Course Information

Upon completion of this course, participants will be able to:

• Learn how to spread the vision you have for organizational success throughout your team.  This will create a higher level of buy-in by the team members, and deeper commitment to the success of the group.
• Conduct performance appraisals that will contribute to more focused efforts and better results, while at the same time helping individuals experience more rewarding personal growth.
• You’ll see why several common practices in the evaluation process may be working against you.
• Learn to leverage performance appraisals by creating an open dialogue; allowing input from the person being evaluated and helping them realize their own strengths and weaknesses.
• Multiply the impact evaluations and the input from the person being evaluated to create a growth strategy tailored to engage them and help them contribute more to the team’s productivity.
• Construct a plan to effectively communicate and teach processes, procedures, expectations, and attitudinal considerations to your team members.
• Discover the value of consistent one-on-one meetings, and how to ensure they are productive.
• Leave equipped to make coaching a part of the culture within your organization rather than just an occasional event.

Before we can spread any vision that people will choose to buy into and work toward, a leader must be clear on how important their own actions are in creating “winning over” followers.  We’ll begin by understanding several foundational principles about a vision, and how our own perspective of that vision will determine how well we can sell it to those that make it a reality. 

Next we’ll talk about practical ways to actually communicate the vision so that front-line team members understand it, realize their roles and see how they contribute to the larger effort.  Once the vision has been spread, then each person must be given (or help develop) clearly defined expectations, strategies, and tactics.  You’ll learn how you can help them in that process.  This will allow you to take annual reviews to a new level.  Instead of simply looking back at whether they “met expectations”, but whether they actually contributed to the organization’s goals and objectives.  Then, it serves as the starting point for the coming year, and the basis for a professional growth strategy specifically for that person.

Finally, you’ll learn how to make your day to day coaching more effective by tying the reinforcement or redirection (whichever is appropriate) to the bigger picture and the vision, as well as to the individual’s developmental goals.  This approach to coaching will allow the employee and their manager to more easily gauge progress and or shortfalls.  It will also allow the manager to have a proactive strategy to stimulate the growth and progress, rather than continuing in the reactive style of management that most supervisors typically practice.