Performance Matters

Training Supplement

Performance Matters Training Supplement

Performance Matters Training Supplement

Performance Matters Training Supplement

Performance Matters Training Supplement

Performance Matters Training Supplement

Performance Matters Training Supplement

Performance Matters Training Supplement

Performance Matters Training Supplement

Performance Matters Training Supplement

Performance Matters Training Supplement

10

Performance Matters Training Supplement

11

Performance Matters Training Supplement

12

Performance Matters Training Supplement

13

Performance Matters Training Supplement

14

Performance Matters Training Supplement

15

Performance Matters Training Supplement

16

Performance Matters Training Supplement

17

Performance Matters Training Supplement

18

Performance Matters Training Supplement

19

Performance Matters Training Supplement

20

Performance Matters Training Supplement

21

Performance Matters Training Supplement

22

Performance Matters Training Supplement

23

Performance Matters Training Supplement

24

Performance Matters Training Supplement

25

Performance Matters Training Supplement

26

Performance Matters Training Supplement

Goal Writing Exercise

Directions: Read each draft goal. Determine which criteria (specific, measurable, attainable, relevant, timespecific) are present and then write a better goal by ensuring all SMART criteria are included. Specific: Goal should be distinct, clearly stated and focused on a single result. Measurable: State how youre going to know the goal is completedconsider quantity and quality. Attainable: Goals should be challenging, but feasible. Can the goal be accomplished with the resources the employee controls? Relevant: Goals should be relevant to the employees position and the organization. Time-specific: When will the goal be completed? Draft Goal 1. By Q2 eliminate communication problems on my team. What Criteria Are Present? Specific Measurable Attainable Relevant Time-specific Better Goal

2. In order to budget more effectively, develop better financial skills.

Specific Measurable Attainable Relevant Time-specific

3. Decrease the quarter end close time company-wide by 50% by end of Q1.

Specific Measurable Attainable Relevant Time-specific

4. Building on my current position in Segment A, for this fiscal year, devote 4 hours/week to exploring new product line extensions for Segment B. Write quarterly and final reports of findings to segment SVPs.

Specific Measurable Attainable Relevant Time-specific

5. Reduce scrap in the Woven Area by 10%, reduce extruder downtime by 20%, and improve overall team efficiency by 30% by the end of the fiscal year. Create subteams to lead each effort, including the planning, tracking and reporting of interim targets and contingency plans for missed targets. Use ProjectPlanner software so all teams and management can share data, results and recommendations.

Specific Measurable Attainable Relevant Time-specific

Performance Matters Training Supplement

Giving Feedback Scenarios Exercise

1. Read each scenario and select one. In the right hand box make notes to describe the feedback you, the giver, could provide to the person in the scenario. Use the Four-Step model to guide your response. (5 mins.) The Four Steps are: 1. Describe what happened 2. Describe the impact 3. Check for understanding and get the persons views 4. Describe what you want to happen 2. Form trios and role play the scenarios each member has selected. In the role play one person is the giver (with the notes), another the receiver and the third the observer. (10 mins. for all three including debriefs) After each role play the giver and receiver have a brief feedback conversation which covers: Did the giver include each step of the model? (be specific) Did the giver and receiver use good listening skills? (be specific) How did it feel to be a giver and receiver? The observers job is to facilitate the discussion between the giver and receiver. Observers should review each question above with both the giver and receiver and then share their own observations. Scenario 1. Jill is new at our company and new on your team. Shes still learning how things work around here and has occasionally made a misstep or two. Today at a meeting she repeatedly deferred to you even though she clearly had the expertise to handle the situation. Response (Using Four-Step Model) You deferred to me 3 times Concerned your expertise not being recognized What do you think? I want you to lead next meeting

2. Jack is one of your fellow engineers. He is generally pleasant to deal with but frequently fails to do what he commits himself to. This affects your work and your ability to meet your deadlines. He just popped into your office and said he doesnt have the time to attend tomorrows project meeting. 3. Your manager Miguel asked you to watch him do a rehearsal of a presentation hell make before his boss tomorrow. Its a great presentation, based on an emerging business need, well supported with industry research and analyzed with precision and insight.

4. In most regards Jennie, your manager, does an excellent job. However she avoids giving you and your colleagues the feedback you need to improve. She repeatedly promises to arrange feedback sessions but never seems to get around to it.

5. Sandy just completed a project shes been heading up for the past nine months. As a result of her leadership the project came in on time, on budget and with everyone still talking to each other. The customer says our company nailed it in every way and has committed to another $500K extension.