Enhancing people performance
LEADING OTHERS
Improve performance and bring out the best in people to deliver high quality results for patients.
Enhancing tāngata [people] performance looks like praising others for their successes, giving others constructive feedback, setting clear expectations for direct reports.
When you are enhancing people performance, you…
Set clear expectations about outcomes and timeframes
Tautoko [support] and encourage performance
Give feedback and guidance
Quick tips
Establish key performance indicators (KPIs) for your tāngata [people]. Discuss these during success and development conversations.
Offer feedback to your tāngata [people] that explains specifically what they did that was effective or ineffective. Your feedback should include both positive examples of performance, as well as opportunities for development.
Make sure that your tāngata [people] take accountability for having up-to-date success and development plans.
Recognise and share the successes of your tāngata [people].
Take time to ask your tāngata [people] what you can do to tautoko [support] them. Offer appropriate tautoko [support] but don’t take away their ownership and responsibility for tasks.
Practice this behaviour
Here are some ways you can practice this behaviour:
Practice providing positive reinforcement and appreciation with your tāngata [people]. If someone does something well, let them know.
Take more opportunities to give your tāngata [people] constructive feedback in the moment.
Set goals or KPI's for your tāngata [people], make sure they follow the SMART format.
Schedule a regular review of how your kapa [team] is progressing towards their shared goals.
What can hold you back
Here are some things that could get in the way of developing this behaviour:
Holding unrealistic beliefs about your role as a manager and/or unrealistic expectations of other people. For example, believing that tāngata [people] should be entirely self-motivating, so you don’t put time into managing performance, or holding tāngata [people] to standards that are either unambitiously low or unrealistically high.
Not providing reinforcement. If you don’t need frequent positive feedback yourself, you might not recognise the need to give it to others.
Not taking the time to think from the perspective of other people. Make sure to communicate clear scope and expectations; give clear instructions, and check whether the tangata [person] is ‘on the same page’ as you.
Lacking confidence and skills in setting expectations and providing feedback in a tactful way.
Not wanting to hurt people’s feelings or risk straining relationships.
Related learning
Related programmes
