Page 6 - 2019 Online Course Catalog

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 Giving Feedback for Improvement
Providing a direct report with feedback for improvement can be one of your most challenging, least favorite
interactions. This structured approach can make such discussions much more comfortable and collegial.
Neuroscience explains how using this approach can help you avoid common pitfalls and achieve your
intended results.

 Giving Positive Feedback
Research makes a compelling case for praise as a driver of employee performance. Yet, giving praise can be
harder than you might think, thanks to some common hidden biases. In an example a leader who intends to
deliver praise finds that his approach is falling flat. You'll learn why. Also, you'll discover how to make your
positive feedback sincere and meaningful.

 Handling Common Coaching Challenges
What do working on challenging assignments, learning new skills, improving performance, repeating
successful performance, or finding new solutions to old problems have in common? All these situations could
benefit from the advice and counsel of a good coach. In the short term your coaching can help someone
accomplish a task or solve a problem; in the long term it can help people develop to their fullest potential.

 Handling Unacceptable Performance
When team members miss deadlines, don't produce enough, produce poor-quality products or services, or
exceed costs, the organization, other team members, internal partners, and customers are hurt. This makes
your job more difficult and more stressful. This course will teach you skills to address poor performance.

 Handling Unacceptable Work habits
Even when people perform adequately in terms of quality, quantity, timeliness, or cost, their conduct at work
might be unacceptable. A poor work habit not only can hurt their performance, but it also can adversely
affect the success and morale of team members, internal partners, or customers. These kinds of situations
can make your job more difficult and stressful.

 Imposing Formal Consequences
If a person repeatedly falls below expectations in an aspect of the job, or if someone commits a serious
offense, you probably face imposing formal consequences. This means having a discussion that could be
emotional for the other person and uncomfortable for you. In addition, your organization might have some
specific policies and procedures that you need to follow. If you are well prepared, the discussion will be a
little easier for both you and the other person.

 Sparking Accountability and Action
Employees want a supportive leader, but what does that really mean? You'll learn about four types of
support you can provide to boost performance while keeping accountability with direct reports. You'll also
learn more about how to gauge when to provide proactive support and when to hold off on coming to the
rescue.

 What to Do When People Don’t Improve as Planned
You thought the discussion on the performance or work habit problem went well, but there's been little or no
improvement. The consequences of not acting could be wide-ranging, affecting your team, organization, and
customers as well as the person involved. You don't have a choice: You need to address the situation again to
find out why it hasn't improved and to turn around unacceptable performance.

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