Focusing Good People on Great Performance

Program Description

In this faced-paced day, participants will analyze and solve actual job performance challenges using the unique and effective “Circuit-Breaker” and “Performance Characteristics Analysis”Ó techniques to establish critical job success factors, empowerment levels and current under or over-performance of the real people on the real jobs that are the engines of group accomplishment.

Results from Job Focus Workshop

·        Find out the three critical factors composing the high performance triangle.

·        Learn how the Unit President Technique provides job freedom while clarifying natural boundaries.

·        See the way to get the results you want by using the “Incompetence Criteria”.

·        Write an “Instant Job Mission Statement” clearly and concisely in just minutes.

·        Why top performers avoid the “ing” words.

·        Take back the Four Levels of Performance Authority.

·        Learn how your leadership style can be focused in the key performance areas of the 8 Performance Role “Zodiac”.

·        See how you can identify the most important performance roles an actual person you know plays on the job . . . then develop your strategies to transform them to the ideal.

·        Find out how to prioritize the critical few behaviors and practices for leadership and employee success.

·        Practice with your group how to close the gap between organizational leadership priorities and employee aspirations.

Session Outline

1. An introduction to leading the performance management processes.
2. Selection of a real-life candidate from an on-the-job situation to use as a test for focusing energies and results.
3. Filling the “buckets” of Outputs, Crises and Constituents.
4. Substituting results for activities.
5. Capturing the vital essence of the job.
6. Defining Key Result Areas
7. The six ways to describe the critical results required.
8. Constructing the “Instant” Job Mission Statement.
9. Completion of the three part Performance Characteristics Analysis for a selected subordinate or associate.
10. Understanding the PCA “Zodiac” and the “foot prints” of performance.
11. What behaviors and practices must the leader inspire?
12. What should be the primary performance roles that the leader must focus upon and guide the performer?
13. What are the telltale gaps between the leadership performance needed v. currently delivered.
14. Individual and group problem solving on closing the leadership performance gap ameba for selected individuals.

Group Composition

Executives, Managers, Human Resource and Technical professionals who need quick and effective tools to pinpoint performance issues with their people and groups. It is best presented in groups of less than 20.