Purpose
To help conduct well-planned performance appraisals resulting in performance improvement and employee commitment.
Learning Goals
• Link performance evaluations to stated expectations
• Use descriptive language to coach for improvement
• Conduct effective performance appraisal discussions
Learning Principles
• The multiple purposes of performance appraisal
• Four elements of effective appraisal
• Reliable versus unreliable sources of information for performance appraisal
Behavior Models
• Six-Step Appraising Performance Model
• Six Best Practices
Individual and Group Exercises
• Small group exercise: Benefits of performance appraisal to: manager, work group, organization
• The best and the worst: Identify aspects of best and worst appraisals you’ve received
• Small group exercise: Place selected comments in the “Hall of Fame” or “Hall of Shame”
• Rewrite poor comments using description, impact, consequence and action
Discussions
• Identify the barriers that get in the way of performance appraisals
• Review your organization’s performance appraisal form and process
• How to get the employee involved in the appraisal process 
Case Study/Role Play 
• Case study: Review performance history, job description and goals in preparation for conducting a performance review meeting
• Practice the six-step model for appraising performance in triads (manager, employee, observer)
Speed Bumps
Places to slow down
Action Planning
Identify actions you will take in a specific on-the-job situation

Purpose
To become a powerful communicator who listens and speaks effectively.
Learning Goals
• Listen in a way that encourages others to be open and forthcoming
• Focus on the important aspects of what others are communicating
• Present yourself with confidence
• Be direct and honest without being overbearing
Design Concept
Communicating on multiple channels (broadband communication)
Learning Principles
• Communication failures and why they happen
• Paying attention to conversational hypertext
• The five signals of self confidence
Behavior Models
• Broadband Communication Model for Committed Listening
• The Five-Step Formula for Effective Communication 
Individual and Group Exercises
• Elbowing Into the Conversation: a kinesthetic exercise
• Divided Attention Exercise: How multi-tasking gets in the way of listening
• You Have a Blue Shirt: An exercise that reveals the power of non-verbal messages
• Self Assessments: Committed Listening and Committed Speaking
• Minimizing Ambiguity: Rephrase ambiguous statements for greater clarity
• What’s My Job?: Conclusions people draw from how we present ourselves
Role Play
• Practice the Committed Listening model in triads: Listener, Speaker, Observer
• Practice the Five-Step Formula for Effective Communication model in triads: Speaker, Receiver, Observer
Speed Bumps
Places to slow down
Action Planning
Identify techniques for committed listening and effective speaking to become a broadband communication expert

Purpose
To build a total team that achieves high-performance results
Learning Goals
• Manage the team, building on the strengths of individuals
• Develop a high-performance total team
• Recognize the five phases of team development 
Design Concept
Floating balloons
Learning Principles
• Definition of a total team: Identify factors that help to create a high-performance team
• Seven characteristics of a total team
• Five phases of team development
• Managing individuals and the team 
Individual and Group Exercises
• Team challenge: balloon ball interactive group challenge
• Identify total team characteristics: positive and negative indicators
• Individual skills and talents: Pairs exercise to identify individual talents 
Discussions
• White water river rafting (What’s your focus?)
Case Study/Role Play
Air container product team: Demonstration of role confusion using six volunteers
Speed Bumps
Places to slow down
Action Planning
Team improvement plan: Complete an action plan

Purpose
To recognize daily opportunities for coaching and be able to bring out talent in everyone
Learning Objectives
• Spot coaching opportunities and apply a model for coaching
• Recognize what motivates your employees
• Identify behaviors that foster a coaching climate
Design Concept
Mountain climbing supported by your coach
Learning Principles
• What coaching smart people is and what it is not
• Four elements required for a supportive coaching climate
• Extrinsic versus intrinsic motivators
• Mentor Mnemonic: Match, Encourage, Notice, Train, Open Doors, Recognize
Behavior Models
• Six-Step Model for Coaching Smart People
Individual and Group Exercises
• Small group: Complete a portrait of an ideal coach
• Small group: Coach your peers, using each step of the six-step model
• Identifying people’s motivators: “Voting with your feet”
• Self-Assessment:  How effective are you as a mentor?
Discussions
• Identify attributes of effective coaches
• Bumper sticker closing
Case Study/Role Play
Practice coaching in an on-the-job situation in triads (coach, employee, observer)
Speed Bumps
Places to slow down
Action Planning
Select two situations and apply the techniques from this module 

