Linda Hutchings Programme Overview - Setting Your Staff Up To Succeed 2020 version 3 (1)

Setting Your Staff Up To Succeed: The Seven Conversations

Programme Overview Setting Your Staff Up To Succeed: The Seven Conversations This 3-day programme provides managers and leaders with easy-to-use models to ensure that they can successfully hold each of the seven essential performance conversations to enable their staff to fly! The learning outcomes for each of the seven conversations are outlined below.

1. The context conversations.     

able to provide relevant organisational history can explain the vision, values and key strategic priorities able to explain where their people fit able to give a description of how individual team member’s work matters are aware of what they are modelling as a leader

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can clearly and concisely articulate their core expectations for task, behaviour and development can establish clear behavioural standards have a process for learning their new team members’ expectations have a process for capturing the expectations conversations have a range of formal and informal monitoring strategies have at least one method for performance mapping can establish clear tickable objectives for tasks/projects

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can identify strengths (as in work team members enjoy) know why and how to create opportunities for team members to work in their strength areas daily / weekly

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understand the traps and pitfalls of giving feedback know how to give actionable feedback have an transparent ‘agenda’ for holding progress conversations have a range of formal and informal ways to discuss progress on task, behaviour and development know how to use a coaching log for capturing performance discussions

2. The expectations conversations.

3. The strengths conversations.

4. The attention conversations.

5. The appreciation conversations.

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understand the differences between reward, recognition and appreciation know which behaviours show how they value and undervalue their staff and colleagues have strategies in place to provide team members with appropriate appreciation can identify a minimum of 25 ways to recognise performance have different ways to recognise good and great performance understand the different ways people like to recognised

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understand the different ways people learn can establish clear tickable objectives for learning have a process for regularly reviewing development see development as an ongoing process (not just attending courses!) can discuss career planning

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can hold staff and peers accountable in public for inappropriate behaviour know how to redirect staff whose behaviour is inappropriate or whose performance is under par can comfortably and concisely raise concerns regarding inappropriate behaviour and/or under performance EARLY (i.e. within a day or two of it occurring) can develop a written plan of action for changing behaviour and/or performance have a process for holding the difficult ‘personal conversations’ e.g. body odour, bad breath, etc.

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6. The growth conversations.

7. The nudge conversations.

Programme approach     

the programme is run one day per month over three months each programme normally has between 30 - 34 participants (participants can be new and/or experienced managers / team leaders or those who you believe have leadership potential) following each workshop there are 3 - 4 ‘homework activities’ for participants to complete prior to the next workshop (e.g. explaining expectations /standards, drafting a script for a difficult conversation) between workshops participant’s managers are provided with coaching questions, to enable them to engage in a series of 1-1 coaching sessions to help embed the learning between workshops following the completion of the programme, there is an option of monthly small group mentoring sessions to continue to embed the learning (additional cost)