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Training Management

As a manager you have the goal to achieve results. You do this not only, but together with Your employees. How do you make sure you get people motivated to work and act decisively to achieve organizational goals? Leadership is not always easy, but is certainly good to train. Therefore we work in our management trainings on different skills, so that you are firmly in your role as a manager.

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Leadership from power or inspiration?

Putin, Kim Jong-un, Lukashenko, Trump. Four names of heads of state who often make the news through their statements. Typical for many of these world leaders in the 21st century is that they are not afraid to show their power. Maybe this Trump statement about immigrants from Mexico looks familiar to you: "I'm gonna build a big wall, and believe me, nobody builds better walls than me, and I do it cheap." This is a statement that shows very clearly what kind of leader Trump is: straightforward and power is often central. The problem with these kinds of statements is that it can be difficult to create support among your audience. A solution to this problem is leadership from inspiration. Good examples for this way of thinking are leaders like Martin Luther King and Nelson Mandela. Both are loved for their often inspiring speeches and their ability to create connections.

Inspiring leadership in the workplace

Inspired management is becoming more and more common in the workplace. Nowadays there is more and more room to develop and use your own talents and qualities. Not only is it more effective to lead in an inspiring way, it is also more efficient to let colleagues achieve a good result. But how do you become an inspiring leader? Read below 4 tips that can help you to fully use your (inspiring) leadership qualities:

1. Authenticity

Being an inspiring leader starts with being yourself. To be able to inspire others, you first need to know what you yourself stand for and what your personal motives are. No two leaders are the same and that is logical, everyone has different qualities and is also motivated by different motives. So first check with yourself who you are and what you stand for, so that you can convey a powerful message to others.

2. Create a deeper layer in your relationships

As a manager or leader on the shop floor, it is important to convey your own inspiration to your employees. When you speak from your own inspiration and passion, you make sure that you create a deeper layer in your relationship with others. That often connects you on the work floor. The result is that you create a safe environment in which trust, independence and self-thinking employees are central.

3. Stimulate personal development

Personal development is a key concept when it comes to inspiring leadership. A leader who determines everything for other people does not create support among employees. Employees are not challenged if you tell them exactly what to do, without them having a say. Emphasize therefore how important others are and how important it is that they develop themselves further so that they dare to speak out for themselves.

4. Small gestures

When we think of inspiring leadership, we often think of famous speeches or grand gestures. On the work floor, however, this does not have to be the case at all. It works better to show your appreciation for your colleagues throughout the year by small, yet personal gestures. For example, ask for someone's son or daughter or start a conversation about someone's favourite sports club.

Webinar and course

Did you know that Learnit is a free webinar Leading from inspiration instead of power that perfectly matches this theme? In this webinar an image of inspiring leadership will be sketched, you will learn what it can bring you and you will also be given a few practical tips. Click here to sign up for the webinar. In addition, a 3-day training Coaching leadership in which you learn to develop your own personal coaching style. Here you learn to make use of skills such as exploration, reflection, giving feedback but also confrontation. Improve your own leadership style and bring out the best in others! Click here for more information.

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Inspiring leadership

Because leadership is about people, it changes with the world around us off. When employees became more and more articulate a few years ago, that's where a new way of leadership in: people-oriented leadership.

We are now ready for the next step. In this day and age, employees find it important to work in a way that suits them. They bring their personality to work. Their values and standards. They don't want to be convinced anymore do something, but they want to work in a conscientious manner for leaders who are on their turn to act conscientiously, with compassion and logic. They want to be inspired.

We also notice it in training sessions. Participants no longer want to play a 'role' in any training course. training it almost comes up: 'I don't want to hurt myself'. Or 'I wants to be authentic and honest as a manager, not play a game. People want make a sincere connection with their employees and the work they do.

They want to be credible and trustworthy, because they're aware that you're gonna be enter into a long-term relationship with your team. And if you're not credible, you're gonna fall through the basket somewhere.

That doesn't mean that if you lead from inspiration, you never have to do anything... which you don't like. There are always activities you don't like or don't like to do. do. As a manager, but also as an employee. If you provide inspiring leadership If you are very sincere and honest about this, it is precisely then that inspiring leadership works. dear. In those awkward moments.

Inspiring leadership is not easy. It means quite a turnaround in your way of working, because inspiring leadership starts with yourself. You can only but inspire others when you're inspired yourself. So you go from the outside in. Inspire yourself first and then your surroundings!

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Situational management: how to offer tailor-made solutions for all your colleagues

What's the best way to lead? How do you get the most out of your employees? These are questions to which many of those in positions of leadership want an answer. When you search for a book about leadership on sales website Bol.com, you will get 39,336 results. Not surprising that many people with this abundance of information through the trees can no longer see the forest.

Adapting to the situation

In her webinar on situational leadership, Learnit-trainer Sandra created clarity about the different leadership styles and how to apply them. What exactly is situational leadership? Situational leadership is flexibly adapting your leadership style to someone else's situation and needs," says Sandra.