Purpose
To help you develop skills to coach others to meet job expectations and goals
Learning Goals
• Give constructive feedback that can be heard and acted upon
• Take ownership of your observations to reduce defensiveness
• Recognize and appreciate performance improvement
Design Concept
Archery: hitting the target
Learning Principles
• What coaching to redirect is and what it is not
• Three guidelines for creating a constructive coaching environment
• Three components of constructive feedback
• The lifecycle of employee development
Behavior Model
Six-Step Coaching to Redirect Model
Individual and Group Exercises
• Hitting the target: Work in pairs to coach an employee to hit the target
• I’m a work in progress to: Consider your strengths and challenge areas
• Self-assessment: Identify your skill level in applying three components of feedback
Discussions
• Describe your personal work philosophy
• Recognize the impact of differing work styles
• How to link the behavior to the system
Case Study/Role Play
Practice the Coaching to Redirect model in triads (manager, employee, observer)
Speed Bumps
Places to slow down
Action Planning
Identify one or more situations at work that require coaching and plan how you will coach to redirect.

Purpose
To influence others and create collaborative agreements
Learning Goals
• Develop techniques to influence others effectively
• Gain support for your ideas and plans
• Use reflective listening to understand objections
• Collaborate to determine a final strategy
Design Concept
Going on a journey 
Learning Principles
• The rules of the influence road
• How to do reflective listening
• How to respond to objections and concerns
• How to negotiate 
Behavior Model
Four-Step Model for Influencing Others 
Individual and Group Exercises
• The great gizmo swap: 5-minute influence exercise in pairs
• Walk a mile in my hiking boots: Pairs practice: reflective listening 
Discussions
• What does it mean to influence? What does the word influence mean to you?
• Small group discussion about the danger of skipping Step 3 
Case Study/Role Play
• Negotiating an agreement: The marketing team and the development team
• Group role-play activity using the influence model to present a proposal
Speed Bumps
Places to slow down 
Action Planning
For the next trip down the influence road
• Things to keep doing
• Things to start doing
• Things to stop doing

Purpose
To help you recognize your individual strengths, skills, and unique way of contributing
To help you connect with others to create strong professional relationships 
Learning Goals
• Recognize and communicate your strengths and skills
• Identify your work preferences
• Develop and maintain a professional network
• Elicit feedback and suggestions to shape your professional development 
Design Concept
Putting together the puzzle pieces 
Learning Principles
• Nine components of the successful career manager
• Developing an awareness of your strengths
• Networking: how to develop and maintain a professional network
• Networking communication strategies 
Behavior Models
• Requesting a Networking Meeting: Five step approach to obtaining a networking meeting
• Steps in the Networking Meeting: Five steps to conduct a networking meeting 
Individual and Group Exercises
• Putting the Pieces Together: Exercise to assemble a puzzle
• Analyzing the PARTS: Five-part model for successful career management
• Analyzing the PARTS: dyad exercise identifying professional accomplishments, actions, results, traits and skills
• Trying on Jobs: Assessing the fit of your own job, sample jobs and your goal job 
Discussions
• Ice Breaker: What you liked about your first real job 
Role Play 
• Networking Practice: Practice conducting a networking meeting in triads 
Speed Bumps
Places to slow down 
Action Planning
Identify three steps you will take to connect with your career 

