| Event Profile | |
| Class/ Online | Classroom |
| Date | June 03 - 04, 2025 |
| Time | 9.00am to 5.00pm |
| Venue | Holiday Inn Atrium Singapore (Halal Certified) 317 Outram Road Singapore 169075 |
| Fee | 9% GST will apply SGD 1100.003 & above: SGD1050.00 each For Member SGD 1045 3 & above: SGD997.5 each |
| Note | Two tea breaks and buffet lunch will be served. Limited complimentary car parking coupons are available upon request. |
| Other Date(s) | 1) Mar 04 - 05, 2025 2) Sep 09 - 10, 2025 3) Dec 09 - 10, 2025 |
| Trainer | |
| Activity | |
| You may reach us via T: 6204 6214 E: info@ccisg.com Alternatively, you may send below details to register Contact Person Company (optional), Name, Job Title, Mailing Address, Tel, Email Participant(s) Name, Job Title, Email | |
In today‘s world, team leaders face the ongoing challenge of maintaining high performance while navigating an ever-changing environment. This programme is designed to equip participants with the needed knowledge and skills to elevate their team’s performance to new and sustainable levels.
One of the key learning outcomes is understanding and applying the process of performance management. Effective leaders must not only track and measure their team‘s success, but also foster an environment where growth and improvement are integral parts of daily operations. Participants will gain a deeper comprehension of the performance management process, and learn how to implement it in a way that ensures long-term, sustainable success.
At the heart of this is the focus on the 9 essential factors for performance management. These factors serve as critical building blocks for high performance, offering team leaders clarity on how to consistently achieve desired results. It is by diving into these factors that participant will be equipped with a robust framework that positions them to better drive performance, respond to challenges in a dynamic business environment, and unlock their team’s full potential.
Moreover, the programme emphasizes the significance of regular 1-on-1 conversations. Going beyond the routine HR-prescribed check-ins, these conversations offer team leaders an opportunity to connect on a deeper level with their employees; after all, better relationships tend to lead to higher levels of employee engagement and motivation. Participants will learn how to create differentiated and meaningful that will lead to enhanced engagement, motivation, fostering trust, and alignment with team and organizational goals.
Finally, participants will explore how feedback and coaching strategies have to be employed as effective methods for driving sustainable team performance. Through interactive exercises and practical examples, attendees will get to address performance gaps, nurture aspirations, and adapt to ongoing changes.
By focusing on practical strategies and insights, participants will leave with a comprehensive understanding of performance management, the tools necessary to create a lasting impact on their teams, and be better prepared to lead towards sustainable high performance.
One of the key learning outcomes is understanding and applying the process of performance management. Effective leaders must not only track and measure their team‘s success, but also foster an environment where growth and improvement are integral parts of daily operations. Participants will gain a deeper comprehension of the performance management process, and learn how to implement it in a way that ensures long-term, sustainable success.
At the heart of this is the focus on the 9 essential factors for performance management. These factors serve as critical building blocks for high performance, offering team leaders clarity on how to consistently achieve desired results. It is by diving into these factors that participant will be equipped with a robust framework that positions them to better drive performance, respond to challenges in a dynamic business environment, and unlock their team’s full potential.
Moreover, the programme emphasizes the significance of regular 1-on-1 conversations. Going beyond the routine HR-prescribed check-ins, these conversations offer team leaders an opportunity to connect on a deeper level with their employees; after all, better relationships tend to lead to higher levels of employee engagement and motivation. Participants will learn how to create differentiated and meaningful that will lead to enhanced engagement, motivation, fostering trust, and alignment with team and organizational goals.
Finally, participants will explore how feedback and coaching strategies have to be employed as effective methods for driving sustainable team performance. Through interactive exercises and practical examples, attendees will get to address performance gaps, nurture aspirations, and adapt to ongoing changes.
By focusing on practical strategies and insights, participants will leave with a comprehensive understanding of performance management, the tools necessary to create a lasting impact on their teams, and be better prepared to lead towards sustainable high performance.
Objective
At the end of this 2-day workshop, participants will:
- Understand and apply the process of Performance management.
- Have clarity on the 9 factors of Performance management, and be in a stronger position to drive the desired performance level on their team.
- Recognise the importance of having 1 on 1 conversations beyond what is routinely prescribed by their organizational HR.
- Employ feedback and coaching strategies as methods to drive team performance.
- Know that performance is a mixture of clear goals, aspirations, mitigating performance gaps, and adapting to ongoing changes and developments in the business environment.
Outline
Day 1 – Vision, Direction, and Plan of action.
1 – Connecting business strategies
• Opening and icebreaker
• Translate business strategies into business processes for your team, and determine KPIs for success.
• Crafting your team vision, and ensuring it includes the aspirations of your team members.
