You are just 8 questions and 1 conversation away
from making people and performance management a simple, stress free experience for everyone who is responsible for the performance of others
so contemplate these questions about your training needs thenarrange a conversation
As you look around your organisation, what are managers struggling with?
- Still being the "expert problem solver".
- No time for strategic thinking and planning.
- Managing performance.
- Uncomfortable with having "difficult conversations".
- Always "time-poor" and firefighting.
- Not having personal development conversations.
- Low Employee Engagement scores.
- No successor options.
- Not ready for the next level.
If someone leaves, gets promoted, or moves to a new area to grow the business, can you instantly replace them with a ready prepared, proven candidate from within?
There are many implications to not having a ready supply of trained, proven talent. It can hinder the promotion of an "irreplaceable" manager. It can trigger discontent when you recruit from outside.
Busy managers sometimes don't have the time to engage in development conversations with their teams; some don't do it for fear of triggering the desire to leave, or because they talk "career development" instead of "Growth".
Sometimes managers don't have the frameworks for such conversations and hesitate to raise expectations they cannot deliver on.
They need to know how to execute the steps for understanding aspirations, developing skills, testing readiness to ensure a talent pipeline for the growth of the organisation.
Are there glitches in your Matrix?
Matrix structures, virtual teams and flatter organisations have been accelerating in their adoption in recent years.
But many of them are just hierarchy overlaid on hierarchy from the previous structure. And nobody knows how to lead or follow in a matrix.
Everyone's place in the matrix is unique. So it has to be designed from the inside. Everyone has to take ownership of their piece, define their connections and have the right conversations at the right time with the right people.
You don't need a change in structure, you need a change in behaviour.
Can you demonstrate measurable change and return on investment from ALL the training and learning your people do?
People only learn what they believe they need to learn; so teaching them anything else is a waste of resources, people, time and money. If learning doesn't result in different behaviour, you won't get a different result; again a waste of the same resources.
You need an approach that enables you to deliver the learning required, when required and no more. And ensure the learning gets applied, resulting in measurable behavioural change.
The traditional classroom provides expert knowledge, facilitates discussion of application and enables reflective practice.
Technology now allows these to be done at different times, by different people, and in a different sequence.
And deliver measurable behavioural change.