Managing for Performance: Delivering Results Through Others

Getting your team to perform to the highest possible level is at the core of how well every manager does and is also one of the toughest tasks they have to face. Managers all over the world are struggling to set clear goals and direction for their teams because of a rise in factors including team diversity, different motivations and expectations of team members and an increase in short term project teams. Managing for Performance offers the solution to these problems by explaining the key to successful performance management is the ability to develop a flexible approach and have a range of different tools and techniques to apply in different situations. It provides information on these tools and techniques, and offers self-coaching to develop the self-understanding that is critical to anybody tasked with managing people. This definitive guide will provide managers with all the support and advice they need to be able to appraise and enhance both their own and their team’s performance, and successfully tackle the issues affecting performance to achieve optimum results.

Table of Contents:
Contents list Introduction Why performance management is a bigger challenge than ever before How to use the book Testing your skills Getting feedback from others Chapter 1 – Yourself Questions and skills analysis Being the best leader you can be Delivering results – what works Developing performance flexibility Creating a positive performance climate Honing your core skills – listening, feedback and coaching Creating a self development plan – setting your own performance goals Chapter 2 – Your people Understanding others – questions and skills analysis Motivation turned upside down Tapping into individual values Understanding Xs and Ys Managing the 3 Ps – poor performers, plateaued and potentials Developing your motivationsl map and people performance plan Chapter 3 – Your team Team performance – questions and skills analysis Teams – new structures, new success Analysing your team contribution – adding value Team processes – keeping your focus on the team A model for team success Creating a strategy for developing high performance teams Chapter 4 – The processes Understanding performance processes - questions and skills analysis Performance processes that work Measuring for success Rewarding for success Making the most of the review process Developing potential Creating a performance process plan Chapter 5 – The organisation Understanding the organisation - questions and skills analysis Getting to the heart of the organisation Understanding the impact of organisational change Working with the change process Supporting others through change Creating a strategy for change  

About the Author :
Pam Jones BA Hons MBA   Pam Jones is Programme Director of The Performance Through People and Leading Complex Teams programmes at Ashridge Business School. Working with managers from all walks of life, Pam focuses on helping them discover ways to work more effectively with others and achieve better results. Through her research, teaching and writing, Pam aims to bring together the experience and practice of performance and people management, helping managers and leaders develop their skills to meet the challenges of today and the reality of tomorrow. Her previous publications include Delivering Exceptional Performance (Times Pitman 1996) and The Performance Management Pocket book (Management Pocket Books 1999).