Purpose
To learn to create and influence an inspiring work culture 
Learning Goals
• Build an energizing, motivational work climate
• Develop high performance by choice and not by demand
• Celebrate and reward success
Design Concept
Classical and jazz music 
Learning Principles
• The meaning of culture within an organization
• Five purposes of corporate culture
• Stories reveal the corporate culture of an organization
• Five characteristics of an inspiring vision
• How a company’s brand affects its corporate culture
• A Leader’s modeling the behavior: Vision > Purpose > Values > Branding > Behavior 
Behavior Models
• Six Elements for Inspiring High Performance
• “Celebration of Success” Model 
Individual and Group Exercises
• Creating a vision with your team
• Identify the team’s purpose
• Values in action: Identifying values important to your team
• Build the brand
• Your commitment to leadership: Write a leadership declaration
• Postcard closing exercise 
Discussions
• Why we do what we do: The underlying motivators for our work
• Creating a sense of purpose: What role we play in our organization
• Identifying “stories” that reflect the culture of your company or work unit
• Celebrating the successes of your team

Purpose
To help you use delegation as a powerful tool for achieving results and developing people 
Learning Goals
• Specify what work to delegate and why
• Choose the right person to delegate to
• Use a model for successful delegation
• Identify your delegation strengths and weaknesses and minimize the latter 
Design Concept
Growing a productive forest 
Learning Principles
• What delegation is and what it is not
• Signs of delegation deficiency
• Communicating the delegation
• Delegation follow-up Dos and Don’ts 
Behavior Models
• Five Step Process for Effective Delegation 
Individual and Group Exercises
• Delegation Self-Assessment: How effective a delegator are you?
• The benefits of effective delegation: Deciding what to delegate
• Choosing the right person to delegate to 
Discussions
• Ice  breaker: Examples of work that you have delegated or which has been delegated to you
• Delegation and the Lifecycle of Employee Development 
Role Play 
• Practice delegating a real assignment in triads (Delegator, Delegatee, Observer) 
Speed Bumps
Places to slow down 
Action Planning
Identify ways in which you will improve your delegation effectiveness

Purpose
To help you properly prepare an employee to perform all aspects of the job 
Learning Goals
• Identify information to include in an orientation
• Develop performance expectations
• Use an effective approach to communicate performance expectations
• Prepare a task breakdown analysis 
Design Concept
Running a race 
Learning Principles
• Knowing the route; getting focused; getting trained
• Getting acquainted: how to orient a new employee 
Behavior Model
Five Steps to Getting Employees Focused 
Individual and Group Exercises
• Identify ten aspects of ineffective orientations
• Complete a worksheet for an on-the-job situation
• Setting criteria to get a new employee focused on the job
• Performing a task breakdown analysis: tying the shoelaces of a running shoe 
Discussions
Identify “new kid on the block” feelings you’ve experienced 
Case Study/Role Play
Practice the Getting Focused Model in triads (manager, employee, observer) 
Speed Bumps
Places to slow down 
Action Planning
Three quick steps for giving the right start

Purpose
To select the individual whose talent best matches the job 
Learning Goals
• Utilize techniques to discover applicant’s talents
• Develop questions to identify top performers
• Conduct a talent interview
• Listen for certain factors in applicant’s responses 
Design Concept
Casting a film 
Learning Principles
• Four types of interview questions
• The relationship between talent and skill
• Seven rules for interviewing for talent
• Five rules for selecting talent
• Talent matching grid 
Behavior Model
Five-Step Model to Interview for Talent 
Individual and Group Exercises/Case Study
• Icebreaker: Match the right talent with the right parts
• Complete a planning worksheet to prepare for an interview 
Discussions
• Interview experiences: funniest, most effective, best questions asked
• Asking job-related interview questions 
Case Study/Role Play
Practice utilizing the Interviewing for Talent Model, with interviewer, applicant and observer (three rounds) 
Speed Bumps
Places to slow down 
Action Planning
For your next interview, identify specific things that you will:
• start doing
• stop doing
• keep doing

[Note: It is recommended that an organization begin a NetSpeed Leadership training series with this module to create a foundation. This is an excellent module for senior management to participate in as a way of exposing them to the key values underpinning the NetSpeed Leadership curriculum.]

