Performance Dialogues

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1 Perfrmance Dialgues Overview: Transfrm the leaders new understanding f a perfrmance dialgue and enable them t make a difference t the individual & the rganizatin thrugh the cnversatin. Prductivity is directly related t the effectiveness f cmmunicatin that happens in the wrkplace. Transactinal Analysis was funded by Eric Berne and has wide applicatins in rganizatinal and persnal develpment, encmpassing cmmunicatins, management, persnality, relatinships and behavir. It helps t enrich yur dealings with peple and yur understanding f yurself. As a manager it is essential t imprve emplyee perfrmance n a cntinuus basis and the best way t d this is thrugh caching and mentring. This training equips the manager with the necessary skills t be an effective cach and mentr. Objective: This training fcuses n three cre areas f cmmunicatin: Imprving yur understanding f yur transactins with peple Prviding yu alternate ways f cnducting yur transactins with peple Increasing the effectiveness f yur transactins with peple Outcmes: This is an integral part f my wrk. I have the ability t make a difference thrugh this cnversatin. I am cllabrating with yu in yur perfrmance. There smething in it fr me. I will feel less anxius abut giving hnest perfrmance feedback. Understanding the difference between caching and mentring Learning hw t cach and mentr Recgnizing when t act as a cach and when t act as a mentr Learning ways t mtivate emplyees Using the ways in which caching and mentring can help in their career grwth Realizing their current skills as a cach and mentr

2 Perfrmance Dialgues Wrkshp Outline: Intrductin: Setting the Intentin Encurage the grup t get in tuch with their persnal experience regarding Perfrmance Dialgues What are sme f the challenges arund Perfrmance Dialgues that keep yu awake at night Think f sme f yur bad experiences (either as a manager r emplyee) with Perfrmance Dialgues and describe what made the experience bad. Think f sme f yur gd experiences (either as a manager r emplyee) with Perfrmance Dialgues and describe what made the experience gd. Frm the discussin develp: Sme challenges Sme skills Sme elements Preparatin: Knwing yur team member SWOT Analysis Skills f Dialgue using the Ladder f Influence: 1. Enquiry Questin Develping effective prbing skills Asking the right questins Paraphrasing Summarizing 2. Advcacy Tell Structuring cmmunicatin: Having a clear bjective Highlighting critical pints

3 Perfrmance Dialgues Being clear and cncise Understanding the audience Rapprt building Delivering feedback: Input Practice Feedback 3. Reflective listening [managing emtins] Listen Listening Active Listening Reflective Listening Empathy Giving Impactful feedback: Differentiate between bservatin & judgment Anxieties f giving feedback Being emtinally intelligent Bringing all relevant issues int the discussin Setting up fr success ging frward The imprtance f giving and receiving regular feedback Structure f effective feedback Building n strengths Understanding and wrking with areas f imprvement Situatinal feedback Identifying develpmental level f team member Matching feedback style t develpment level Understanding the kind f feedback that is required fr task behavir and relatinship behavir Mtivatin & feedback Giving feedback fr skill issues and will issues Remval f Biases while appraising when cnducting perfrmance dialgue Building a culture f cntinuus feedback

4 Perfrmance Dialgues Transactinal Analysis: The Basics f TA in Cmmunicatin T help yu cmmunicate effectively thrugh an enhanced understanding f yurself, thers and relatinships. Transactinal Analysis: What is it? Hw will it help me? Cncept f Transactinal Analysis T enable participants t differentiate and relate t the varius eg states. Eg States: Befre, During and After Parent Child Adult Dminance f Eg states T educate participants as t the reasns and factrs invlving dminance f certain eg states. Transactin Rute Factrs Relatinships Recgnitin Self Image Situatinal Leadership Skills: Diagnsis The First Skill f a Situatinal Leader Define Develpment Level as a Measure f a Persn s Cmpetence and Cmmitment n a Specific Gal r Task Identify the Characteristics and Needs f Others Develp Skills in Successfully Diagnsing Develpment Level Flexibility The Secnd Skill f a Situatinal Leader Identify Directive and Supprtive Behavirs

5 Perfrmance Dialgues Describe the Fur Leadership Styles: Directing, Caching, Supprting, and Delegating Learn What a Leader Des in All Fur Styles Be Able t Start a Cnversatin in Each f the Fur Styles Describe Differences between the Fur Leadership Styles Learn Hw Flexible Yu Are and Which f the Fur Styles Yu Are Mst Cmfrtable Using Identify the Skills Yu Need in Order t Adapt Yur Leadership Style frm One Situatin t Anther The Match Match Leadership Style t Develpment Level Learn Hw Effective Yu Are in Diagnsing Develpment Level and Chsing the Apprpriate Leadership Style Practice Diagnsing Develpment Level and Using the Fur Leadership Styles Caching and Mentring: The Caching & Mentring sectin will cver the fllwing tpics: Caching and its imprtance Difference between Caching & Mentring Phases f Caching Preparatin Negtiatin Enabling Feedback Dealing with Obstacles Fllw Up Actin Planning and Fllw-up: Jintly cnstructing actin plans fr imprvement Gaining agreement Setting timelines fr fllw-ups

6 Perfrmance Dialgues Training Hurs: The duratin f the training prgram will be 16 hurs Training Methdlgy: Our training is carried ut in a risk free envirnment which encurages trainees t practice the skills that are taught. We use a number f training methds including simulatins, vide recrding with feedback and grup exercises t enhance the learning prcess. PwerPint Presentatin Rle Plays Games and Grup Activities Resurces Required: MMM Training Slutins will cnduct the training. Maximum number f participants t a class will be 15. The training will be cnducted at a venue rganized by client. The fllwing will be prvided by client: Handuts will be printed/phtcpied The LCD prjectr Audi speakers

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