Painless Performance Improvement

Have you ever given up on a poorly performing team member?

Are you trying to manage a team member's bad attitude?

Real change only happens when the decision to change comes from the person doing the changing. The Painless Performance Improvement training video provides managers with a simple and proven technique to help team members improve their own poor performance without the drama, pain or conflict often associated with performance issues.

Managers and supervisors will learn how to:

	Focus on PERFORMANCE - not ATTITUDE
	INTERVENE rather than CONFRONT
	RECOGNIZE and DEFLECT common SIDETRACKS
	Follow the SIX STEPS to PERFORMANCE IMPROVEMENT

A training video comedy, Painless Performance Improvement combines highly entertaining hosts with dramatic and realistic coaching moments. Supervisors will relate to scenes of management gone awry as well as employee's favorite excuses and sidetracks. Used with the accompanying 85 page Manager's Reference Guide, leaders will find this package an indispensable resource for improving the performance of their team.

Performance Improvement is Painless when you:

	State what you've observed
	Wait for a response
	Remind them of the Goal
	Ask for a solution
	Agree together on the best solution
	Follow through to ensure success

DVD includes full length Role Plays
and a PowerPoint Presentation

Learning resource pack includes:

1 Painless Performance Improvement video

1 Painless Performance Improvement Manager's Workbook (78 pages)

10 Painless Performance Improvement Pocket Cards

1 Leader's Guide on CD

Price: DVD £799.00, Rental £299.00 (5 days). (exclusive of VAT and Delivery)

To book your Preview click here

To order, simply call us on 01884 821870,or fax orders to 01884 829168.

Or alternatively, you can e-mail your details and we'll call you back!

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Solving Performance Problems: The Diagnostic Interview

Most people who under-perform do not realise that they are under-performing and, what is worse, their manager does not know how to tell them. The most important first step is to tell the individual that he or she is under-performing. Using the techniques outlined in this video, you’ll be able to demonstrate to your managers how to conduct an effective and successful Diagnostic Interview using the simple PEG procedure:

	Problem – Tell the person that you have a problem with their performance
	Expectation – Explain your expectations of their performance and listen to their own expectations
	Gap – Agree on the gap that exists between what you expect and what they are delivering.

Your managers have to feel confident that they have the skills they need to let the person know they have a problem with their performance. This video takes them step by step through the vital techniques.

Drama video (18 minutes)
Illustrating three different performance problems using the PEG procedure

Trainer's Guide

DVD and VHS versions

VHS & DVD Price: £985.00 (exclusive of VAT and Delivery)

To book your Preview click here

To order, simply call us on 01884 821870,or fax orders to 01884 829168.

Or alternatively, you can e-mail your details and we'll call you back!

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Solving Performance Problems: The Performance Improvement Plan

Give managers in your organisation the skills, tools and confidence to solve performance problems constructively and swiftly. It’s one of the fastest and most effective ways that you, the trainer, can improve your organisation’s performance. With this video, you’ll be able to give your managers a tried, tested and memorable process – The Performance Improvement Plan (PIP) – to deal with the next stage in performance improvement. It is an astonishingly easy-to-use process in any performance review situation, not just where performance has degraded. Your managers will raise performance levels in their teams by using PIP in formal and informal appraisals alike. Using The Performance Improvement Plan, your managers will be able to:

	Recognise that there is a real performance issue
	Articulate clearly and concisely what the problem is
	Gain agreement that there is a performance-expectation gap
	Identify what needs to be done to improve performance
	Manage the steps the staff member will need to take
	Monitor and support the staff member in their efforts

Drama video (32 minutes)

Comprehensive Trainer's Guide

VHS & DVD Price: £985.00 (exclusive of VAT and Delivery)

To book your Preview click here

To order, simply call us on 01884 821870,or fax orders to 01884 829168.

Or alternatively, you can e-mail your details and we'll call you back!

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Managing the Poor Performer

Managing the Poor Performer provides masses of practical support and proven tools, techniques and skills to give your managers the confidence and ability to deal with poor performers in your organisation. This training manual will equip your managers with the skills to quickly spot changes in behaviour and performance, and identify the reasons behind these changes. Causes of poor performance are broken down into a framework in terms of willingness to work, and ability to perform required tasks. This framework enables your managers to objectively assess the under-performer, and identify steps to improve performance.

