Manage an encore-worthy performance by systematically leading your team to high levels of engagement and productivity
- One-page overview (pdf)
Applying Peter Drucker’s metaphor of the manager as a musical conductor, Symphony activates a systems-thinking approach to leading effectively, especially through periods of change. The 1-day face-to-face program also has a virtual edition consisting of two 3-hour sessions that can be done contiguously or within 2 weeks for 15 to 300 participants.
Your choice! Join us for a quick overview (a 45-minute "flyover" followed by an optional 15-minute Q&A) and/or attend the full experience!
"FLYOVER" sessions have concluded - a replay is available!
2-SESSION LIVE VIRTUAL EXPERIENCE - March 1 and 3 from 11am-2pm Eastern
“Symphony has created a common language for our entire organization. When someone moves, we don’t have to go back to square one.”
You'll learn how to:
- Apply a systematic process for leading peak performance
- Plan and execute performance more effectively
- Identify and evaluate performance issues in a balanced and objective manner
- Analyze performance gaps and resolve complex performance challenges
- Redirect and improve sub-par performance faster and more cost-effectively
- Apply a management process that facilitates planning for consistently exceeding individual, team and company goals
“Our leaders love the systems thinking approach to managing daily performance. It's a true mindset shift that allows us to embrace our already developed skills and capabilities across the organization.”
Participants learn that the manager is the lynchpin for creating high levels of employee engagement and productivity. They assume their metaphorical role as the conductor of a symphony orchestra. The metaphor provides a simple and elegant way for learning and remembering back on the job.
They consider the 6 key influences that research has proven have the biggest impact on directing human performance: Expectations, Feedback, Resources, Job Fit, Training & Development, and Motivation.
Participants next consider a set of 24 performance tools that align with executing performance management. The ensuing discussion invariably revolves around the fact that managers often fail to recognize the full breadth and richness of performance tools available to them and their teams that can help shape and maximize performance.
In the process, they also build critical human performance problem-solving skills in a systematic, objective approach.Using the performance influences and tools, participants apply the Symphony model to identify gaps between current and desired levels of performance.
Case studies are customized to focus on the client’s most important and demanding current organizational challenges. Participants receive multiple cycles of practice and application as they apply the Symphony approach to these relevant, client-specific cases.