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1
Plotting Performance
Plotting the performance and the potential of the people you manage is an important first step in understanding how to get the best out of them or address issues. It’s also a useful management discipline to adopt as people change and it’s important that you adapt too.
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Communicate with Candour
It's natural for most managers to want to be liked but if you focus too much on building friendly relationships with the people in your team, it can mean it's harder to be direct when the moment requires it. We'll show you how to get the best of both worlds.
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3
Turnaround Performance
Not dealing with poor performance quickly can lead to months of stress and lower productivity across your team. Plus, if you take your frustrations home, it’s not just your colleagues who suffer. By taking control of performance problems as soon as you spot them, you’ll kill the monster before it gets too big.
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4
Build Accountability
Knowing the reason that something needs to be done is key to getting the most from every team member. It’s the why that makes the what, how and when make sense and leads to people taking ownership, being motivated, and developing a sense of responsibility towards the work and each other.
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Peak Performance
It can be very tempting when managing people to download your brain in the hope that some of your knowledge and experience sticks. It will of course, but perhaps not as much as you hope. A different approach is needed. One that helps individuals build on their potential and avoids teaching them to try and directly replicate how others perform.
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Feel the Flow
Anyone with an interest in high performance within sport or the arts, will have heard of being 'in the zone' or 'in flow.' It's the unconscious feeling of automaticity as individuals and teams achieve their highest possible levels of performance. The good news? You can create this feeling in your team too.
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Perform Under Pressure
The in-the-moment response to an event or situation that individuals perceive as threatening can either cause anxiety, or fuel them to achieve great things. By understanding the possible threats to performance, managers can help their people choose positive responses so the pressure merely acts as fuel.
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Cultural Architect
A strong culture is the immune system for an organisation. If the way things get done is clearly defined and consistently displayed, you are likely to be able to maximise opportunities in good times and help your team stay protected when things are not so straightforward. Start building now.
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The Sessions
A core part of any manager’s role is to drive performance through individuals whilst also harnessing their potential. These sessions help managers be able to do both and also give them tools to turnaround poor performance.