Managing Performance

It is a common mistake to assume that if an organisation implements an appraisal process, they have performance management. This is not the case.

Far too often the performance management conversations such as the appraisal become a task that burdens the line manager and bores the direct report. It slips into an exercise in filling in a document once a year rather than a living conversation throughout the day into performance expectations and accountability.

Effective performance management is about taking the time to get together regularly and engage in a dialogue about the individual’s performance, development and the support required from the manager or leader. It should not be a top down process or an opportunity for one person to ask questions and the other to reply. It should be a free flowing conversation in which a range of views are exchanged.

Programme Agenda


-Dispelling the myths around performance management
– Advantages to appraisee, advantages to appraiser
– Discuss the relevance to the organisation
– Seeing the process as a positive and transparent
– Clarify that the appraisal is not the document but the conversation


-Learn the best practice concepts for holding an appraisal conversation
– Discuss how regularly these conversations should happen
– Difference between supportive and directive coaching techniques
– Using questioning to make the process conversational
– Getting the appraisee’s commitments


-Ensuring there are clearly defined actions and commitments
– Setting and choosing appropriate measures and performance standards
– Looking beyond the obvious, measuring the immeasurable
– Setting S.M.A.R.T goals and targets
– How to track and follow up on commitments


-Learn what really motivates and how to adapt our leadership style accordingly
– How or where to start a ‘poor performance’ conversation
– Difference between horizontal and vertical questioning techniques
– Replacing ‘tell’ with ‘ask’
– Gaining commitment to work with the appraisee’s commitments

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