Much has been spoken and written about 'performance management' over recent years and this style appears to come in a variety of sizes and coloured ribbons. Some writers talk of managerialism, others of 'productive supervision' … here at The Blue Water Partnership we are inclined to simplify it and say that 'performance management' is about optimising delivery through appropriate leadership. What you do (and equally, what you don't do), as a manager and leader, has a significant impact and effect upon your team – there ability and motivation to 'give of their best' will be directly derived from the language and behaviour that you employ. Interestingly, high performance managers do not keep a large bag of 'materialistic and metaphoric carrots' under their desk.
This 2-day professional development event works on an entirely different premise – and one that works. We would encourage you to acknowledge that' financial and material incentive' have a very short shelf life (and generally a very limited motivating effect –being quickly assimilated into 'rights'). Rather, 'getting the best out of people' is about relationships' rewarding behaviour and acknowledging the intimate motivators 'locked into people'. This is not easier for you and in many respects taking the time to identify those motivators and then 'engage' with an individual has an opportunity cost, but high performance leaders are willing to invest that time and energy – are you? The results can be phenomenal and truly amazing.
Key objectives
On the successful completion of the course, delegates will be able to:
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identify and describe the meaning of performance management and what it can and cannot, deliver;
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identify and exploit relationship management for optimum performance;
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demonstrate the necessary skills, competence and communication to inspire optimum performance from staff and peers,
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manifest competence, and deliver, as a performance leader
"The task of leadership is not to put greatness into people, but to elicit it,
for the greatness is there already."
John Buchan