The four leadership styles

During the webinar Sandra explained the four leadership styles using the model of Blanchard. This model is based on task maturity, which means that employees have a certain degree of independence.

The leadership styles of the Blanchard model are: instructing, guiding, supporting and delegating. In addition, depending on the situation, you can act in a task- or relationship-oriented manner. Which leadership style is used depends on the personality characteristics of the manager, that of the employee and the specific situation'', explains the trainer.

"Every human being is unique.

Sandra emphasizes that each individual deserves his or her own treatment. Every human being is unique and by acting in the right way in a specific situation, you bring out the best in your employees and give them confidence that they can do it. In the end, you want them to be able to work independently on what they were hired to do."

Webinar

In her webinar Sandra explained step by step how you can get the best out of your employees through situational leadership. This free interactive session took place on 27 August 2019. Look it back here!

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The undercurrent in team coaching: How do you grip it?

As a manager it is important to know what is going on in a team. In other words, it is possible to have a well-functioning team in which all members are fully connected. However, it is not always easy to find out what the team members are really concerned about.

This has to do with the fact that not everything is pronounced in the group, or: There is a question of a bovenstroom. These two currents determine to a large extent how a team functions.

What are the under and bovenstroom?

In Each team there is a bovenstroom. The bovenstroom is what is visible to everyone. The things that are pronounced, goals that are posed and appointments that are made with each other.

Underneath is another invisible stream. These are the things that are not discussed, but which do affect the general atmosphere in a team. Therefore, it is important to get grip on this flow.

The theory

The concept of the under-and Bovenstroom was conceived by the American psychologist David McClelland. He presents these two currents as an iceberg. The tip of the iceberg is characterised by what we do: our knowledge and skills. The flow of water is characterised by what we think and want: our norms and values and our behavioral patterns. The lower current is much more abstract, but according to David McClelland, it is ultimately the basis for the bovenstroom.

The importance of undercurrent

We don't always have it, but every team has to deal with underlying tensions, expectations and frustrations. These are often not shared, but they affect the way team members interact. In the end, this flow determines to a large extent how a team functions. Do collaborations not work smoothly? Is the productivity of a team strikingly low? All these problems can be solved to a large extent by paying attention to the underlying flow.

How can these currents be influenced?

When you are familiar with the bottom and bovenstroom, you have already set the first step towards a close team. Next, it is especially important to bring up the underlying behavior patterns, norms and values. Once these topics are actually discussed, the team can take different account of each other.

This ultimately creates a pleasant atmosphere in which everyone is effortlessly connected. Do you want to influence the under and Bovenstroom? Then it is especially important to talk to your team.

How to streamline your team

As a manager, it may seem impossible to get a view of both the upstream and downstream flow. What can help is a Team coach from Learnit. He specialises in making the undercurrent negotiable.

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Positively influence group dynamics by coaching leadership

A good leader knows how to motivate employees to achieve organizational goals. Understanding group dynamics is of great importance here. The right dynamism in a group works motivating, while a negative group dynamics makes achieving common goals difficult, if not impossible.

See Group dynamics

Each group has its own dynamism: families, school classes, groups of colleagues. Group dynamics means that the individual group members react in a certain way to each other and the leader of the group. The group members develop interaction patterns that are productive or not, and create unwritten rules to which the group members must conform. A good group dynamic is generally recognizable by an open and cosy atmosphere, good collaboration and efficient execution of tasks. The group members feel safe, allowing them to express their opinions and resolve conflicts in a fruitful way. There is something wrong with group dynamics if the group members have no idea what others are doing, gossiping about each other, constantly conflicting with each other or forming groups with their own agenda. It is also possible that there are some group members who perform a non-constructive role within the group, such as the clown who never takes anything seriously or the critic who cracks the ideas of other group members. These group members can undermine the functioning of the Group as a whole.

Leadership and Group Dynamics

It is not always easy to see the dynamics in a group. Group dynamics depend on many factors, such as the properties of individual group members, external circumstances and changes in the group composition. Leadership is also influential. A bad group dynamic is in some cases due to poor leadership. For example, if a supervisor has an authoritarian style of leadership, employees often become frustrated. They have the feeling that they only have to follow orders, not listen to them and they cannot use their talents. Because emotions and behaviour in a group are contagious, the group can stand up to the leadership or no longer have the motivation to work. A manager with a laissez faire mentality can, on the other hand, give so little guidance that the group members do not know where they are. That also works demotivating. In Such a case, one of the group members will often take the lead, even if he or she does not have the capacities. It is therefore very important that a supervisor has self-knowledge and, where necessary, adapts his or her style of leadership.

Manage groups correctly

In the formation of a new group there is a lot of uncertainty among the group members; About each other, about the goals to be achieved and the tasks to be carried out. A manager will really have to take the lead. If there is more clarity among the group members about what is expected of them, then they will take more and more initiative and direct themselves. The manager then has a more facilitating role: to provide support, encourage and inspire, to provide the right resources and act as a mediator in conflicts. However, the main task of a leader is and continues to be a bridge between the goals of the individual employees, the team and the Organization as a whole. One way to achieve the right coordination of different goals is to give coaching leadership.

