Overview: Managing People for Maximum Performance

Bringing out the best in individuals & organizations

About the Program

1. Leadership, Science & Maximum Performance

How to use a five-step problem-solving process, based on well-established laws of human behavior, to improve and sustain performance throughout your organization. This process will allow you  to:

• identify the results you want and the behavior required to get them
• extract useful information on how the job is done and the outcomes produced
• let employees know how they’re doing
• provide meaningful positive consequences for improved performance

2. How and Why People Work: What it Takes to Get Them to Do Their Best

Understand why people perform the way they do and how to isolate the reasons certain behaviors continue. How you can determine whether problems are motivational (won’t do) or skill-related (can’t do).

3. Creating Discretionary Effort: Getting People to Want to Do More

Learn powerful tools to get employees to improve and maintain their own performance and understand the difference between positive and negative reinforcement. How to use positive reinforcement to:

• transform your employees’ work into something they’re eager to do
  
• overcome resistance to change
  
• motivate senior staff
• cut down subordinates’ inconsistent performance

4. Making Good Performance Pay Off:
Effective, Flexible Reward Systems for Long-Term Success

How to avoid common errors in designing reward systems and get people to reach specific objectives, produce continuous improvement and give maximum effort. You’ll also discover how to use reward systems to motivate and guide individual improvement and organizational change.

5. Precision Leadership I: Pinpoint Specific Actions, Achieve Specific Goals
Learn an important procedure for specifying results and the behaviors required to get them. You can apply it whether your objective is to increase market share, streamline production, cut costs, or improve product cycle time. Why you should never manage solely by results but by understanding how they were attained.

6. Precision Leadership II: Measuring Behaviors that Drive Results
A big mistake organizations make is to measure behavior, then use the results as a punisher or a negative reinforcer. Measurement itself won’t change a thing. What works is to:

• create an environment where people want to be measured
  
• avoid the negative side effects of bad measurement
  
• use feedback to help individuals adjust their performance

7. The Difference Between Leadership & Management

Learn the four criterion of followers’ behavior that define leadership, and how to generate maximum performance at the executive, managerial/supervisory, and  the organizational levels. Not every executive or manager is a leader. Not every leader is an effective manager.  Why we need both.