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Getting Performance Back on Track

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Purpose - To help all levels of management:

  • Recognize the difference between coaching conversations and conversations to close performance gaps
  • Gain new tactics and insights into how to compassionately confront sub-par and/or resistant behavior so that the employee understands where the gap is, and accepts that the responsibility for change resides within him or her
  • Clarify the role of the manager as the supporter of change, and the role of the employee as the enabler of change
  • Clarify the manager's critical accountabilities in successful coaching sessions
  • Choose the most effective responses to use in addressing typical types of employee resistance

What Is Included

This one-day, facilitator-led coaching workshop—which can be conducted by either an Omega Performance consultant or a leader-trained internal facilitator—enables managers to diagnose coaching and performance issues, apply proven tactics and strategies to initiate corrective measures, and handle resistance to behavior changes needed for performance improvement.

Getting Performance Back on Track is a highly interactive workshop. Participants engage in group exercises, including mini-skill practices, skill demonstrations and video modeling, and videotaped skill practice with targeted feedback and action planning. The workshop features the use of real-work, individualized performance sessions to simulate actual manager-employee conversations within the sales and service environment.

Getting Performance Back on Track includes the following:

Topic 1: Introduction

  • Identify what makes a successful coaching experience and what makes a challenging coaching conversation
  • Link challenges to the objectives of the workshop

Topic 2: The Performance Funnel

  • Describe a process for managing performance issues

Topic 3: When Coaching Isn’t Working

  • Identify the reasons that coaching does not work and determine whether the manager or the associate is responsible for each reason

Topic 4: Evaluate Manager Accountability

  • Evaluate Action Plans created during coaching sessions to determine their effectiveness
  • Revise Action Plans to ensure they produce the desired results
  • Describe best practices for improving results through coaching consistency
  • Self-evaluate effectiveness of own coaching consistency and strategize ways to improve

Topic 5: The Associate’s Accountability

  • Identify the root of an associate’s performance issues in order to plan an approach for closing the performance gap

Topic 6: Planning and Conducting Meetings to Close Performance Gaps

  • Describe a process for closing performance gaps
  • Explain the significance of setting expectations in the beginning of the Close the Gap Meeting
  • Describe the characteristics and pitfalls of using Powerful Telling during the Close the Gap Meeting
  • Develop a questioning strategy, using open and focused questions, for uncovering the cause of the performance gap
  • Address resistance effectively and efficiently
  • Employ best practices for problem solving, action planning, and asking for a commitment during a Close the Gap Meeting

Conducting a Close the Gap Meeting

Topic 7: The Close the Gap Meeting: Skill Practice

  • Prepare for and practice a Close the Gap Meeting for a real direct report
  • Debrief and receive feedback from peers and coach

Topic 8: Action Planning and Evaluations

  • Develop an Action Plan for on-the-job skill application and growth