Purpose
To help you keep your team on course in the face of shifting priorities, unpredictable challenges, and unending change. To provide a framework for keeping your balance as a leader.
 Learning Goals
• Identify the challenges to leading effectively at net speed
• Understand how the five leadership guidelines can help you stay balanced
• Plan to apply the leadership guidelines to your current priorities 
Design Concept:
a Balancing gyroscope
Five Leadership Guidelines
• Create an optimistic climate
• Promote collaborative relationships
• Encourage exceptional performance
• Focus for high impact
• Cultivate trust 
Individual and Group Exercises
• Applying the five leadership guidelines to case study scenarios
• Creating a motto for leading at net speed
Discussions
• What does it mean to lead at net speed? 
Self-Assessment
• Checking your actions as a NetSpeed leader 
Action Planning
Create a learning agreement for how to improve your personal leadership effectiveness

Purpose
To make strategic decisions tied to company objectives 
Learning Goals
• Recognize the importance of thinking strategically when making a decision
• Apply the guidelines for making effective decisions
• Base decisions on sound criteria linked to company objectives 
Design Concept
The Game of Chess 
Learning Principles
• Strategic direction:  Review vision, mission, & strategic objectives for the organization
• Four levels of authority
• The need to consult the right people
• Decision matrix 
Skill Model
Five Step Process to Guide Decision Making 
Individual and Group Exercises
Snap decision: Pairs exercise to make a snap decision in a simple case study
Decision making practice: Choose a situation requiring a decision and apply the guidelines 
Discussions
• Define strategic decisions and routine decisions.
• Evaluate the last decision you made: Your role? Your level of authority? 
Case Study/Role Play
Case Study: Big Products Inc., a case study example using the decision-making guidelines 
Speed Bumps
Places to slow down 
Action Planning
What’s most important as you move forward?

Purpose
To develop the skills of a project manager, one who manages by design 
Learning Goals
• Develop clear objectives before starting a project
• Prepare and implement a project plan
• Monitor and deal with changes in the project plan
• Improve your effectiveness as a project manager 
Design Concept
Designing a work of art 
Learning Principles
• Top ten reasons why projects fail
• The role of a project manager
• The four phases of a project
• “STAR” approach to setting objectives
• The importance of recognition 
Behavior and Skill Models
• Six-Step Approach to Project Planning
• Model for Making Corrective Action Agreements 
Individual and Group Exercises
• Using the project evaluation worksheet, evaluate a project you recently worked on
• United Way Fundraiser: Review and discuss phases of the project
• Small group: closing recognition exercise to acknowledge group members 
Discussion
• Project evaluation: How to monitor the plan? What if the needs change? What if a new objective surfaces? 
Case Study Application
Redesigning the Break Room: Apply the elements of effective project planning to a group case study exercise 
Speed Bumps
Places to slow down 
Action Planning
Identify techniques you plan to apply on a current project, committing to 3 specific actions within next 30 days

Purpose
To help you manage your time in the Age of Fast Forward
Learning Goals
• Focus on priority tasks that help you achieve your goals.
• Minimize interruptions that reduce your productivity.
• Handle the tyranny of voice mail and email.
• Manage multiple priorities and incoming requests. 
Design Concept
Winning the Time Crunch Game 
Learning Principles
• The Time Crunch: Defining what’s urgent versus what’s important
• Setting goals and priorities
• Managing tasks and activities
• Negotiating multiple priorities 
Behavior Models
Managing Multiple Priorities 
Self-Assessment
Identify strengths and weaknesses about the way you manage your time 
Individual and Group Exercises
How to Win the Time Crunch Game
• Maximize Fast Forwards: Set goals and priorities; identify tasks
• Reduce Fast Fires: Tackle priorities before they become urgent; complete task lists
• Zap Energy Suckers: Manage email, voice mail and networked calendars
• Minimize Time Gobblers: Make realistic time estimates; negotiate alternatives
• Take Advantage of Energy Chargers: schedule short breaks; reward yourself; schedule time for yourself 
Role Play
Practice “Managing Multiple Priorities” model in triads (Delegator, Negotiator and Observer) 
Action Planning
Commit to actions to maximize your strengths and minimize your weaknesses