Coaching Leadership and Group dynamics

It benefits group Dynamics If individual group members feel that they make a valuable contribution to the group and others appreciate their contribution. Executives should therefore know the qualities of the different group members and how they can best deploy them. Employees are also prepared to work hard for the organization's goals if they are able to develop themselves. That's why every supervisor does well to coaching sessions with employees: what do you want to achieve in your work (and life)? What skills do you want to develop? What are your pitfalls? How can I support your personal development? If you know what the individual team members want to achieve then you understand their performance in the group also better. Why they have more affinity with one colleague than the other, why they become rebellious to change or act as peacemakers in conflict in the group. This makes it easier for you as a manager to influence the group dynamics.

Training Coaching Leadership

By coaching leadership you can get more from your employees. Not only by standing above another, but also beside it. That is coaching. How you do that in practice you will learn in our three-day training, where you develop your personal coachingsstijl.

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Resistance in a reorganization: 5 tips for controlling change

The word ' reorganisation ' evokes negative associations with many employees, which is not always entirely unjustified. A reorganization is often the result of economic shrinkage, a merger or takeover. Redundancy, the merging of functions, relocation to another workplace and an increase in workload can be the result. Sometimes, however, a company's rapid growth is a reason to reorganize. Employees are often given challenging tasks and responsibilities, may welcome new colleagues on the work floor and have the opportunity to acquire new knowledge and skills. Workers generally experience this as a positive change.

Most people find changes scary. Whether a reorganization has positive or negative consequences for employees: it will always be accompanied by (some) resistance. Resistance is a normal psychological reaction: You say goodbye to the old situation and that is accompanied by feelings of fear, anger, sadness or uncertainty. Resistance can be expressed in various ways to employees: inactivity, lack of initiative, procrastination, indifferent attitude, emotionality or open hostility. How do you do this as a manager or a supervisor? We give you five tips!

1. Understand why workers oppose change

Some adventurers excepted, most people attach great value to routine, safety and comfort. A reorganization entails a lot of uncertainty. Employees are afraid to lose their jobs, not to be able to change and get a burnout, losing their current position in the organization or fear that the relationships with colleagues €™ s will come under pressure when people are out. Also, anxiety is a cause of resistance. Some employees love to start a new challenge, but other employees are afraid to fall through the basket.

2. Keep communicating

Being knowledgeable, gives people a sense of control. Therefore, employees who are dealing with a reorganization are happy with every piece of information. Give this information, even if you think it's only an insignificant detail. If you do not do this, there is a danger that employees will speculate. There are wild stories that create more turmoil.

3. Offer emotional and practical support

Communicating is not only doing communications, but also listening to others. Workers often feel that management is not interested in their concerns. That's why it's good to talk to every employee about what the organization means for him or her. In addition to the opportunity for employees to express their emotions, these conversations provide useful information to manage the reorganisation. Reassure employees about imminent redundancies and ensure that everything will be settled well. Help them in finding a new job. If employees are to perform a new position in the organisation, they will prepare them step by step, for example by following a course or coaching.

4. Be open to feedback

It is unfortunate if the management dislikes employees ' resistance as an obstacle to achieving organizational goals. Resistance and criticism can lead to new insights and creative solutions. Remember, employees are specialists. They can identify bottlenecks and provide solutions that management does not think about.

5. Brand Change readiness on

Too large a focus on resistance can lead to deadlocks. Therefore focuses on the change readiness of employees. Some employees have no difficulty with changes and will actively contribute to the process of change. These ' champions in Veranderin' play an important role in the demonstration. Also take stock of employees who show a lot of resistance to the talents they have in their homes to contribute positively to the reorganization. Point them to their potential: that will work motivating!

Training resistance in reorganisation: controlling change

In our two-day training resistance to reorganization: control of Change, together with an experienced trainer, you will be able to work with resistance in a reorganization. After following this training, you will manage to keep your employees motivated. You work together on a new beginning for the company, with new plans for new successes. Learn More

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Drawing up a development and improvement plan

The preparation and the interview

In order to be able to conduct a constructive conversation with employees about their development and improvement, it is important that the supervisor actively engages the employee in the interview. Prior to this, both the manager and the employee can prepare themselves by answering the following questions:

  • How do you find that it is currently going?
  • What's going well? What are you happy about? What competencies are you satisfied with?
  • What could be better? Where do you run into? What competencies should you develop (further)?
  • What do you want to achieve? What goals have you set for yourself?
  • What steps should you take? Who or what do you need?

Please make sure that more than two weeks prior to the call are sent to the employee, including explanations and purpose. The employee sends the questions before the call returns to the manager or can take them to the interview. By being clear about this towards the employee, the employee knows what is expected of him. By also challenging and inviting the employee to think along, the employee's ownership is increased. This prevents the supervisor from devising anything or having to come up with solutions. The setting of open questions and silences is a promotion of the employee's thinking process.

