Valuing Potential – Through Performance

1. Valuing Potential – Through Performance

2. Session One: Introduction & Overview • Introduction • Experience of performance management • Hopes & fears

4. Course overview • You will better understand yourself and your personality preferences and temperament. • You will learn to use your strengths and work on your challenges to be a better team leader. • You will become more adept at analysing problems and have a variety of techniques for solving these problems. • You will have a process for managing employee performance

5. Session Two: Understanding Yourself

6. Session Two: Understanding YourselfTypology • Our preferred source of energy: Introversion or Extraversion • Our preferred way of taking in information: Sensing or Intuition • Our preferred way of coming to conclusions or making decisions: Thinking or Feeling • Our preferred way of living; our attitude to the external world: Judging or Perceiving

7. Typology

8. Group work :Pairs • Retrieve your self assessment questionnaire & that of your colleague • Find someone in the room who has the same typology as your colleague • In pairs discuss your findings : • A) Any similarities • B) The differences • C) Any surprises • Identify your 3 strengths • Identify your 3 challenges • What is your impact on others

9. Session Three: Temperament & Leadership • Sensor-Judger (SJ) • Sensor-Perceiver (SP) • Intuitive-Feeler (IF) • Intuitive-Thinkers (NT) • What do each of these types appreciate at work? • What can annoy each of these types?

10. Session Four: Talking to Other Types • Extraverts • Introverts • Sensors • Intuitives • Thinkers • Feelers • Judgers • Perceivers • How can you use these suggestions if you don’t know the other person’s type?

12. Session Five: Leadership • Inspire a shared vision • Challenge the process • Enable others to act • Model the way • Encourage the heart

13. Qualities of a leader • Values the contributions of others • Empowers, Delegates, Develops potential • Accessible, Approachable • Clarifies boundaries, Keeps others informed, Involves others in decisions • Draws out the wisdom in others

14. Session Six: Bringing alive Talent Management through the business objectives Corporate Individual adoption view personal leadership e360oMultirater Business Plan Myers Briggs eAppraisal Goal setting process OLM Learning Manager Vision Brand Values Strategic Direction Business Goals Team and Individual Objectives Talent Development eSuccession Supervision (1:1) On going Review Recognition Reward Recruitment

15. Our Brand Values: Integrity Expertise Unity Enterprise

16. Values & Behaviours Framework

17. Our Values - guide our behaviours INTEGRITY EXPERTISE UNITY ENTERPRISE Building sustainable wellbeing The communities we serve lie at the heart of our organisation. We bring together community ethos and a 'can-do' culture to generate healthy, sustainable futures for local people. We are constantly seeking new opportunities to improve care for our patients. We empower staff and patients to make choices that support individual and organisational wellbeing. You can trust us to do the right thing. CityCare is dedicated to providing care you can trust, when and where you need it. We use public money efficiently and effectively, towards improved patient care and the wellbeing of the community. We behave with compassion and respect and deliver what we promise. You can have confidence in the care we provide We have always lived by NHS principles and will continue to do so. Our expertise is grounded in professionalism and excellence of care. We are industry recognised leaders in clinical research, service redesign and improved patient care. We work together to give you complete care. CityCare are committed to building strong working partnerships across the community. We work hand in hand with patients to improve the quality of their care and improve their overall wellbeing. We work hand in hand with our colleagues supporting each other and valuing the efforts of the team.

18. Ratings Matrix/Guidelines - Draft

19. Pause for Thought • What is it like to be on the receiving end of me? • What culture does my behaviour give rise to?

20. Feedback

21. Why give Feedback ? • Provision of important information to the staff member. • A stimulus for further learning and training. • Show staff the level of their performance. • Address the weaknesses and deficiencies of the staff member . • Decide the progress of the staff member. • It is the lifeblood of improved performance

22. Effective Feedback • Sincere praise • Feedback sandwich • Job related • Avoid general statements • Hearsay • Describe behaviour not person • Specific to individual

23. Effective Feedback • In Private • Balanced • Relevant • Be specific • Back it up • Make it personal… the right way

24. Effective Feedback • If you were to perform a review today, on any of your employees, would there be any surprises for them? • Have you set a goal for yourself to informally, but regularly touch base with each of your employees to ask how things are going, ask whether there are any problems, discuss any difficulties in the achievement of their performance? • Do you correct performance problems immediately? • Do you congratulate successes immediately? • Have you reviewed the employee's work plans and objectives at least once during the period? • Have you updated or modified those work plans and objectives that require revision? Have you done so with the employee's input and agreement?

25. Supporting a Non - Blame Culture Making and learning from them is an important part of your growth and development mistakes