Purpose
To meet change with greater resilience 
Learning Goals
• Explain the cycle of change and its impact on people in the workplace
• Map a cycle of change from your past
• Map an anticipated change and prepare to respond with resilience 
Design Concept
Pressures of time and speed 
Learning Principles
• Become familiar with your personal style during change
• Identify the four stages of the change cycle
• Recognize elements of the resilient response through each stage of the change process
• Guide others through the process 
Conceptual Model
The Four Stages in the Cycle of Change 
Individual and Group Exercises
• Creating a mosaic exercise: participate on a team creating a product through several change cycles
• Evaluate a past change through the lens of the cycle of change; identify acts of resilience
• Consider a future change and prepare to respond with resilience 
Speed Bumps
Places to slow down 
Action Planning
Mapping an anticipated change; choosing resilient actions

Purpose
To plan and run effective meetings in a fast-paced environment 
Learning Goals
• ·      Develop a solid agenda
• ·      Apply techniques to streamline discussion
• ·      Use “quick and dirty” meeting strategies 
Design Concept
The launch of Rubberchicken.com 
Learning Principles
• The elements of a successful meeting (from clear objectives to identifying the right players)
• Separating generative and analytical thinking
• Effective facilitating techniques 
Skill Model
The Six Components of a Meeting Agenda or Plan 
Individual and Group Exercises
• Determine when to meet and alternatives to meeting
• Generative thinking exercise: practice sticky note brainstorm
• Analytical thinking exercise: practice idea clustering and multi-voting 
Discussions
• Discuss your pet peeves about meetings
• Identify successful meeting facilitation strategies and tips
• Dealing with difficult participant behavior in meetings 
Case Study
Rubber Chicken Inc. Case Study: Apply meeting planning techniques in a series of small group application exercises 
Speed Bumps
Places to slow down 
Action Planning
Identify your keys to how you will run your next meeting successfully: What actions will you take?

Purpose
Our purpose for this session is to help you set specific, meaningful, achievable goals in your work and personal life.
Learning Goals
• Set goals that are measurable and based on results.
• Select the right measurements to help you recognize and measure success.
• Follow a negotiating model to set goals with other people 
Design Concept
A galaxy theme encouraging participants to reach for the STARs 
Learning Principles
• Goal setting cycle that encourages high performance
• STAR goals: Specific, Time-bound, Attainable & Assessable, and Results-based
• Understanding activities vs. results and Input vs. output measures
• The difference between goals and standards
• How to use performance trees 
Behavior Model
Five-step model for negotiating goals 
Individual and Group Exercises
• Opening Exercise: complete a STAR puzzle in trios
• Self Assessment: assess the effectiveness of your individual or department goals
• Small Group Exercise: identify activity and result statements in the Galaxy Gallery case study example
• Small Group Exercise: identify input and output measures in Galaxy Gallery case study examples
• Individual Exercise: prepare a performance tree for your organization’s goals
Discussions
The power of goal setting and how to harness it 
Role Play/Practice
Practice a five-step model in groups of three or four to negotiate goals with an employee 
Speed Bumps
Places to slow down 
Action Planning
Set a goal and action steps for implementing the principles learned in the classroom

Purpose
Break old thinking patterns and develop innovative solutions to on-the-job problems
Learning Goals
• Break old thought patterns that constrain creativity
• Use creative thinking techniques to reach innovative solutions
• Apply synergistic thinking to on-the-job problems 
Design Concept
The creativity of a circus
Learning Principles
• Brain dominance theory (left vs. right brain)
• Continuous loop phenomenon
• How to avoid brain ruts
• Principles of team collaboration 
Individual and Group Exercises
• The circus bow
• Two improvisational theatre exercises
• Three questioning techniques: Ask a different question. Reverse it! How would so-and-so do it?
• The Synergy Game: Use place, action, and object cards to stimulate new thinking 
Discussions
• Discuss examples of problems at work requiring creative approaches and places in your life  where you’re already creative
• Identify creativity boosters and blockers at work. 
Application Exercise
Real-life case study: Work in teams to apply creativity techniques to address a work-related problem
Speed Bumps
Places to slow down 
Action Planning
Choose the best techniques

