Course overview
High performance is rarely a question of individual effort alone. Managers must translate strategy into priorities, set clear expectations, allocate resources, monitor delivery, address underperformance and maintain commitment when conditions change. Without disciplined management systems, teams can become busy without producing the required results, decisions drift upward, and recurring operational problems consume management time.
This course develops the practical management methods required to build and sustain high-performing teams and functions. Participants work with strategy deployment, SMART and OKR goal setting, performance scorecards, role clarification, delegation, coaching, feedback, decision rights, continuous improvement and change leadership. They learn how to diagnose team performance, identify constraints, run effective management meetings, manage difficult conversations and use performance data to make timely interventions.
Instruction combines concise briefings with cases from banking, public services, infrastructure, manufacturing, NGOs and multinational operations. Participants analyse realistic management situations, practise structured conversations, use performance data, take part in decision and prioritisation simulations, and apply each method to their own work. During the course, each participant develops a High-Performance Management Plan for a real team, department or programme, including strategic priorities, measures, accountabilities, operating rhythms, development actions and improvement initiatives. The final capstone reviews and presents this plan for challenge and refinement.
The course suits managers who already lead people, projects or operational units and need a more systematic approach to performance. It is particularly relevant where managers must improve service levels, delivery reliability, cost control, employee accountability or cross-functional execution without relying on authority alone.
