.
Key Messages
In our initial modules, we discussed competencies or mindsets of successful leaders. These competencies relate specifically to how we address policy or challenging employee situations.
Discuss the question on the slide to the participants.
Facilitation Notes
How does effectively addressing policy questions and performance challenges help you grow in these competencies?

8. 4. Next Steps
What would help you most going forward related to policies and performance issues?
What actions have we identified that need to be addressed
Determine what, who, and when these will be addressed
Identify any policy improvements based on discussion
Identify additional training needs
Slide Intent
Determine next steps.
Key Messages
Process the listed questions with the group.
Chart any ideas or needs for follow-up support.
Facilitation Notes

9. 5. Close Discuss a learning from this session.
What is one thing you still need to help you improve in this area?
What progress did we make on the objectives?
This session begins the process. Additional practice improves these objectives
Learn how to coach employees during difficult situations
Increase leadership confidence by knowing and applying company policies
Calibrate how leaders respond to employees to ensure consistent application of company policies.
Slide Intent
Close session and review learnings.
Key Messages
Process the questions on the slide to connect a learning from the participants and how that supports application of the objectives.
Note the emphasized words. This process improves coaching especially in difficult situations. If builds confidence in leaders to address policy issues of challenging employees. It calibrates responses across the business. It is common for different areas to handle similar situations differently which can cause morale or legal issues.
Facilitation Notes