Overview | Integrated Approach 

Performance Leadership


Overall Objective

To develop the leadership skills required in the ongoing process of directing the activities of individuals and teams towards the achievement of agreed goals, which support the overall goals of the organization. 

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Module Objectives

Agreeing Performance & Development Expectations
How to agree Performance Expectations which combine the requirements of the job from the organisation's point of view and the individual's needs for challenge and growth opportunities.

How to ensure the development and growth of individuals as they work towards achieving agreed expectations including giving guidance and direction, providing instruction and training, and working with individuals on how they can go about a certain objective or skill. 

How to communicate to a person how she or he is doing against specific objectives and performance standards (including acceptable behaviour) with the objective of ensuring continuous learning and achievement of objectives

How to monitor performance against agreed expectations to provide information for use in recognising achievements, giving feedback and developing strategies to solve problems and to identify coaching opportunities. 

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The Continuous Learning / Performance Leadership Link



Foundation Skills

Communication consistently reveals itself as a core competency in the business of relationships. The ability to interact effectively is the cornerstone of effective Performance Leadership. The foundation skills for this workshop are the CLEAR Interactive Skills

CLEAR™ Core Interactive Skills

There are 5 behavior clusters that we have identified as critical to the success of any interaction. These clusters make up the CLEAR Skills of:

CLEAR_Skills.jpg (17531 bytes)Clarifying
Providing overall direction for an interaction and developing a clear understanding of the topic or issue being discussed.

Listening & Responding
Showing that you are actively listening to and understand the concerns and feelings of individuals or the group.

Generating ideas and suggestions on what and how to go about something.

Reaching agreement on the best solution and tying down the details.

Reviewing the interaction, establishing follow-up and ensuring implementation of agreed actions.

Each of the CLEAR Skills clusters are further broken down into identifiable and easy to learn behaviors. We should also note that these skills are used as and when necessary and should not be seen as sequential.

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CLEAR™ Collaborative Problem Solving Process

Clear_Process_S.jpg (15217 bytes)An underlying objective of all our interactions should be to enhance the relationships between those involved.  The only successful way to achieve this is to approach interactions in a collaborative / win-win manner.

With few exceptions most business related interactions are of problem solving nature.  A sales call, for example, should be viewed as a process of helping both parties solve their respective "problems".  The seller needs to sell.   Buyers make "buying decisions" based on a desire / need to resolve dissatisfactions / problems. Sales people help buyers in this decision making process.

The CLEAR Process Model provides you with a process against which to plan and conduct your interactions.
The process "steps" are not necessarily sequential, but each is, as with the CLEAR skills, essential if you are going to achieve your objectives for that interaction.

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Module Overviews

Introduction & Key Concepts

  • Leadership and Organizational Sustainability
  • Beyond the What and How - Care Why and Caring For
  • Understanding Learning
  • The link between Continuous Learning and Performance Leadership
  • The Performance Leadership Process
  • Why Performance Leadership Can and Does Fail
  • Common Problems and Implications

Foundation Skills - Communicating for Success

  • An Introduction
  • Importance of Effective Communications
  • Communication Defined
  • Communication Problems & Implications
  • The Communication Process
  • Barriers to Effective Communication
  • A Success Profile
  • Guidelines for Effective Communication
  • Effective vs Ineffective Interactive Skills
  • The CLEAR Interactive Skills
  • The CLEAR Interactive Process
  • Skill Practice
  • Personal Development Contract

Establishing and Agreeing Job Expectations

  • Establishing Job Expectations - Problems and Implications
  • Linking Organizational and Individual Job Goals
  • Planning work
  • Understanding the WHAT and the HOW of a Job
  • Setting SMART Objectives
  • Guidelines for Establishing and Agreeing Expectations
  • The Paper System
  • Application of the CLEAR Interactive Model
  • Skill Practice
  • Personal Development Contract


  • Introduction
  • Coaching Defined
  • Coaching Problems and Implications
  • Characteristics of the Effective Coach
  • Self Assessment
  • Benefits of Coaching - for the Coach and the Individual
  • Coaching Opportunities - Proactive and Reactive
  • Coaching - Making the Difference
  • Application of the CLEAR Interactive Model
  • Skill Practice
  • Personal Development Contract


  • What is Feedback?
  • Feedback Defined
  • The Purpose of Feedback
  • Feedback Problems and Implications
  • Common Problems & Pitfalls
  • Guidelines for Effective Feedback 
  • Application of the CLEAR Interactive Model
  • Skill Practice
  • Personal Development Contract


  • Introduction
  • Reviewing defined - the Process and the Progress Review
  • Reviewing problems and Implications
  • Common Problems and Pitfalls
  • Benefits of Effective Reviewing
  • Reviewing Techniques
  • Types of Information - WHAT and HOW
  • Sources of Information
  • Recording Information
  • The WHO Concept - Behavioural Data
  • Guidelines for Effective Reviewing
  • The Progress Review
  • Rating Performance against Agreed Expectations
  • Preparing for the Progress Review
  • Conducting the Progress Review
  • Application of the CLEAR Interactive Model
  • Skill Practice
  • Personal Development Contract

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