CREATING THE ENVIRONMENT FOR DELIVERY

This element of the programme addresses the creation of an environment for performance management and delivery, through setting and establishing key standards. These are the critical issues that many managers, in particular, fail on because they are predominantly behavioural rather than theoretical or knowledge based. The establishment of the following fundamental mechanics are key indicators that you are functioning effectively at a performance manager level

BUSINESS OF CHANGE addresses each of these topics from a practical and pragmatic perspective and enables you to create an environment where you effectively and proactively manage outputs.

• Set standards - You have the power to either inspire or drain the potential of your employees. How to set the standards of a performance manager and how to think it, talk it, dress it, and walk it.
• Be honest - Don’t pretend you know all the answers – you’re not expected to. How to harness and use the knowledge of those around you.
• Be open - Say what you feel, positively and constructively. What to say and how to say it, at the time you feel it and in the most appropriate way.
• Project and reflect - Accept that you can never make people change – How to change the way that people respond to you by changing the way that you treat them.
• Respond appropriately - Deal with good and bad differently – How to address different issues and different people at the right time and in the right way.
• Be realistic - Accept that as a manager you can’t share a confidence with employees if you want it to stay confidential. How to manage information and how to use it effectively.
• Be consistent - If you say you’ll do something, do it, otherwise don’t say it. How to maintain your credibility and avoid loss of confidence in you.
• Manage expectations - Be realistic about what you can deliver and don’t make promises you can’t keep. How to buy time and make informed decisions.
• Be yourself - Don’t expect to be liked by everyone, you can’t please all the people all the time.  How to gain respect rather than liking, by being true to yourself.
• Manage people - Remember that you are paid to manage and if you’re not doing it, who is? How to focus on your role and ensure that you deliver what is expected of you.
• Make decisions - It’s often better to do something and change it later rather than do nothing. How to become decisive whilst being seen to be collaborative.
• Manage meetings - Ineffective, inappropriate, unnecessary meetings are a waste of everyone’s time. How to manage output driven meetings, set agendas and ensure input from attendees.
• Delegate - You can’t do everything yourself, that’s why you are a manager. How to delegate tasks and responsibilities, make the best use of your time and engage others.
• Set targets - Every employee has a fundamental right to know what is expected of them and how they are doing. How to stretch people to achieve their potential by setting relevant and appropriate goals and targets.
• Lead appropriately - Different people and different situations require different management styles. How to get the best out of people in different ways.