2 – Intricacies of delegation
• Understanding how delegation fits into the overall process of performance management process, and what does a leader have to do to successfully delegate outcomes.
• Assessing case studies on effective and ineffective delegation.
• Prepare a SMART individual development plan (IDP) to achieve the goals set for each team member, while allowing them to achieve their own personal and professional aspirations.
3 – The 1:1 conversation
• Having the initial 1 on 1 conversation for each team member to turn the team vision into reality through KPIs and goals setting.
• Having 1 on 1 conversations to determine root causes of individual and / or business performance gaps.
• Assess and measure actual individual performance against agreed business performance levels, with a plan for improvement.
4 – Growth mindset
• Actionable strategies to create a growth mindset culture and system within your team.
• Understanding the role of personal and professional goals in growth, resilience, and adaptability at work.
• Promote creativity, innovation, and learning within your team as an avenue for growth, within the context of the Performance management system.
Day 2 – Driving and enhancing performance.
5 – Effective decision making
• Inspiring positive change to enhance team resilience and adaptability during changes to the business environment.
• Balancing Rational vs Intuitive decision making with various decision making tools and styles.
• Making decisions as the leader that inspires confidence, trust, and action within the team.
6 – Agile decision making
• Why the team leader has to factor in VUCA and BANI in their decision making, with the overarching aim of keeping the team productive.
• Using techniques to make quick or multiple decisions while driving communication, collaboration, and transparency within the team.
• How decision making is affected by the Pressure-Performance curve, and why employees should be involved.
7 – Giving feedback
• Helping the team learn on the job by giving positive and negative feedback. (Also known as Acknowledgements, and Constructive feedback)
• Utilising the SBIR approach vs the Feedback sandwich as a more culturally acceptable method for East Asia.
• Experiential practice on using SBIR, and peer sharing thereafter.
8 – Leader as coach
• In conjunction with feedback, be a leader coach by utilizing the GROW coaching model to ensure ongoing personal and professional development.
• Understand how the coaching of team members fits into the system of Performance management, while having a focus on action planning and accountability towards performance.
• Summary and Closing
1 – Connecting business strategies
• Opening and icebreaker
• Translate business strategies into business processes for your team, and determine KPIs for success.
• Crafting your team vision, and ensuring it includes the aspirations of your team members.
2 – Intricacies of delegation
• Understanding how delegation fits into the overall process of performance management process, and what does a leader have to do to successfully delegate outcomes.
• Assessing case studies on effective and ineffective delegation.
• Prepare a SMART individual development plan (IDP) to achieve the goals set for each team member, while allowing them to achieve their own personal and professional aspirations.
3 – The 1:1 conversation
• Having the initial 1 on 1 conversation for each team member to turn the team vision into reality through KPIs and goals setting.
• Having 1 on 1 conversations to determine root causes of individual and / or business performance gaps.
• Assess and measure actual individual performance against agreed business performance levels, with a plan for improvement.
4 – Growth mindset
• Actionable strategies to create a growth mindset culture and system within your team.
• Understanding the role of personal and professional goals in growth, resilience, and adaptability at work.
• Promote creativity, innovation, and learning within your team as an avenue for growth, within the context of the Performance management system.
Day 2 – Driving and enhancing performance.
5 – Effective decision making
• Inspiring positive change to enhance team resilience and adaptability during changes to the business environment.
• Balancing Rational vs Intuitive decision making with various decision making tools and styles.
• Making decisions as the leader that inspires confidence, trust, and action within the team.
6 – Agile decision making
• Why the team leader has to factor in VUCA and BANI in their decision making, with the overarching aim of keeping the team productive.
• Using techniques to make quick or multiple decisions while driving communication, collaboration, and transparency within the team.
• How decision making is affected by the Pressure-Performance curve, and why employees should be involved.
7 – Giving feedback
• Helping the team learn on the job by giving positive and negative feedback. (Also known as Acknowledgements, and Constructive feedback)
• Utilising the SBIR approach vs the Feedback sandwich as a more culturally acceptable method for East Asia.
• Experiential practice on using SBIR, and peer sharing thereafter.
8 – Leader as coach
• In conjunction with feedback, be a leader coach by utilizing the GROW coaching model to ensure ongoing personal and professional development.
• Understand how the coaching of team members fits into the system of Performance management, while having a focus on action planning and accountability towards performance.
• Summary and Closing
Who should attend
- Emerging leaders who are experienced individual contributors, are already leading project teams, and are a step away from formally leading a team of their own.
- First Time Leaders who have been recently promoted to formally lead a team of their own, and need to get up to speed on what it means to lead and manage others.
- Experienced managers, Supervisors, and Team leaders looking to refresh their understand of the topic with new insights and research will also benefit.