Elaboration of the improvement or development plan

Let the employee develop the improvement or development plan. In this way, it will also be the employee's own plan, rather than being imposed by the supervisor. An improvement or development plan might look like this:

  • What are the short-term development or improvement goals (0-1 years)?
  • What are the medium-term development or improvement goals (1-3 years)?
  • What is the prioritization of these goals?

For each goal, answer the following questions:

  • What action or actions should I take?
  • What action (s) is/are required to achieve this goal?
  • What does the timetable for this purpose look like? (Including bi-weekly alignment with manager)
  • What challenges or problems do you expect?
  • What is the result if this action is completed?

Do not leave the conversation report in the LA and make appointments in the improvement or development plan as concrete as possible, for example by setting SMART targets.

Learnit Training offers training for organizations, executives and employees in the field of communication, management and personal development. Please contact One of our training advisors for advice or a free quote.

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Benefits of improvement and development plans

Pay attention to the development of employees, has dozens of advantages for both the employee, the manager and the organization. A top 3 of these benefits are explained below:

The benefits for the organization

Smaller absence and expiration

Employees who are supervised in their work and receive attention from their supervisor and from the organisation are more satisfied with their work. This is because they feel they are doing it. This is characterised by the less complaining, the absence is less and the gradient is also smaller. Employees who are satisfied with their workplace remain with the organization and prefer to grow instead of moving to another organisation. Growing within its own organisation, it expresses recruitment and selection costs.

Employees have affiliation with organisational objectives

Being aware of the level of development and the development potential of your people ensures that you can better connect with your team or department to organisational objectives or at least know what is needed to join. Organisational objectives can be translated into departmental or team goals; They are then translated into individual goals of employees. By focusing on these different goals, you can make them more closely connected. This will ensure that your employees do the right things for the right reasons.

Distinctive character as organisation/attractive employer/remaining

Organisations that give attention to the development of their people are more attractive employers. Employees see these organizations as organizations that care about their people. As mentioned earlier, time and attention is crucial for employees. Attention to the development of employees ensures that you will distinguish yourself as an organisation.

The benefits for the executive

More binding, less surprises

By giving attention to employees as a manager, the relationship of trust is increased. Executives who are in good contact with their employees are quicker when something is going on or when an employee is underperforming. Continuous conversation will prevent surprises. If they do occur, the supervisor is in time to adjust when necessary. More attention will also be paid to your employees for a higher level of motivation.

Time saving

On time to see when to be adjusted is achieved by staying in touch with your employees or by having view of others. When it goes less well, it can be spotted early on, so that you can prepare an improvement plan in time, rather than running behind the facts. The timely mapping of what needs to happen or what is going on makes it easier to intervene. This provides long-term time and effort.

More widely deployable employees

Developing employees and viewing what they can, gives opportunities for the team or the department. The talents and ambitions of your employees are of crucial importance. After all, you know who is good at and where the person wants to go. Also by letting your employees walk with each other, you make sure that they are used more widely. This will strengthen the value of your employees. By being in contact with your employees, you will also get more on unused talents.

The benefits for the employee

Moment of attention

Because the pressure is being boosted in many companies, attention is often paid to staff. But that is precisely where employees have a lot of need at those times; That they are being listened to and that they have the feeling of doing so. Engaging in conversation with employees is a form of attention. It strengthens the bond between employee, manager and organisation, which can contribute to greater employee satisfaction.

(By growth) possibilities to another function

By making it possible to discuss the possibilities within the organisation and to adapt it to the ambitions or wishes of the employee, opportunities can be created for both parties. By continuously talking to each other about this, you can be well sent here. An adaptation or increase of work, or the walk-in with a colleague, is often a first step needed to grow to another function. This makes the talents of the employee optimally used and also prevents them from being rusted.

More varied work or more specialised work

Developing skills in the breadth or specializing in depth depends on the possibilities and needs of the organization, employee and manager. Development is not only promotion, training or salary increase; In particular, it has to do with the development of talents. In this way, employees are given the opportunity to develop their talents and become better in their profession.

Learnit Training offers training for organizations, executives and employees in the field of communication, management and personal development. Please contact One of our training advisors for advice or a free quote.

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The improvement and development plan

Employees often feel most valued when the supervisor listens to them. Attention to (your) employees is therefore of great importance. The Performance Management Cycle offers handles to develop and supervise staff throughout the year. An improvement plan is drawn up when there is a reason to make improvements in the work. A development plan is about growth and development, even when there is no direct reason to improve. Both plans can result from the same conversation. Depending on the content and purpose of the conversation, it becomes a development or an improvement call.

The goal of a development discussion is that employees can grow and develop, with the starting point that we work with pleasure and enthusiasm to achieve the organisational objectives. A development interview forms the basis for an open working environment between employee and manager.

