1. Managing Performance Chapter 18
© 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

2. Learning Objectives After studying Part Nine, you will be able to:
Master performance management as a leadership skill.
Know how to set goals, provide feedback on progress, and correct performance problems.
Know your level of performance in the areas of statesmanship, working through others; entrepreneurship, achieving results; and innovation, generating new ideas.
© 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

3. Learning Objectives
Model and reinforce high standards of professional conduct, including upholding core values and using a caring confrontation when corrective action is necessary.
Improve performance through behavior modification.
Answer the question, Would you hire you, based on your current professional performance?
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4. Managing Performance
Performance management is at the heart of leadership success
It is important to have a vision, values, leadership qualities, and the power of leadership position
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5. Managing Performance Effective leadership requires
Clearly communicating goals
Coaching others to succeed
Correcting poor performance
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6. Managing Performance Performance planning
Establishes direction and clarity of assignment
Provides the foundation on which performance can be developed and evaluated
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7. Managing Performance Performance coaching Correcting poor performance
Involves the development and encouragement of people
Help individuals grow and fulfill their personal potential
Correcting poor performance
Modify and improve performance when mistakes are made
© 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

8. Managing Performance
According to The One Minute Manager, three leadership techniques work at all levels, in all environments:
One-minute goal setting for performance planning
One-minute praising for performance coaching
One-minute reprimand for correcting poor performance

9. Basic Principles of Psychology
These techniques are drawn from the basic principles of behavioral psychology:
The power of goals to focus and energize behavior
The need for feedback to reinforce or modify behavior
The importance of praise as a recognition technique
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10. One-Minute Goal Setting
Identify three to five goals that are critical to success
Write them on a single sheet of paper (250 words or less)
Include the individual in goal setting
Strong relationship between personal involvement and future success

11. One-Minute Praising Show appreciation for effort and accomplishments
People need feedback as a way of tracking and sustaining progress
What gets rewarded gets repeated
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12. One-Minute Praising Four characteristics Praise is immediate
Praise is specific
Praise is sincere
The individual is encouraged
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13. One-Minute Reprimand
Saved for individuals who are trained and who know what to do, but make mistakes
Four characteristics
Correction is immediate
Correction focuses on behavior
Correction is sincere
The individual is encouraged
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14. Setting Performance Objectives
Four major areas in which to set objectives
Quantity
Quality
Timeliness
Cost
Peter Drucker explains the importance of setting performance objectives:
Each person should have clear objectives that support the success of the organization
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15. Setting Performance Objectives
Quantity
Most common method of measuring performance
Quality
One of the most important areas for which standards apply
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16. Setting Performance Objectives
Timeliness
Includes time factors as meeting deadlines and absenteeism
Cost
Four M’s of management: manpower, material, machines, and methods
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17. Conducting Performance Reviews
Keep communication lines open
Help motivate employees
Give peace of mind to both employer and employee
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18. Conducting Performance Reviews
Employees and supervisors should be trained in:
Preparation
Implementation
Follow-up
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19. Performance Review Checklist
Table 18-1
© 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

20. Performance Review Checklist
Table 18-1
© 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

21. Performance Review Checklist
Table 18-1
© 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

22. Performance Review Checklist
Table 18-1
© 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

23. Conducting Performance Reviews
Multisource evaluations can be useful for improving performance
90% of Fortune 1000 companies use some form of multisource assessment
These assessments are called 360-degree feedback because the individual is rated by a circle of people
Evaluation of leaders by employees is a valuable tool for improving leadership effectiveness
© 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

24. Conducting Performance Reviews
Research shows improvement is most likely to occur when:
Behavior change is necessary.
Recipients believe change is possible.
Appropriate improvement goals are set.
Improvement is recognized and rewarded.
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25. Coaching Others for Growth
Use feedback as soon as possible.
Focus on behavior change not personality analysis.
Link feedback to learning and performance goals.
Align improvement goals with key results for the organization.
Coach for improvement not just for final results.
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26. Performance Management Strategies
The leader must:
Recognize and retain high performers.
Reinforce and develop the skills and attitudes of middle performers.
Confront and correct or dismiss low performers
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27. Performance Management Strategies
Figure 18-1
© 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

28. Performance Management Strategies
Figure 18-1
© 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.