LEADING PERFORMANCE IMPROVEMENT
a programme of complex learning
LEADING PERFORMANCE IMPROVEMENT
a programme of complex learning
Sustainable leadership and management excellence’
The facilitation process
Key Themes
Personal responsibility
Leadership in Action
Critical Leadership & Human Systems
Sustainable Development issues
Organisational Learning
Organisational Strategy
Who are you? – the Human Being
•Evolution of knowledge - DNA & genetics
•Perception, values, beliefs and behaviours
•Thinking v Thought
•Love, Fear, Growth & Defence
•Purpose
Environment - past, present and especially future
•Unlearning management
•The changing environment
•Adding value without structure
•Towards continuous improvement
•The Innovative Organisation
Connecting for Innovation & Culture - Building Effective Relationships
•Getting to know yourself
•Meaningful conversations Perception, values, beliefs and behaviours
•Dealing with Conflict
•Dynamic Facilitation
Quality Matters – Oh it certainly does!
•Can we learn from other sectors?
•Defining stakeholders and their needs
•Assessing the quality of performance
•Effectiveness and performance indicators
•How can you do it better?
Projects and Project Groups
•Allocation of project groups
•Development of mini projects based on
oEnvironment
oStrategy
oQuality
•Objectives to be met by next session
The Role of Leaders and Managers
•Leadership v. Management
•Change Management
•Operational practicalities
•Accountability
•Dealing with tensions
Performance Management
•How can you change culture? (In fact, what is it?)
•Individual performance
•Team/group performance
•Links with the planning regime (inc appraisal)
•Evaluation and measurement
•What needs to change?
The Practicalities of Performance
•The excellent performer/also-rans/the poor performer
•Setting objectives
•Praise and feedback
•Carrot and stick
•The difficult person (for various reasons)
•Absence issues
Projects and Project Groups
•Allocation of project groups
•Development of mini projects based on Performance Management issues
•Objectives to be met by next session
•The final two days of the programme would follow a further 2/3 week gap.
Conflict in the Workplace
•What constitutes conflict – can it be healthy?
•How to resolve conflict with ‘Dynamic Facilitation’
•The role of mediation
•The manager as mediator…leading to….
The Leader as………..
•Role model
•Mentor
•Welfare adviser
•Staff developer
•Innovator
•Change agent
•Motivator
•Instructor
•Disciplinarian
•Chief cook and bottle washer!!
Leadership in Action – bringing it all together
•Leadership
•Management
•Achieving sustainable improvements
create the environment in which wisdom reveals itself
Creating the environment in which wisdom reveals itself