Most failures in continuous performance management trace back to a conversation someone avoided having. Authority is granted by the organisation; credibility in this part of organisational leadership is earned separately. Comparative studies of the organisational leadership discipline across sectors find the same handful of failure points recurring. Exercises escalate in difficulty, ending with the ambiguous situations that make continuous performance management hard in practice. Participants who influence the practice within organisational leadership without directly controlling it will find the content directly usable. Progress on this part of organisational leadership is usually lost in the gap between approval and execution. Participants gain a realistic view of what continuous performance management costs and what it returns. The programme converts this area of organisational leadership from an area of general awareness into a set of repeatable practices. The programme closes with an action plan for this part of organisational leadership that each participant writes for their own organisation.
Expected Learning Outcomes
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Communicate the purpose of continuous performance management to those who have to comply with it.
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Delegate responsibility for continuous performance management without losing sight of the outcome.
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Agree the first three actions on continuous performance management that will be taken on returning to work.
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Design a training and briefing approach that sustains competence in continuous performance management.
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Read the informal dynamics that determine whether continuous performance management actually moves.
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Protect the team's capacity so continuous performance management is not delivered through exhaustion.
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Judge when to escalate continuous performance management and when to absorb it.
Who Should Attend
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Executives leading multi-function programmes involving continuous performance management.
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Public sector officials applying continuous performance management within a regulated framework.
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Human resources partners advising leaders on continuous performance management.
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Project and programme managers whose delivery depends on continuous performance management.
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Project and programme managers whose success depends on continuous performance management.
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Founders and owner-managers formalising continuous performance management as the organisation grows.
Course Modules
Open any module to see its sessions and topics.
01
Continuous performance management: influence across functions you do not control
2 sessions · 8 points
Session 1Testing continuous performance management before relying on it
Test whether the team can explain continuous performance management in their own words.
Confirm that contractual obligations around continuous performance management are understood.
Distinguish symptoms from causes when continuous performance management underperforms.
Agree the indicators that will show whether continuous performance management is improving.
Session 2Saying the thing about continuous performance management that nobody wants to say
Give one piece of specific feedback on continuous performance management within the week.
Verify six months later that changes to continuous performance management have held.
Confirm that the people affected by continuous performance management heard it from you first.
Establish who is informed, consulted and accountable in continuous performance management.
02
Continuous performance management: the conversations that decide the outcome
2 sessions · 8 points
Session 1Showing that continuous performance management changed something measurable
Compare the cost of continuous performance management with the cost of its absence.
Decide the point at which you would escalate continuous performance management.
Set the decision rights on continuous performance management: who decides, who is consulted, who is told.
Rehearse the briefing on continuous performance management that would follow an incident.
Session 2The paperwork for continuous performance management that is actually needed
Prepare how you will respond when continuous performance management is challenged publicly.
Identify single points of dependency in continuous performance management and reduce them.
Benchmark the organisation's continuous performance management against comparable operations.
Identify your successor for continuous performance management and the gap they need to close.
