Performance-Based Leadership Training Course

Participants can design credible objectives, metrics and targets for team performance.

• SMARTER objectives translated into observable results and dated review points
• OKR drafting connects objectives, key results, initiatives, and confidence levels
• Leading and lagging indicators selected for controllability and decision usefulness
• Targets calibrated using baselines, capacity constraints, risk tolerance, and benchmarks
• Metric definitions establish formulas, data owners, frequency, and quality checks
• Balanced Scorecard perspectives connect financial, customer, process, and capability measures
• Goal-cascade conversations resolve conflicts between local optimisation and enterprise priorities

Participants can convert commitments into controlled work plans and review routines.

• Weekly execution plans convert commitments into owners, dates, dependencies, and controls
• Critical-path analysis identifies schedule drivers, handoffs, contingencies, and recovery actions
• Capacity planning balances workload, capability, budget, and service-level commitments
• Kanban boards visualise work-in-progress limits, blockers, flow, and completion criteria
• Decision logs record choices, assumptions, approvers, deadlines, and follow-up actions
• Risk registers assign probability, impact, response owners, triggers, and review dates
• Daily management routines distinguish urgent exceptions from planned performance work

Participants can address delivery failures constructively and restore reliable commitments.

• Psychological safety and accountability balanced through clear standards and respectful challenge
• Accountability conversations separate facts, interpretations, commitments, and consequences
• Five Whys analysis traces recurring performance failures to controllable causes
• After-action reviews capture intended results, actual results, causes, and adjustments
• Escalation protocols specify thresholds, response times, authority, and communication routes
• Commitment tracking closes missed actions without blame shifting or avoidance
• Consequences matched to agreements, organisational policy, and documented evidence

Participants can use feedback and coaching to improve observable work performance.

• SBI feedback structures observations by situation, behaviour, and measurable impact
• Feedforward requests focus on future choices, support, and agreed behaviour
• DESC scripts prepare direct conversations about repeated standards failures
• Coaching questions use GROW to clarify goals, reality, options, and will
• Active listening identifies stated needs, unspoken concerns, and testable assumptions
• Feedback records distinguish development notes from formal performance documentation
• Recognition practices reinforce specific contributions, behaviours, and business results

Participants can conduct fair, evidence-based reviews and prepare focused improvement plans.

• Performance evidence combines quantitative results, work samples, observations, and stakeholder input
• Rating calibration reduces inconsistency, recency bias, halo effects, and favouritism
• Review agendas compare commitments, results, barriers, learning, and next actions
• Performance improvement plans define gaps, support, milestones, evidence, and consequences
• Documentation standards preserve factual records, confidentiality, and procedural fairness
• Bias interrupters challenge attribution errors, similarity bias, and unequal scrutiny
• Development plans connect capability gaps to stretch assignments and coaching

Participants can delegate work with appropriate authority, support and performance control.

• Delegation levels match task risk, competence, authority, and required control
• Situational Leadership II diagnoses competence and commitment before selecting style
• Task briefs define outcomes, constraints, decision rights, checkpoints, and acceptance criteria
• Delegated authority distinguishes consultation, recommendation, approval, and independent action
• Check-in cadence supports delivery without taking back assigned accountability
• Skill matrices identify single-point dependencies and targeted cross-training priorities
• Developmental assignments build judgement through progressively broader operating responsibility

Participants can strengthen team commitment while resolving performance-related conflict.

• Expectancy theory diagnoses effort, performance, reward, and perceived fairness links
• Intrinsic motivators addressed through autonomy, mastery, purpose, and meaningful feedback
• Team norms establish meeting discipline, information sharing, challenge, and follow-through
• Conflict modes assessed using Thomas-Kilmann Instrument choices and consequences
• Interest-based negotiation resolves resource conflicts without positional bargaining or relationship damage
• Stakeholder mapping identifies influence, interests, resistance, and communication requirements
• Cross-functional agreements define service expectations, handoffs, and dispute resolution

Participants can use performance data to diagnose causes, decide actions and verify improvement.

• Performance dashboards combine target, actual, trend, variance, and forecast information
• Variance analysis separates volume, price, mix, timing, and productivity drivers
• PDCA cycles test countermeasures, verify results, and standardise effective changes
• Root-cause analysis distinguishes symptoms, contributing factors, and systemic causes
• Decision rights accelerate routine choices while reserving high-risk escalations
• Evidence thresholds prevent anecdotal judgement and metric manipulation
• Monthly business reviews convert data into decisions, owners, and deadlines

Participants can establish a practical plan for sustaining improved leadership routines.

• Personal leadership scorecards track commitments, habits, stakeholder feedback, and results
• Thirty-sixty-ninety-day plans sequence priorities, measures, conversations, and review dates
• Implementation barriers assessed through force-field analysis and mitigation actions
• Peer accountability partnerships establish check-ins, evidence, challenge, and support
• Manager communication plans explain expectations, measures, support, and consequences
• Learning reviews update assumptions after results, feedback, and changing constraints
• Application plans specify first actions, sponsors, resources, risks, and milestones