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Performance Planning: 5 ways to set your people up for success

Performance Planning: 5 ways to set your people up for success
All good performance starts with clear goals. Clarifying goals involves making sure that people understand two things: first, what they are being asked to do—their areas of accountability—and second, what good performance looks like—the performance standards by which they will be evaluated.

Yet few managers invest the time necessary to connect the dots between an individual’s work and the overall goals of the team or department.  As a result, countless hours of effort are spent reviewing tasks and redoing work.

In this webinar, performance expert and Senior Consulting Partner John Hester will show you how to avoid the common managerial pitfalls that drain team performance, create accountability issues, and lead to stress and rework throughout the year.
You’ll learn how to:
  • Set clear goals for each of your employees.  This is the foundation that has to be in place.  Clear goals create performance expectations. They also set the stage for future discussions about progress, autonomy, and necessary resources.
  • Become more aware of your goal-setting habits.  Have you optimized the challenge inherent in each person’s goals or tasks, or have you fallen into the habit of overusing and under-challenging your best people? Many managers develop lazy goal setting habits that don’t really challenge their best people.
  • Connect the dots.  Everyone needs to know that their work is meaningful with clear alignment between what they do and what the organization is trying to accomplish. If you can’t point to a key departmental objective and how an employee’s work is impacting it, you do not have the alignment that should be in place.
  • Build in some variety.  A well defined job includes some routine, and some challenging, tasks. If a job is structured properly, some tasks will be very achievable with present skills while others will be more of a stretch that cannot be accomplished with an employee’s current skill set and resources. This mix is an essential component of a satisfying job that also encourages career growth.
  • Properly diagnose development level.  For tasks where an employee is self sufficient, autonomy is deserved and should be established.  For tasks that are beyond an employee’s current skill level and immediate resources, an agreement for direction and support is needed. Determining an employee’s development level is the key managerial skill

Don’t miss this opportunity to learn how to set your people up for success.  Using a combination of proven performance management techniques combined with the latest advancements in motivation research, you’ll discover how to get everyone on your team moving in the same direction, with clear, engaging priorities.


  • John Hester

    John Hester

    Senior Consulting Partner, The Ken Blanchard Companies

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Last-Modified: Fri, 7 Mar 2014 0:19:50 GMT

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