Activity Manual Pages: 344

Price: £249.00

Content:

Contains CD-ROM

PART ONE: SITUATIONS AND PROCESSES

1. Dealing with a newcomer's poor performance

Uses role-play and the coaching matrix to identify the part management plays in the under-performance of a new member of the workgroup.

2. Dealing with the slightly below-average employee

Examines the reasons for the neglect of these poor performers and provides effective behaviours for managers to use for improvement.

3. Dealing with a sudden fall in performance

Highlights the importance of dealing with feelings, and provides a skill practice in which participants use a six-step approach to handling personal issues affecting performance.

4. Dealing with the 'no improvement' review

What if all your best efforts result in no improvement? Through group discussions and casework, this activity builds on information provided by you to ensure the 'no improvement' poor performer is involved in improvement targets and aware of the consequences of non-achievement.

5. Dealing with the 'bolshie' employee

Participants look for the positive aspects of 'bolshie' behaviour and work on an agenda for dealing with it. The case of Joe Higgins provides them with a difficult individual to work on.

6. Dealing with the aggressive player

Dealing with aggression is always intimidating; this activity provides some general rules to follow in dealing with it. Aggressive behaviours are examined in terms of dominance and care, and specific behaviours for calming different types of aggressor are set out.

7. Dealing with the high performer who is not meeting objectives

'High-flyers' often don't perform well at what they consider to be work that is 'beneath them'. Greater involvement is often the answer, and this activity provides the 'high-flyer development process' that will ensure both involvement in high-level activity as well as commitment to low-level tasks.

8. Dealing with the apathetic employee

This activity divides the apathetic poor performers into two groups: the 'No' people who say 'no', 'can't' and 'shan't' to everything, and the 'whiners and groaners'. Methods of dealing with each of these are brought out.

9. Dealing with the emotional employee

Handling poor performers often leads to an emotional outburst from them. In this activity, in two separate role-plays, participants learn the underlying principles of dealing with emotion in others and adopt a carefully structured process with which to engage the individual.

10. Dealing with the 'know-all' who contributes little

The individual's need for self-worth is examined and related to their performance level. Participants then generate a six-step process to use in improving the individual's sense of self-worth.

PART TWO: THE PERSONAL APPROACH AND THE KEY SKILLS

11. Analysing the causes of poor performance

Provides work-based practice at using an analytical model for categorising poor performance in terms of willingness and ability.

12. Listening properly to the person

Provides participants with the key skill of performance improvement, that of listening to the poor performer on three levels.

13. Hiding your own opinion

Keeping one's opinion to oneself is crucial in avoiding a personality focus when dealing with poor performers. In this activity the participants practise concealing their opinion whilst discussing controversial issues.

14. Key aspects of working with the poor performer

Provides a generic set of principles and processes for dealing with any type of poor performer.

15. Setting improvement targets for the poor performer

Poor-performer objectives are different from those set for others. As well as being specific and time-related, they need to be seen by others as acceptable and not letting the individual 'get away with it'. Because of the individual's past record, these objectives must be 'internalised' by the poor performer. Four case studies provide a focus and practice for setting poor-performer objectives.

16. Giving feedback on poor performance

Giving feedback can make things worse! This activity focuses on giving feedback in an empathetic manner, and asks participants to choose an empathetic response from a number of alternatives.

17. Making action report on poor performance

Using a meeting planner produced by members of the group and a meeting summary document, participants conduct a piece of theatre.

18. Customising your approach

Participants learn about the different personality traits in individuals. They practise recognising these in each other and then, in discussion pairs, formulate the most effective ways of bringing about performance improvement with a particular individual.

To book your Preview click here

To order, simply call us on 01884 821870,or fax orders to 01884 829168.

Or alternatively, you can e-mail your details and we'll call you back!

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Setting Objectives & Seeing Them Through

These 16 activities enable you to focus on the responsibility everybody has for setting objectives that not only develop the individual, but also contribute to the overall goals of your organisation.

Participants learn how to agree and monitor objectives that are (and remain) current, relevant and focused – and therefore much more likely to be seen through to completion. The activities draw upon your participants’ own work environment to develop objectives that are relevant and immediately useful.

