Managing Poor Performance - Adelaide
Managing Poor Performance Adelaide
A Practical Leadership Workshop
Opening Reflection
What if that "scary" conversation about performance you have been putting off could actually be the game changer that propels your team member's career, amplifies team performance and makes the path smoother for you as a pioneering leader? How many sleepless nights have you spent worrying that you're being too tough, too easy, or simply out of whack when someone you hired underperforms?
Course Overview
Intensive hands on one day learning to tackle, perhaps the toughest duty in leadership, managing underperformance with, both strength and humanity. Designed for managers, team leaders and supervisors in any Adelaide Business context, this session will turn around your fear of the performance conversation and turn it into a confident leadership tool.
Not just theory that looks good on paper and gets blown up by the matching practice in the workplace, but practical, right now strategies. Please respond if you are an HR Professional or a Manager PerformHR More courses available from PerformHR Performance Management for Managers What's involved Participants will be exposed to real life workplace scenarios based on true scenarios occurring in Australian workplaces, teaching them to manage the emotional complexity, the legal aspect and relationship challenges that make performance management so tough.
The workshop understands that there's always a human story behind performance, whether it's a lack of clarity around expectations, personal issues, skill gaps, or motivation. Knowledge of these does allow leaders to approach performance conversations with strategic thinking and real care.
Learning Outcomes
After the workshop, participants will have gained:
Diagnostic Skills:
Precisely discern when performance problems are due to a lack capability (knowledge or skills), motivation (attitude or morale), or are symptomatic of bad workplace systems.
Differentiate between performance difficulties that can be coached and those that demand formal intervention
Recognise early warning signs that performance is slipping before problems intensify
Communication Competencies:
Have performance discussions that feel coaching instead of punitive
Provide Feedback in Formats that Facilitate Understanding and Commitment to Change
Moderate defensive mechanisms and emotional reactions during challenging conversations
Pose provocative questions that reveal performance sub limiters
Procedural Proficiency:
Create legally defensible performance improvement plans that establish specific, measurable performance expectations
Record performance problems correctly without getting bogged down in paperwork
Manage the escalating chain of command from consultation to potential termination
Balance focused individual performance metrics with more team wide morale considerations
Strategic Leadership:
Build a workplace where performance conversations are regular, recurring ones, not crisis interventions
Support star talent and address under performance
Ensure individual performance expectations are consistent/in alignment with organisational goals and values
What You Will Learn
Session 1: Science of Performance The basis of successful performance management is a solid diagnosis. They become curious about what is going on in underperformance, shifting their attention from the superficial behaviours to the real issues beneath. In this session, one of the most critical leadership distinctions becomes clear: between "can't do" and "won't do", and with each the corresponding leadership approach that works.
Session 2: The Performance Conversation Framework An evidence based performance discussion process that balances dignity and clarity. Attendees role play language patterns, stress the self control of reactions and develop tools for keeping a dialogue focused and generative even as team members begin to act defensively or are upset.
Session 3: Developing Effective Performance Plans Moving from amorphous improvement predictions to performance standards that are specific, measurable and attainable. This session will delve into the who, what, when and why's of setting timelines, monitoring performance and measuring success, so that your performance plans are a map for success and not the paper trail to termination.
Session 4: Documentation and Legal Medium: Practical tips for keeping records without getting bogged down in paperwork. It teaches people WHAT they should record and how as well as when it becomes vital to the protection of the individual and the Organisation. Here are the basics of Australian workplace law you need to know when it comes to performance management.
Session 5: Scenario Practice and Problem Solving, Hands on experience with typical workplace situations and culture within Adelaide businesses. They work through scenarios with employees who have been with an organisation for many years but are no longer delivering, with new hires who are not performing on the job, and with outstanding witnesses who teams can no longer get along with.
Concluding Remarks
Dealing with negative performance is one of the biggest frustrations and opportunities. Handled with finesse, confidence and a genuine concern for helping people develop, these conversations can turn an underperforming team member into a productive contributor and even build a positive team culture in the process.
This intensive workshop helps Adelaide executives with real tools, tested frameworks, and a decided approach to dealing with performance problems in a timely manner. Instead of avoiding hard conversations until they blow up, individuals will be ready to have ongoing "performance conversations" that are rich in supporting the individual's development, but also in achieving organisational success.
The goal, in the longer term, is not just to fix problems, but to create workplaces in which clear expectations and honest, stair step feedback, along with sincere support for improvement, are the foundation of high functioning teams. When leaders become proficient in these skills, they find that performance management moves from the bottom of their to do list to the very top of the to do list of activities with the greatest impact on the Business.