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Once you've explored how to set goals and provide direction for individuals, as well as how to coach people to improve their skills – and to improve their confidence and motivation; there is another aspect to consider.
In this module we examine the situation where the all leadership and coaching skills learned so far in your role no longer seem to apply – because the individual we are leading is still not performing satisfactorily.
In this case – it’s quite possible that performance counselling is the approach we should take – to see if we can lead this individual back from the position of under-performance or non-performance.</p>
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Introduction to performance counsellingPreview
|Section 1: Video Modules|
This first episode of Counselling to Improve Performance starts by discussing the concept of performance counselling – and how this differs from coaching.
Remember, if performance counselling is required, it’s usually because the individual concerned has already been given direction, coaching, guidance and mentoring – but still is not performing satisfactorily.
|Quiz 1||3 questions|
This second episodes outlines the key steps to follow for an effective performance counselling discussion – and then goes into each of these steps in detail.
As we go through them – we’ll also briefly revisit the listening and questioning skills – that are vital to any effective leadership conversation – but are crucially important for a performance counselling discussion.
|Quiz 2||3 questions|
In this episode we explore how ask the staff member for their ideas on how to solve the problem. Some people will be surprised at being asked for their ideas on how to solve the problem.
And if they’re unaccustomed to taking the initiative – or being offered the opportunity – they might be resistant at first.
We remind you as the Manager, not to be anxious if they don’t respond immediately – give them time – and allow room for silence.
|Quiz 3||3 questions|
To create the appropriate climate during a performance counselling session – the relationship between you as the leader – and the person you are counselling – needs to be supportive and developmental.
If your team member sees it as a developmental conversation – rather than a stressful confrontation – then they will be more receptive to change.
A stressful confrontation between the two of you will undermine the supportive relationship required to create the appropriate climate
|Quiz 4||3 questions|
|This last episode in the series summaries the learnings from content so far, also highlighting what to watch out for to ensure you have an effective discussion.|
|Quiz 5||3 questions|
|Section 2: Detailed Notes and Key Point Summary|
Key Point Summary
|Section 3: Putting it into practice|
Putting it into practice - dealing with the defensive staff member
Dealing with the defensive staff member - detailed notes
Putting it into practice - setting goals to improve underperformance
Setting goals to improve performance - detailed notes
Chartered Accountant by profession, MBA by necessity, Business Owner at heart and Creative Thinker with a passion for learning !
Applied 10 years of thinking after running large scale sales teams in large corporates (where teams consisted a Managers, Sales Managers, Investment Advisors and Financial Planners) to create SalesDNA.com.au.
The Idea being that the internet allows you to provide content in a scalable manner so that decentralised teams can benefit from world standard learning material that is packaged in a way to meet the different ways that people learn and which puts the user in control of their own learning.
The face of our videos, David Dowe, is regarded as one of the best coaches in his field. With over 20 years experience, he has received plaudits from CEOs to COOs, Exec General Managers and front-line Managers. David has worked with a who's who of mid to large sized companies in Australia, the UK and Europe.
Learning and development professional specialising in sales and leadership development.
20 years’ experience across a diverse range of blue chip organisations, including Financial Services, IT, Healthcare and FMCG. Has a reputation for successfully leading L&D teams which enable organisations to achieve results and improve ROI. Builds sales force effectiveness based on structure, focus and practical management procedures, together with excellent standards of leadership, communication and engagement.
Specialties:Transforming sales teams and driving high performance sales & service cultures.
Results focused coaching and performance management, including executive level coaching.
Coaching sales teams to pitch for and win complex commercial deals.
Please see our bios on Linked in for more details !