There is also a generous selection of role-plays, case studies and examples based on real situations taken from a range of organisations.

Learning includes:

	How to set effective objectives
	How to keep momentum going, after objectives have been agreed
	How to amend objectives when circumstances change
	How to review progress and reward success.

Contains CD-ROM

Pages: 374
'OK to copy' pages: 162

Price: £249.00

1. Objectives: what they are and why they exist

This activity introduces participants to the broad topic of setting objectives and seeing them through. It emphasises that objectives exist to improve performance, motivation and levels of satisfaction.

2. Introducing SMART objectives

Participants get to know SMART objectives and to understand the value of applying SMART when agreeing objectives.

3. Let's get specific

An activity that focuses on the Specific aspect of agreeing objectives. Participants work on improving examples of vague statements that are often put forward as objectives.

4. Measuring progress and success

Exercises and case studies that focus in great detail on the Measurable aspect of objectives. The activity emphasises the importance of considering all the measurable aspects that may affect objectives, not just the most obvious.

5. Agreeing individual objectives

An activity that concentrates on why objectives need to be Agreed by those involved rather than imposed on members of staff. This activity examines the benefits of gaining commitment to the objectives and focuses on how objectives are agreed during a one-to-one interview.

6. Setting realistic objectives

Exercises and a case study that focus in great detail on the importance of agreeing Realistic objectives that stretch people, but not to breaking point.

7. When will it all happen?

Exercises and case studies that focus on ensuring that objectives are Timebound. This activity emphasises the importance of including interim steps to check timings before agreeing final timescales where appropriate. The activity also guides participants through a full project-planning exercise, which will enable them to assess timescales as accurately as possible.

8. The organisational perspective

An activity that examines objective setting from an organisational perspective and illustrates how objective setting at all levels must tie in with organisational aims.

9. Departmental objectives

This is where objectives start to get more specific, giving a clear view of the targets and expectations of departments and functions. This activity examines departmental objective setting and asks participants to show where their own departmental objectives fit in to the bigger picture.

10. Team objectives

The key link between departmental and individual objectives. Agreeing team objectives can be more difficult than agreeing individual objectives as more people need to be involved in the process. This activity introduces the line manager to a method of agreeing team objectives that has been designed to gain maximum input and commitment.

11. Task-based objectives

Task-based objectives normally relate to discrete tasks or projects with a clearly stated outcome. This activity covers the benefits of task-based objectives while raising awareness of the problems associated with an overly task-orientated approach.

12. Developmental objectives

Developmental objectives are more difficult to set, monitor and review than task-based objectives but can be far more valuable. This activity focuses on what's best for your team rather than what brings the easiest results.

13. Monitoring progress

All objectives need to be monitored formally and informally. This activity helps the manager to work with team members to decide on an appropriate monitoring system. It also emphasises the importance to the manager of continuing to discreetly monitor progress to avoid any surprises as the buck suddenly returns home!

14. Reviewing progress

Formal progress reviews are an essential part of seeing objectives through to a successful outcome. This activity examines review methods and appropriate timescales.

15. Keeping up momentum and rewarding success

It's hard to keep up the enthusiasm that marks the launch of a project. It's even harder to keep the momentum going when objectives are ongoing and not so high profile. This activity looks at the importance of making specific efforts to raise the profile of work in progress, and to give reward and recognition of what has been achieved so far. Maslow's Hierarchy of Needs plus the participants' own knowledge of what motivates individual members of their team helps them plan a rewards programme that ranges from 'Thanks David, I appreciate that' to a full-blown awards ceremony. The guiding themes of this activity are what's appropriate and what works.

16. Amending objectives

Things change and we have to meet changes with flexibility. Striving to fulfil objectives that have shifted in importance is a waste of everyone's time. There are also times when objectives will need to be amended because of fundamental flaws at the setting stage. If this happens, it must be accepted and lessons learnt from it. This activity examines the situations when amendments may be needed and looks at how to implement them.

Contents

Painless Performance Improvement

Feedback for performance

Giving and receiving information

Managing performance every day: beyond appraisal

Performance matters: the need for constructive criticism

Performance matters: the importance of praise

Targeting for performance

Setting SMART targets

Whale done!

The power of positive relationships

Managing People

How it works

What it does