A development call focuses on:

  • The improvement, deepening or widening of the exercise of the present position;
  • The ambitions and talents of the employee: what are the ambitions and talents and how does the employee put them in the best possible way?

A development interview takes place at the beginning of the year. Together with the employee, we determine what ambitions-and what goals-the employee has and what needs to be done to achieve these goals. These can be both short-and long-term goals. During the appraisal interview in the middle of the year, the extent to which the employee is on the right track and what else can be done to stimulate development can be looked at. It also looks at how someone works in his current work. Characteristic in this conversation is that it is two-way traffic. The manager is less at the word than the employee.

At the end of the year, an assessment will be carried out on the functioning and the objectives already achieved. If someone stagnates or has achieved insufficient results, an improvement plan can be drawn up. In an improvement plan, goals are set and made concrete to which the employee must work in order to get a positive assessment again. It is closely monitored to achieve these goals by going to the table at least once every two weeks and discussing progress. The employee is expected to take initiative and demonstrates his development and thus improvements. The goal of an improvement conversation is that the employee will be working well during his next performance interview and his development is progressing.

What should an improvement or development call meet?

There are several forms that can be used for both the development and improvement conversation. In our trainigen we go deeper into this and we look at which questions are best suited for your organisation. It is important that the employee is activated to think about his own development and improvement. You can stimulate this as a manager by asking open questions, dropping silence and stimulating the input by actively listening.

Question Techniques

To give a picture, here are some interesting questions that you can use in a development interview:

Current situation

  • Is the employee currently satisfied with his current job?
  • Does the job fit in with his knowledge, experience, talents and ambitions?
  • Does the employee wish to update tasks within his current position? (Think, for example, a widening of tasks, deepening of tasks (specialisation), a coordinating role, no more exercising tasks etc.)
  • What improvements do the employee and the supervisor see in the current work? (Think, for example, new tasks, working more efficiently, gaining new knowledge and putting them into practice, sharing knowledge with colleagues etc.)
  • What does it take to achieve the above points and what does the employee and the manager do about this?

Ambitions

  • Does the employee want to change function within two years? (Think of promotion, horizontal by growth or a function with fewer responsibilities etc.)
  • What ambitions does the employee have in the longer term?
  • What is needed to achieve the stated ambitions of the employee within the two-year period and what can be agreed between the employee and the supervisor?
  • Is it clear to the employee and manager what career opportunities there are within the company?

Talents

  • Which talents does the employee have, which make him stand out and he can do well?
  • Are there any talents that the employee has and who are not (yet) not or insufficiently deployed in the work?

Are you a manager and would like to be supported in carrying out the different conversations from the conversation cycle? Or are you an employee and would you like to get started with your development points? Please contact One of our training advisors for advice or a free quote.

Learnit Training biedt voor zowel organisaties, leidinggevenden als medewerkers trainingen aan op het gebied van communicatie, management als persoonlijke ontwikkeling. Neem contact op met één van onze trainingsadviseurs voor advies of een vrijblijvende offerte. Link

5 tips for steering on development

Tackling appraisal interviews in an inspiring and results-oriented way? Use this conversation as a motivating control tool. We have compiled 5 tips for you:

1. Put a 360 degree feedback tool in

The 360 degree Feedback tool is a tool to analyze the functioning of an employee on an individual level, using multiple evaluators. By combining different observations, a complete picture of the assessed employee is created and competencies can be measured. In Many cases colleagues are asked of equal level, but also (other) executives and even customers can be asked in their opinion. The goal of the 360 degree feedback tool is to outline the widest possible picture of current behavior in a work situation. In this way, both the employee and the manager get more insight into what they can do. Read more about 360 degree feedback here.

2. Make use of core quadrants

A core quadrant assumes positive traits that the employee has already had from childhood and that they are so own that they form the "core" of the employee. Too much of such a trait is too much of a good and is a trap: The employee can shoot through and others can get annoyed with the employee. Because the employee is so familiar with the quality the trap is often a blind spot. The employee can work on his or her pitfalls by looking for something that is positive about that: a trait that can compensate for the trap, or: a challenge. Too much of the challenge (so too much of a good one) is negative again: an allergy. Read More about core quadrants and how this can be used. The purpose of using the core quadrant is to create insight into its own effective and ineffective behaviour, whether or not in collaboration with others. Let the employee think about his or her core quadrants, with the model below as a starting point (source: Daniel Hara):

3. Provide conditions that motivate the employee

When employees deliver a good job, executives usually conclude that they are well-motivated. Usually, however, motivation patterns relate to things that go beyond the function or certain tasks. People get motivated by things like value of work, expertise, creativity, affiliation with the group, autonomy, security, status, personal development and material rewards. Getting satisfaction from the work is very important: as a manager you cannot motivate the employee, only the employee himself can indicate that he or she becomes motivated. However, you can take care of circumstances that work motivating. Asking questions to the employee is crucial. Together with the employee you can find a new balance between the expectations of the employee and what your organisation can offer. This can be discussed during a performance interview, after which new appointments are made.

