Management & Leadership

Performance Management

Agile performance management, conversations people actually want to have, because something changes afterwards.

The business challenge

Why organizations ask for this

Performance discussions are inconsistent, or focused on control rather than development, which reduces engagement. The annual cycle becomes a compliance ritual and the real feedback happens in corridors.

Approach & methodology

How the programme actually runs

3 modules · 6 weeks · Blended · RO / EN

Setting expectations

Frameworks for agreeing what good looks like, so the conversation has something to be about.

Delivering feedback

Feedback labs and role-plays on the participants' own live situations.

Sustaining performance through coaching

Turning the annual event into a rhythm the manager can actually keep.

Competencies built

What participants can do afterwards

Feedback

SBI in the moment, so the conversation is about behaviour and not character.

Accountability

Make the commitment explicit enough that both of you know whether it was met.

Performance dialogue

Replace the annual event with a rhythm people stop dreading.

Coaching

Use the conversation to build capability, not only to record a rating.

Goal setting

Set objectives that connect to a business driver and survive the year.

Expected business outcomes

What the organization should see

Improved employee accountability and motivation

Stronger performance culture

Better goal alignment and achievement

Schedule & format

Practical details

Audience

Team leaders and managers

Duration

3 modules · 6 weeks

Format

Blended · RO / EN

Measurement

Kirkpatrick L1–L4

FAQ

Frequently asked questions

Team leaders and managers.

3 modules · 6 weeks. The rhythm is deliberate: modules are spaced so participants apply the behaviour at work between sessions.

Blended. We adapt the mix to your geography and shift patterns.

Yes, and it always is. We start with two to three individual conversations with selected participants, then rebuild the cases, the language and the practice situations from your business.

Kirkpatrick levels one to four: reaction, knowledge, self-assessed behaviour, and the participant's manager assessing the same competencies. We agree the target behaviours with the sponsor before design starts.

Digital missions and buddy work on PROMOTE, with the participant's own manager involved. This is the difference between 15-20% and 60-80% transfer into practice.

Yes. We also deliver in French across our Western European and African operations.

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Start a conversation

Book a strategic discussion about Performance Management

If you are exploring how capability building can strengthen performance across your organization, we can help you identify where the greatest opportunities for impact lie and what capabilities matter most in your specific context.

Our first conversation is exploratory. We look at your business priorities, current challenges and organizational maturity to identify where capability development could create the most meaningful and measurable value.