Performance Management

This 2-day course stresses the importance of establishing clear expectations and performance measures and providing ongoing feedback to ensure effective employee performance. The course provides information and practice in writing performance elements and standards. Course activities include self-assessments, small group exercises, games, and discussions to ensure that participants acquire key skills for managing performance.

Download a copy of How to Write SMART Objectives


  • Describe the steps in a performance management model.
  • Develop performance objectives and measures that employees can use to manage their own performance.
  • Learn when to establish performance expectations and when to intervene when performance is less than expected.
  • Understand the impact of organizational culture and informal expectations on performance.
  • Monitor and diagnose performance problems and help individuals who are falling short of performance expectations.
  • Give feedback to sustain and improve employee performance.
  • Plan and conduct a performance review.

Essential Supervisory Skills

In this course, managers learn key supervisory skills in the areas of performance management and motivation, including how to write objectives and standards, how to manage employees to them, and what to do when employees don’t meet performance and conduct standards.

Download a copy of The Top 10 Things Self-Motivated People Do


  • Know the 7 keys to top performance.
  • Know how to use SMART objectives and performance standards to guide performance.
  • Know how to use feedback and listening skills to forge positive relationships.
  • Know the difference between performance and conduct problems.
  • Know how to use feedback and other tools to correct problems.
  • Know what to do about serious conduct problems.
  • Know what is and isn’t motivation.
  • Know which things motivate and which ones do not.
  • Know how to create conditions for motivation and unleash initiative.

Course Outline

High Performance Management – How to Help Employees Do Their Best

  • The 7 key steps to top performance.
  • How to use SMART objectives and performance standards to guide performance.
  • How to use feedback and listening skills to forge positive relationships.

Handling Performance and Conduct Problems – How to Help Employees Get Back on Track
(or, You Get What You Tolerate)

  • The difference between performance and behavior problems.
  • How to use feedback and other tools to correct problems.
  • What to do about serious behavior problems.

Creating Conditions for Motivation – How to Unleash Initiative

  • What is and isn’t motivation.
  • What things motivate and what ones do not.
  • How to create conditions for motivation and unleash initiative.

Legal Issues for Supervisors – How to Manage within the Law

  • The legal basis is for avoiding and addressing workplace discrimination and harassment.
  • How to comply with federal law in the following areas:
    • Equal employment, including sexual harassment
    • Interviewing and the ADA
    • Progressive discipline
    • Termination

Supervision Skills for New Supervisors

This course introduces essential components of effectively supervising groups of people, and will focus on the practical skills that supervisors need immediately to survive in their role as supervisor.


  • Understand the responsibilities of a supervisor.
  • Manage the transition to becoming a supervisor.
  • Identify different leadership styles and determine when each style is appropriate.
  • Develop communications skills that support increased effectiveness.
  • Learn effective delegation techniques.
  • Develop techniques for coaching and counseling employees and giving feedback and reinforcement.
  • Know how to create conditions for motivation and unleash initiative.
  • Develop methods for dealing with change and stress.
  • Understand key EEO and HR laws and regulations.
  • Understand ethical principles to apply to everyday decisions.

Tools for Managing and Leading

In this highly interactive and hands-on workshop, managers first learn how leadership and management differ and how to do the key activities of both leadership and management. The leadership module uses materials based on John Kotter’s Harvard Business Review article, “What leaders really do,” along with a simulation, The Mars Rover, that demonstrates the advantages of a facilitative leadership style. In the simulation, teams of participants build a prototype Mars rover vehicle out of toy parts and then race the rovers. Each team’s performance is evaluated based on three factors: time (to complete the race course), cost (to build the rover), and leader effectiveness (as evaluated by team members). Teams with the facilitative leaders consistently score higher than teams with traditional or passive leaders. In other course modules, managers learn how to use their knowledge of personality type to improve communication, teamwork, performance management, and problem solving. Managers also learn a coaching approach to management and how to foster an environment that leads to increased employee initiative and motivation. Finally, managers take the Situational Leadership™, Leader Behavior Analysis (self-scoring) and learn the four styles of the situational leader and how to choose the best style for the situation. All cases and examples are written for federal government situations. The course includes prework, including the completion of the Myers Briggs Type Indicator (MBTI) online.

Benefits of course

Managers are able to identify areas of their work where leadership is needed and know the key steps to take to cope with change. Managers know the behaviors and tools that facilitative leaders use. Managers have a wider range of communication approaches that they can use with their own supervisors, their staff, and their colleagues. Managers have a framework, Situational Leadership™, to use to diagnose the development level of employees and then match it to the best management style.


  • Know the key activities of management and leadership and how they differ.
  • Know how to use a facilitative leadership style to drive productivity and morale.
  • Know what personality type (MBTI) is and how it affects behavior.
  • Know their own MBTI personality type.
  • Know how to recognize type-related behavior in others and be able to modify their communication approach to one that is more effective.
  • Be able to apply their knowledge of personality type to problem solving and decision making.
  • Be able to apply their knowledge of personality type to performance management and building teams.
  • Determine their preferred management style.
  • Learn four management styles that may be used in different situations.
  • Be able to determine which style is most appropriate in a given situation.
  • Know what coaching is and how to do it.
  • Know what they can do to increase the motivation of their employees.