- Experienced managers, supervisors, and team leaders who consciously want to create the team they have always wanted to lead, and have the appropriate team culture to support it.
Methodology
Interactive and experiential trainer-led workshop with participant-led small group discussions and case studies drawn from the First Time Leadership book co-authored by the trainer.
Each participant will receive a copy of Daniel’s First Time Leadership book as a post-workshop resource. The book contains 30 leadership principles revealed in stories based off real-life experiences of successful leaders from 37 countries.
Each participant will receive a copy of Daniel’s First Time Leadership book as a post-workshop resource. The book contains 30 leadership principles revealed in stories based off real-life experiences of successful leaders from 37 countries.
Testimonial
Very knowledgeable, able to explain in simple terms. Most importantly how to do it.
Provides great content, gives sufficient examples and answers questions properly. All topics especially on trust, DISC behavior and delegation.
This course allows me to find my balance with leadership and management strategic skills in working with my team, including leaders above me. Daniel displayed professionalism in coaching through the sessions.
Provides great content, gives sufficient examples and answers questions properly. All topics especially on trust, DISC behavior and delegation.
This course allows me to find my balance with leadership and management strategic skills in working with my team, including leaders above me. Daniel displayed professionalism in coaching through the sessions.
Daniel Lee's Profile
He Simplifies Employee Engagement for Team Leaders and Heads of Departments.
Over 20 years of working in Australia and Singapore, Daniel Lee has accumulated a vast experience and know-how in speaking, training, and coaching participants from different cultures and work backgrounds.
He started his career with the Singapore Police Force and achieved the rank of Staff Sergeant. After which he pursued his Masters in Monash University, Melbourne, Australia. During that time, Daniel started his career in Human Resources, eventually focusing on Learning and Development across the Manufacturing, Professional services, and Facilities Management industries in Australia, and with Banking and Finance in Singapore.
From 2017 onwards, Daniel did a career switch with a focus on the education industry working with youths, and later from mid-2018 onwards, to working with adult learners. Daniel has run both in-house and public programmes for Accenture, American Express, PPG Industries, Bank of Singapore, Marina Bay Sands, BNP Paribas, Daimler Trucks, Bollore Logistics, DHL, Shiseido, Standard Chartered, Telkom Indonesia, Beam Suntory, Cornerstone, Singapore Police Force, UTAC, Nexia Singapore, and many more.
Having become a published author in 2021 with his book ‘First Time Leadership’, he knows that leadership is simply an amalgamation of a range of skillsets and mindsets. The key to unleashing one’s leadership is to realise that leadership competencies are interrelated, and to know how to employ them across the various people-related situations.
Since 2022, Daniel has been interviewing Heads of Departments in his latest research, leading from the Middle, to uncover what it takes to be an effective leader of leaders.
With deep theoretical understanding on team and organization leadership and its practical real-world applications, he takes the view that learners already subconsciously know how to achieve the desired outcomes. His role is to bring awareness to the learners, so they can become intentional professionals in their own fields. Daniel has received many positive testimonials from the programmes and workshops he has conducted.
Over 20 years of working in Australia and Singapore, Daniel Lee has accumulated a vast experience and know-how in speaking, training, and coaching participants from different cultures and work backgrounds.
He started his career with the Singapore Police Force and achieved the rank of Staff Sergeant. After which he pursued his Masters in Monash University, Melbourne, Australia. During that time, Daniel started his career in Human Resources, eventually focusing on Learning and Development across the Manufacturing, Professional services, and Facilities Management industries in Australia, and with Banking and Finance in Singapore.
From 2017 onwards, Daniel did a career switch with a focus on the education industry working with youths, and later from mid-2018 onwards, to working with adult learners. Daniel has run both in-house and public programmes for Accenture, American Express, PPG Industries, Bank of Singapore, Marina Bay Sands, BNP Paribas, Daimler Trucks, Bollore Logistics, DHL, Shiseido, Standard Chartered, Telkom Indonesia, Beam Suntory, Cornerstone, Singapore Police Force, UTAC, Nexia Singapore, and many more.
Having become a published author in 2021 with his book ‘First Time Leadership’, he knows that leadership is simply an amalgamation of a range of skillsets and mindsets. The key to unleashing one’s leadership is to realise that leadership competencies are interrelated, and to know how to employ them across the various people-related situations.
Since 2022, Daniel has been interviewing Heads of Departments in his latest research, leading from the Middle, to uncover what it takes to be an effective leader of leaders.
With deep theoretical understanding on team and organization leadership and its practical real-world applications, he takes the view that learners already subconsciously know how to achieve the desired outcomes. His role is to bring awareness to the learners, so they can become intentional professionals in their own fields. Daniel has received many positive testimonials from the programmes and workshops he has conducted.