Purpose
To provide the tools and skills needed for the constructive resolution of workplace conflicts
Learning Goals
• Practice communication skills that will help team members resolve and manage conflicts
• Lead teams in the creation of a work environment that promotes constructive conflict resolution
• Use a model to coach teams and individuals through the constructive resolution of conflict 
Design Concept
Conflict on a rowing crew team 
Learning Principles
• Two kinds of conflict: constructive and destructive
• Five conflict styles
• Attributes of a conflict-competent team
• Issues and interests: the what and why of conflict
• Creating lasting agreements 
Behavior Model
• Four Steps to Conflict Resolution 
Individual and Group Exercises
• Team challenge: The causes of conflict
• Identifying your own conflict style
• Discovering issues and interests
• Assess your team’s conflict competence 
Discussion
• Issues and interests worksheet 
Case Study/Role Play 
• Practice the four step model in groups of four to resolve a conflict in a case study scenario 
Speed Bumps
Places to slow down 
Action Planning
Create an action plan for resolving team conflict with respect to your own team

Purpose
To correct problem performance while treating employees with dignity and respect 
Learning Goals
• Observe and address performance issues quickly
• Document conversations and follow up to ensure correction
• Apply a model to get performance back on track 
Design Concept
Partnering for improvement 
Learning Principles
• Observe and address performance issues quickly
• Document conversations and follow up to ensure correction
• Apply a model to get performance back on track 
Behavior Model
Six-Step Model for Turning Performance Problems Around 
Individual and Group Exercises/Case Studies
• Two performance problem case studies (groups tackle an unfolding case study)
• Consider four situations and the action required to turn performance around
• Complete a worksheet to apply the six-step model to a case study situation
• Complete a self-assessment to evaluate your skill at turning performance problems around 
Discussions
• Examples of inappropriate work behavior we have experienced or witnessed
• The underlying reasons for poor performance 
Role Play
Group Practice: applying the Six-Step Model in case study situations with participants playing role of manager, employee and coach 
Speed Bumps
Places to slow down 
Action Planning
To improve an on-the-job performance problem, identify specific things that you will:
• start doing
• stop doing
• keep doing

Purpose
To increase your awareness of communication styles, help you accept and appreciate style differences, and to learn to adapt to achieve the best communication results 
Learning Goals
• Identify your own communication style
• Recognize differences in communication styles
• Develop strategies for working with people whose communication styles differ from yours
Learning Principles
• The A List: Aware, Accept, Appreciate, Adapt, Achieve
• Recognizing four communication style types
• Ways to effectively communicate with these different style types 
Communication Style Model
Develop an appreciation for four styles:
• Achiever
• Anchor
• Analyzer
• Adventurer 
Individual and Group Exercises
• Small Group Exercise: Introducing our differences
• Self-Assessment: Determine your communication style
• Like Style Groups: Complete a report about your style
• Recognizing Communication Styles: Evaluate four case study examples 
Discussions
• What is your dominant style?
• Identifying important communication styles insights 
Case Study/Role Play 
• Case study: Determine the communication style of each individual whose approval you need and decide how you will present to each style 
Speed Bumps
Places to slow down
Action Planning
Complete a worksheet to prepare for communicating effectively with someone whose style is different from yours: team member, customer, supervisor, or member of another team

Purpose
To produce documents that are easy for high-speed readers to scan, understand, and act on quickly and efficiently
Learning Goals
• Use strategies to help readers respond quickly and easily
• Organize information to meet the needs of high-speed readers
• Use tools to produce effective quick-read documents
Design Concept: Auto Racing (Pit Crew) 
Learning Principles
• Constructing effective email messages that get read
• Using planning questions to prepare to meet the needs of the reader
• Applying editing tools to improve a message before it is distributed
Skill Improvement Models
• 7-Step Planning Tool (Reader Needs)
• Editing Tool (Content, Language, Layout) 
Individual and Group Exercises
• Individual exercise: Written instructions that fail or succeed
• Small group exercise: Roadblocks and Obstacles
• Anticipating the Reader’s Questions
• Applying the Planning Tool
• Lightening the Load: communicating clearly with fewer words
• Applying the Editing Tool 
Discussions
• Tune Up Your Email: tips and techniques for improving email
Case Study
Case Study: Report on Security Training
Speed Bumps
Places to slow down 
Action Planning
Identify actions you will take in a specific on-the-job situation