4. Involve the employee actively in the process

During the appraisal interview it is important that the employee is central: let the employee prepare the conversation himself, with the supervisor supporting it by contributing a list of topics. The supervisor can make some subjects obligatory and let the employee choose some subjects. The employee will send the preparation to the manager prior to the call, so that the supervisor can prepare for the interview as well. After the interview, let the employee write a report. By putting the appraisal in this way, the responsibility and ownership of the employee is increased. The employee is also responsible for his or her development process, which can provide increased motivation (see tip 3).

5. Do not let the conversation report disappear in the LA: "BE SMART"

A performance interview only makes sense if it leads to concrete actions and measurable results. Intentions that are well formulated are easier to make. By setting goals and realising the results in this way, there is more clarity. The "BE SMART" method can help:

  • B = Animated "Believe in what you do, and do what you believe in"
  • E = Energy Put energy on it, it doesn't go by itself
  • S = specific Make the intentions specific. What, where, when, how much, with whom? In which situations do, in which not?
  • M = measurable Please specify that progress and the final result can be measured
  • A = acceptable for the employee and for others Consider what is possible for the employee and others
  • R = realistic and relevant Know the possibilities and constraints of the employee and make a good estimation of reality. Know what kind of employee (and his or her environment) it is important if this intention is realised
  • T = Traceable Is it in time to follow? Is it clear when it is "off"?

Trainingen op het gebied van personeel en organisatie

Learnit Training biedt voor zowel organisaties, leidinggevenden als medewerkers trainingen aan op het gebied van personeel en organisatie. [link]

The difference between performance and assessment interviews

In practice, the appraisal interview is regularly confused with the interview. Both discussions are about assessing and operating the employee. The difference is in the interpretation and approach of the conversations:

Assessment Interviews

  • One-way: The supervisor gives an analysis on the functioning of the employee
  • Character: Judging
  • Executive role: Evaluator
  • Focus on: Performance of the employee whose result is fixed
  • Purpose: To make decisions based on measurable results
  • Key question: What results have been achieved?
  • Timetable: the Past
  • Method: Assessment Form
  • Frequency: Occasional
  • Relationship: Hierarchical
  • Subject: The employee
  • Speaking time distribution: The leader is the most speaking
  • Result: can be linked to promotion and/or discussion of salary increase, may give rise to a change of tasks or functions (possibly dismissal)

Appraisal interviews

  • Two-way traffic: Both sides can insert points
  • Character: Problem solving and accompanying
  • Executive role: Coach, facilitator
  • Focus on: The development of the employee by aligning the goals of the employee and the organisation
  • Purpose: To enter into the conversation
  • Key questions: Where should adjustment be made? What are the possibilities of the employee/organisation?
  • Timetable: the future
  • Method: Motivating Conversation
  • Frequency: Periodic
  • Relationship: equivalent: There should be no great power distance between the employee and the (direct) Manager
  • Subject: The employee and the manager
  • Speaking time distribution: The employee is the most speaking
  • Result: can lead to adjustment, training or training in the context of further development and other responsibilities.


  • In our training performance and assessment interviews , you will learn to conduct performance and assessment interviews in a professional manner. You will gain insight into the usefulness of the different forms of conversations and you will learn when you bet. We train you extensively in different conversation techniques, so that the conversations are smooth and especially fruitful. Negative assessments and awkward (emotional) situations are also addressed. At the end of the training you will know how to prepare yourself well and what steps you need to take to ensure that the conversations work effectively and motivating.

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    Support for Learnit Training

    Making the most of the capabilities of your employees or yourself leads to better performance in your organization. Learnit Training supports the proper conduct of personal and professional development. We are specialists in the field of communication and conversation techniques and help you to make the right nuance in the conversations you carry out. Whether you are a manager or an employee. The learning and development needs of yourself and your organisation are our starting and ending points.

    Translating organizational goals through departmental goals to individual results are steps that are required to make results-oriented appointments per employee. It is often difficult to achieve these goals as concretely as possible. Because of our extensive experience in a wide range of organisations, we know where organisations run. It is precisely the clear envisioning of the different goals and the results associated with it is what someone can do from the outside. What is needed to achieve organizational goals is a question that we translate into a concrete level, for all layers within an organization. In order to achieve this as concretely as possible, the desired behaviour and competences are also mapped.

    In order to get a complete picture of the learning objectives and expectations, an intake will be taken by the trainer prior to the training, with the contact person of the training and (single) participants. During the training we work with practical examples, questionnaires, short theoretical documents and discussions, so that the participants get knowledge and insight in varied ways. At the end of the training the participants will receive a certificate and the training is evaluated in writing. If there is a need for additional support or gain and more knowledge, deepening is possible through a refresh, individual training or personal/team coaching.

    Interested? Please contact One of our training advisors for advice or to Request a free quote .

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    Benefits of an efficient conversation cycle

    By systematically getting started with the conversations from the PMC this saves time. The structure of the conversations also yields more efficiency, making this time. The advantages of the PMC are not only for the organization, but also for the team and employees themselves.

