2. Leadership | Innovation | Quality Competency-Based Performance Management Training Refresher Module: Performance Conversations

3. Leadership | Innovation | Quality What characteristics make up a positive performance conversation? 2

4. Leadership | Innovation | Quality Positive performance conversations Open Frank Respectful 2-way dialogue (and listening) Productive Clear key messages and outcomes Not... Defensive One-way Demoralizing Defocused Etc. 3

5. Leadership | Innovation | Quality Things to consider... 4 Read review and background carefully Note differences and gaps Prepare key messages and any challenging messages Use open-ended questions, create conversation Plan carefully for difficult conversations – environment, documentation, timing, advice required, etc. Remember constructive feedback principles – your objective is for the feedback to be heard and acted on Give the employee time to prepare

6. Leadership | Innovation | Quality Planning performance conversations 5 Environment: Find a space that is comfortable and neutral to all parties Ensure the space is quiet and there are no distractions Process: Begin the conversation with an example of positive performance Provide a balance of constructive and positive feedback

7. Leadership | Innovation | Quality Planning performance conversations, cont’d 6 Frequency: Providing feedback often promotes alignment in the assessment of performance between the manager and employee Promotes familiarity and comfort with the process Timing: Schedule the meeting in advance Choose a time that works for both parties Ensure all parties are emotionally ready

8. Leadership | Innovation | Quality Difficult conversations 7 Act calm: Ensure your demeanor is calm; if you are feeling frustrated, find a safe way to ‘vent’ like writing it down before the meeting so this has been cleared Keep it brief: Try to keep your part brief and concise, and get to the point quickly; the earlier and more the employee talks, the less defensive they will be and the more insight you will get into the root of the problem Establish a dialogue: Try not to follow a prescribed set of questions; build on the responses you are getting. The point is to lead the employee to examine their own behaviour Have an action plan: End the meeting with a solid action plan that all parties agree to and are committed to actively participating in

9. Leadership | Innovation | Quality 8 And after the conversation...?