Communicate the purpose of continuous performance management to those who have to comply with it.
Managing Continuous Performance Instead of Annual Appraisal
An applied course in continuous performance management built around the decisions practitioners actually face.
📍 Tripoli🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
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
Delegate responsibility for continuous performance management without losing sight of the outcome.
Agree the first three actions on continuous performance management that will be taken on returning to work.
Design a training and briefing approach that sustains competence in continuous performance management.
Read the informal dynamics that determine whether continuous performance management actually moves.
Protect the team's capacity so continuous performance management is not delivered through exhaustion.
Judge when to escalate continuous performance management and when to absorb it.
Who Should Attend
Executives leading multi-function programmes involving continuous performance management.
Public sector officials applying continuous performance management within a regulated framework.
Human resources partners advising leaders on continuous performance management.
Project and programme managers whose delivery depends on continuous performance management.
Project and programme managers whose success depends on continuous performance management.
Founders and owner-managers formalising continuous performance management as the organisation grows.
Course Modules
Continuous performance management: influence across functions you do not control
2 sessions · 8 pointsSession 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.
Continuous performance management: the conversations that decide the outcome
2 sessions · 8 pointsSession 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.
Continuous performance management: measuring whether leadership actually changed anything
2 sessions · 8 pointsSession 1Recovering after a visible mistake on continuous performance management
- Prepare the response for the most likely failure in continuous performance management.
- Assess the workload continuous performance management adds and what you will remove to make room.
- Check whether incentives anywhere reward behaviour that undermines continuous performance management.
- Recognise publicly one person whose work on continuous performance management went unnoticed.
Session 2What to measure in continuous performance management and what to ignore
- Record what was learned when continuous performance management did not go as planned.
- Review a past decision on continuous performance management and state honestly what you would change.
- Rank the weaknesses in continuous performance management by consequence rather than by ease of fixing.
- Arrange the handover of continuous performance management so capability survives staff changes.
Continuous performance management: setting direction people can act on
2 sessions · 8 pointsSession 1Delegating continuous performance management without abandoning it
- Build the internal briefing that explains continuous performance management to those affected.
- Identify the conversation about continuous performance management you have been postponing, and schedule it.
- Define acceptance criteria for continuous performance management in advance.
- Decide what you will delegate on continuous performance management and what you will not, and say why.
Session 2Building someone who can run continuous performance management without you
- Assign responsibility for keeping documentation of continuous performance management current.
- Identify which function can quietly block continuous performance management and address it directly.
- Set the review point at which continuous performance management will be reconsidered.
- State the outcome expected from continuous performance management in a single sentence anyone can repeat.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
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