    Benefits for the organization:

    • If one knows what is feasible, then the expectations are clear and one knows where one can appeal to each other
    • If the management achieves measurable targets and the employees continue to develop, the organisation will continue to run and it will be ready for the future

    Benefits for the team:

    • Good results and personal development is visible and measurable
    • The manager of the team can manage, monitor and coach
    • A manager who achieves his goals knows that he or she is steering the team well

    Benefits for the employee:

    • The employee can check and adjust themselves in the interim
    • The employee knows what the competencies are and the results that need to be achieved, which increases the motivation to further develop and achieve new results.
    • No one can do without attention, everyone needs it. Through the PMC everyone gets attention, all year round.
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    Cyclic leadership: Giving direction to behavior to achieve results

    The new work will ensure that a new way of dealing with tasks and responsibilities is found. Employees are (increasingly) given more freedom to set up the work in their own way, but also more responsibility for their own results and development. Results are becoming increasingly important. The Performance Management Cycle (PMC) is a cycle that helps and gives direction to behaviour that is needed to achieve those results.

    Cyclic management is characterised by three conversations during the year. It focuses on working with objectives and results to be achieved. The three conversations involved are the planning interview, the progress meeting (also called Performance interview) and the assessment interview:

    • Scheduling conversation: In The planning interview, appointments are made between employee and manager about results and development. This conversation is about the coming period.
    • Progress Meeting: The progress meeting looks at the results achieved so far, in line with the agreements made. Also this interview focuses on the further development of the coworker in the future.
    • Assessment Interview: The assessment interview will eventually assess whether the agreements made have been achieved on results and development. On the basis of this reward, or not a reward will follow.

    The three calls from the conversation cycle connect to each other. By evaluating the good and improvement points of the last period in an objective, respectful way, the progress of these conversations is optimised. In addition to these conversations, feedback interviews also take place. No new facts may be on the table during the progress or assessment interview. These facts have already been noticed before and are discussed in a feedback interview. The aim is to keep finger on the wrist and adjust it where necessary.

    By targeting the development of employees throughout the year, this provides benefits and results for both the organization, the team and the employees themselves.

    Training Management

    As a manager you have the goal to achieve results. You do this not only, but together with your employees. How do you make sure you get people motivated to work and act decisively to achieve organizational goals? Leadership is not always easy, but is certainly good to train. Therefore we work in our management trainings on different skills, so that you are firmly in your role as a manager.

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    2015: The year of the Performance Management Cycle (PMC)

    It is probably not to be lost: 2015 is a year in which changes in law are changing for both employer and employee. In order to ensure that both sides do not disassemble, but rather come closer together, a well thought-out discussion cycle is of great importance. That is why the Performance Management Cycle (PMC) is central to the communication and Management Department of Learnit Training this year. Both employer and employee benefit from a consistent way of managing results and development. We Notice that there is an increasing need for an insightful way to do this and Learnit Training will gladly support you here.

    The PMC is an acclaimed way to bring more consistency in policy, guidance and the development of yourself or your employees, so that both employer and employee can consistently focus on results throughout the year. The conversations between employer and employee are linked throughout the year and are no longer limited to twice a year. In addition to performance and assessment interviews, the PMC also pays attention to progress, development and planning interviews. In 2015 you will therefore receive newsletters, tips, advice, (free) webinars and inspiration from us on (among other things) the following topics:

    • The PMC explained (February)
    • Progress Interviews (April)
    • Develop conversations and improve plans (June)
    • Perform job interviews and recruitment conversations (September)
    • Conducting assessment Interviews (October)
    • Make planning calls (December)

    Do you already know where you (r team) want(s) to grow in this year? Perform one of the following actions to indicate which questions you have or want to receive more information or advice about. Our trainers, consultants and planners are happy to think along with you.

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    Leadership trajectory for organisation from the shipping industry

    An organisation from the shipping industry is engaged in a professionalisation battle. The starting point is the initiation of a more relationship-oriented organisational culture, in which the results and task objective are paramount.

    Situation description

    The organisation is in motion with the objective of shifting the closed organisation to a more open, communicating organizational culture. The characteristic of an open culture is coaching leadership and giving clear feedback. In order for such a change to permeate all layers of the organization, it is important that the management team and management team show the correct example behaviour to follow. This also demands a great change from themselves.

    It goes without saying that change does not arise from employees who have been associated with the organisation for many years. Clear communication about this and recognition of resistance to change is important to make this change of direction a success. Because there are still very old members of these employees, it is important that the executives pay careful attention to the relational side of the leadership.

    The trajectory

    This leadership trajectory focuses on the "soft side" of change, such as motivation, competences, culture and skills. This choice has been made because human behavior is ultimately the core of a change process. After all, results are achieved by people, and human action consists of knowledge, skills, behaviour and attitude. And so is the circle around. Learnit Training has designed this multi in close consultation with the management team and through support in the field of training, coaching, advice and in the role of facilitator. The result is that employees now themselves take more ownership of their actions, there is less of a gossip culture and employees are more directly engaged and provided with positive and constructive feedback.

