Do your managers have the skills they need to achieve business results?

Competitive organizations depend on high-performing, creative employees, who have a personal commitment to do whatever it takes to make the organization successful - even if it means going beyond what is written in their job description. With Leadership 2000 skills, as a foundation, Tools for Performance Leaders completes the framework for a successful management team. 

Module Highlights:
Moving the Organization Forward: Defining Your Team's Contribution 
In today's fluid and fast-changing organizations, people don't always know from one day to the next if they are doing the right work or if they could be doing something else that is more important to the organization. Participants will learn a collaborative planning process that taps into everyone's expertise, creativity, and enthusiasm so people can decide how to adapt the work they do to support the goals, strategy, or direction of the organization.

Identifying Work Priorities and Setting Verifiable Goals 
People today often take on many different kinds of jobs and responsibilities-cross functional, project related, short duration, and long term. Work may come from many sources, and the performance leader must step in from time to time and help employees manage priorities according to the key results the organization is trying to achieve. Another process, goal setting, picks up where managing priorities leaves off. Participants learn a common-sense approach that helps them to formulate clear goals, add objective terms so they can verify results, and limit goals to those with high payoffs for the entire organization.

Gaining Commitment to Preset Goals 
Even in today's more collaborative workplace, there are times when an organization must assign preset goals to people who have had little or no say in developing them. Participants will examine the following points: 

What to do ahead of time to build a compelling case, How to encourage people to express their concerns, How to learn from these concerns in order to move the group toward commitment and How to gain agreement on specific next steps to accomplish the goals.

Correcting Performance Problems 
This unit provides modeling and practice in how to hold discussions with employees about unacceptable performance. It focuses on discussions that are necessary after less formal feedback and coaching have failed to result in a turnaround. The unit provides a process that leaders can use to get an individual's performance back on track and to build motivation for continual growth.

Conducting a Collaborative Performance Review
Especially today, when people work more independently, few opportunities arise when both the manager and employee can step back, look at what happened, and decide where to go in the future. This unit provides a collaborative approach to the formal performance review.