Could You be the Reason Your Employee isn't Performing

One of the most common laments I hear from my coaching clients sounds something like this: "No matter how much I work with Karl, his performance doesn't improve. I guess he's just not cut out for this role." When I probe, I usually find that my client is unknowingly contributing to the poor performance of her employee. This program will identify the four most common ways managers contribute to their employees' underperformance and what to do about them. I call them the Four Cs of Performance Management:
  • Clear expectations: We often fail to specifically articulate our expectations, so our employees do what they think we want rather than what we actually want
  • Consistent feedback: We often provide feedback in the form of labels (e.g., "You need to work on your people skills") instead of behaviors and their impacts (e.g., "In last week's meeting I noticed that each time you made a contribution you interrupted someone else who was talking. That behavior may be a contributor to the low team work scores you've gotten on recent projects. I'd like you to work on not interrupting your colleagues.")
  • Coaching: We often fail to provide coaching -- or provide "coaching" that solves the employee's problem instead of helping them to build the skills to do so themselves
  • Consequences and rewards: We inadvertently reward poor performance and/or provide no consequences for it
What I've found in my coaching work is that most managers think they are doing these things -- and they may be. But, they're often doing them ineffectively. This program will provide participants with examples of each of the Four Cs done well and done poorly; a simple framework for doing them well; and experience applying the framework to real performance management scenarios taken from my coaching practice.



Sharon Grady is the founder of The Grady Company, where she teaches executives and teams how to turn conflict into collaboration. Sharon studied negotiation at Harvard Law School with the authors of the Difficult Conversations book. She has served as a coach for the Law School’s Advanced Negotiation Program and is a featured expert in Harvard Business Publishing’s ManageMentor video series on managing difficult interactions.

Prior to founding The Grady Company, Sharon was Chief Operating Officer of Interaction Associates, a global provider of collaboration consulting and leadership education.  She has also worked as a consultant with Monitor and Mercer, where she trained client teams in group dynamics and process re-engineering, and coached them through the redesign of business processes.  Sharon began her career in Washington, D.C., where she was staff aide to U.S. Senator Abraham Ribicoff and press secretary to U.S. Congresswoman Barbara Kennelly.

Sharon holds a B.A. in English, magna cum laude, from Wesleyan University; an M.B.A. from Harvard Business School; and completed the Advanced Negotiation Program at Harvard Law School. She is a trained mediator, a member of the International Coaching Federation, and an affiliate member of the Institute of Coaching at Harvard Medical School’s McLean Hospital. Sharon is certified in the MBTI and the Conflict Dynamics Profile. She speaks fluent Spanish. 


Date and Time:   
September 27, 2018
6:00 - 8:30 PM

   5:50-6:10pm: Registration, mingling, and light dinner
   6:10-6:30pm: Facilitated networking
   6:30-8:00pm: Workshop
   8:00-8:30pm: Optional networking

Novartis Institutes for BioMedical Research, 250 Massachusetts Avenue, Auditorium, Cambridge, MA 02139

We appreciate Novartis Institutes for BioMedical Research donating the use of their event space and food for this event. 


Members: $15; Non-Members: $40

Given our mission is to promote women's development in STEM we would like to offer a one-time free spot in our workshops to those in transition between jobs. Please contact [email protected] if you qualify.