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    Leading changes after reorganisation at a printing company

    Due to a reorganization at a printing company, many executives of this business have to deal with resistance among the staff. This is because the job package of many employees has changed considerably, which ensures friction within the teams. In order to reduce the resistance, Learnit Training trained 21 executives of the company in leadership of changes. This three-day training was mainly used to motivate and inspire the teams, so that more group binding would arise. With the main goal: motivated employees and a good working atmosphere.

    Practice

    During the training a lot of practice is practised. Video footage of the role-playing games has been made so that the scholar can be watched directly during the role play. In the beginning some people were hesitant about this, but over time everyone experienced that this way of reflection is very useful and valuable. This way of training has paid off. The employees have gained new ideas to motivate and inspire their employees.

    Experience of the Employees

    "Very spontaneous and clear."

    "Good organization, certainly come back at other trainings."

    "I found the training very instructive and clear"

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    Coaching Leadership for Managers

    During the training recruitment and selection for the management team of a steamer company A deeper problem was identified: the organization wanted from a relatively closed organization to a more open communicating organization culture Go. In order to achieve this, more attention can be paid to unwell-functioning employees and to the possibility to discuss conflicts in the workplace. This implies that executives are asked to give more direct feedback, to conduct appraisal interviews constructively and to make their staff motivated and enthusiastic by rewarding more and openly.

    Training Course

    To achieve this, Learnit Training has developed a special training course, adapted to the organisation and the prevailing culture. Five members of the board and Ten middle management members followed for a year the coaching leadership for managers with an individual coach trajectory of five sessions. The following year the middle management followed the same route. In addition, every year come back days were organised for both groups and there were joint meetings. The Learnit-Trainer worked together in close consultation with the management and created the awareness among employees that the proper functioning of employees is not self-evident, but depends to a large extent on effective management.

    Open Working atmosphere

    To create a more open working atmosphere, attention has been given to coaching leadership and motivating employees by actively listening and asking open questions. Also, effectively dealing with tensions between employees and with emotions on the work floor was an important place in the training. Years after the training, Learnit Training is still closely involved in the organization and we support the employees in all sorts of areas with training and coaching.

    Experience of the Employees

    "As usual, we are again extremely satisfied with the content of the training and the professional manner in which it was provided by the trainer."

    "The trainer knows our company and our people and makes use of it in an excellent way to maximize the efficiency of the training courses."

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    Who hase stolen my cheese?

    Stephen Covey

    Every organization is subject to change; How does one deal with this? In this book, four characters face just profound changes; Each one reacts differently when he is suddenly out of cheese. Johnson and Blanchard with a popular and appealing parable see what triggers change, how you can successfully overcome those fears, and how you create new opportunities from change, both at home and at work.

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    Break the Circle

    James Abbott How managers unconsciously block change

    Most managers nowadays have a lot of knowledge about change management. However, in practice, it has often been spoke. This is because our knowledge only sends our actions very limited. Without us knowing, we have assumptions about our employees who are in the right trouble. And unconsciously, we are gradrag with which we undermine the initiative and the sense of responsibility of our employees. To break through the tough situations that arise from it, you have to understand how to maintain it as a manager. Arend Abbot makes it crystal clear how they emerge and offers do-it-yourself interventions to make the change smooth again.

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    Steering on results and development

    Truidy Banes & Loek van den Broek For executives who (go) to work with the Performance Management cycle

    How can we achieve results-oriented work? And what tools are needed to effectively deploy the different generations (Baby boomers, Generations X and Y). This book provides a framework for executives working with the PMC (going). Per call is indicated how your result and competency development agreements so formulate that they are measurable, how your progress is followed and how you evaluate results. The manager also receives a manual for the introduction to his department. Finally, it discusses how organisations can link assessment results to remuneration.

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    Large Improvement Book

    Neil Webers, Lucas of Angels & Thom Lanka Over 120 tools and concepts for process improvers and change managers

    This book provides an overview and ranking of the most commonly used instruments that aim for continuous improvement. No less than 121 tools and concepts that contribute to improving processes within organisations are discussed. That goes from known tools as five times why and the cause-effect matrix to lesser known as the Retrospect tool and the CTQ-Flowdown. Where many books on these tools mainly tell you what you can do to improve the business processes, this book also explains how to do that.

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    Systematic transition Management

    Maaike Tai and Bianca van der Zeeuw Take the easy way for the change

    A new structure, another process or a modified IT system is not sufficient for a change of significance. Employees and teams have to go through a psychological transition in order to behave differently. In this way, change does not stick to a recasting of seats. Changing is easier when you're directing on that psychological transition. This book provides simple, pragmatic tools that can help you understand and influence persistent behavior in teams and organizations in change.

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    The seven properties of effective leadership

    Stephen Covey

    A real classic, if you haven't read it yet, it's a must.