Performance Improvement Programmes

"Managing at the Speed of Thought"

The development of effective and meaningful employee communication begins with an awareness and understanding of an individual’s natural behaviour. The same is also true for effective Management.

Behavioural research suggests that the most effective Managers and Employees are those who understand themselves, both their strengths and their weaknesses, enabling them to develop strategies to meet the demands of their work place.

The Prime Behavioural Coaches work with small to medium sized teams at three different levels:

Leadership Evaluation:
Working with the Manager of the team to identify their own particular strengths and development needs and how these relate to their teams performance.

Coaching for Excellence:
Working with the Manager and their team on a “one to one” basis the behavioural coach will help them identify how their individual behavioural style impacts on their performance and how they relate to others both at work and in their social environment.

Team Dynamics:
Working together as a team the behavioural coach helps the team to explore how their individual behaviours combine to make their team what it is. From this start point they are then able to develop their behaviours to make the team what they want it to be.

"Culural Integration "

38% of employees leave their positions within 90 days of joining the organisation. Recruiting new employees is often the easy part of the process which turns a job candidate into a fully integrated and productive team member.

All too often new recruits are left to “sink or swim” as they try to adapt to the new organisation they are now a member of. Every organisation has its own peculiar culture and the quicker the new recruit adapts to his the quicker hey wll become a productive team member.

This important period of “cultural integration” is often not understood by new recruits or their Managers, and is even overlooked by many human resource specialists.

Using our unique “Success Insights” behavioural profiles one of our behavioural coaches will conduct a half day coaching session with the new recruit which will focus upon:

• Their natural behaviour
• How their behaviour will impact upon the team they are joining
• How their new colleagues will view their behaviour

Following this “cultural integration” coaching session our behavioural coach will debrief with the new recruits Manager and give feedback based with upon:

• The new recruits natural behaviour and what they will add to the team
• How to motivate and performance manage them
• How they will behave under pressure

"Attitudes and Energy"

For years the corporate world has been asking for people with good skills and experience.

However, the rules have changed.

Employers now realise that they must focus on how they can recruit employees with the right attitude, train, retain and then motivate them to achieve their maximum potential.

Building a positive attitude toward yourself and others starts with understanding your own attitude and how they impel you into action. People often lack the words to articulate why they do what they do or why they feel the way they feel.

When applying the principles in this seminar, individuals will understand why they make the decisions they make and why conflicts can arise.

Understanding attitudes will give an individual a new insight into themselves and the people around them.

The Benefits Of Attitude And Energy:

• Understand your own drives and passions
• Be able to recognise others’ attitudes and be able to see the world through their eyes
• Communicate with others according to their attitude
• Powerfully motivate people into action
• Appreciate the differences in each of us
• Learn to value positively instead of judging negatively
• Understand the causes of conflict and be able to diffuse the situation
• Experience a power of communication beyond what you ever thought possible

"Performance Appraisals Insights"

It Is vital that organisations use the most valuable asset available to them – their people, wisely.

The performance appraisal is an instrument for a planned discussion between Manager and employee.

However, conducted badly these discussions often end up in confrontation or in an effort to get them out of the way they become meaningless and end up as a form filling exercise.

Using our unique "Success Insights" behavioural profiles one of our behavioural coach’s will spend a day with the Manager reviewing the profiles of up to 6 employees.

The manager will receive valuable insights into:

• How to communicate effectively with the employee
• How to manage the employee effectively
• How to motivate the employee effectively
• The attributes the employee is able to bring to the organisation
• The working environment the employe would benefit from
• The goals and objectives the employee will respond to
• The ways the employee is adapting their behaviour at work
• How the employees behaviour will impact upon their colleagues
• Wether the employee is suffering from stress and wether this is work or home related

"Management Development"

If we define the role of management as “getting things done through others”, it becomes plain that without the skills required to move people to take a desired action, a Manager must fail, or at best under perform.

There are three main reasons why many management development programmes do not have the impact that was desired at its outset:

The learning path ignored:
A training seminar by itself simply delivers new information. In order to ensure this new information becomes a new skill we have stuctured our management development programme to have short, high impact seminars, followed by a three week period of practice. The real learning begins when the seminar finishes.

Too much theory:
The management develoment seminars are based on well tried theories- Maslow, Hezberg, Adair are examples of the more common sources used. The seminars use the theory but do not dwell on it: managers learn what they must do in the workplace to get results.

Lack of support:
Most of us need encouragement and re-enforcement of the theory when learning new skills. Ideally this should come from the learner’s Manager but in practice it rarely does. A mentor is needed who is available to the learner at all times, as they go through the painful process of practice with new and unfamilliar skills.

Throughout this development programme the facilitator provides one-to-one support outside the seminars to help solve any concerns that may arise during implementation of the action plans.