First, tick the items which best describe your needs, concerns, goals or challenges:
We seem to be doing too much, poorly. I'd rather we did less, much better.
I'd like a technique for making better priority-management decisions.
I need help to deal with new responsibilities.
I want simplicity but I get complexity.
Staff try to manipulate me or play psychological games to avoid doing what I need them to do.
I find it stressful to confront under-performance or off-target performance.
I allow some people to under-perform and I need help to bring them back on target.
When I become very clear and direct, people complain that I bully them.
The direction and strategy of some things is dominated by the wrong people.
We repeat too many of our mistakes.
We attend to challenges promptly but they keep resurfacing.
I worry about being too directing and controlling.
I worry about being too collaborative and consultative.
I want to be tolerant, supportive and encouraging but I also need to direct or correct others' performance.
I want to better encourage the innovators and supporters of our vision.
There's a leadership void, here.
There are a lot of taboo subjects we never discuss, even though they're obvious.
A few people detract from the collective "energy": their complaining, antagonism or disruptiveness consumes too much attention.
Our direction or plans keep changing.
Plans we make end up unsupported and fail.
We often end up at the unsatisfactory point we're at now.
New priorities are added before other priorities have been finalised.
Some people take advantage of my goodwill and generosity.
We need a clearer picture of the desired organisation culture.
There are clear factions here: some support the current ethos and others oppose it.
We argue a lot about what we should be doing or where we should be going.
Hidden agenda get in the way of our effectiveness.
At times we all seem to be going in different directions.
I've inherited a history of unhealthy discord, unhelpful alliances, disruptive practices and serious under-performance.
Our values and ideals are clear but we need to turn them into things people can recognise in daily practices.
We need clearer reference-points for direction-setting.
We need clearer reference-points for taking stock of our progress.
I spend too much time down in the engine room. I want to get to the wheelhouse to sort out the direction.
We know what we ought to be doing but we never seem to have the time to do it.
Other needs, concerns, goals, challenges or interests:
Next, complete these statements, where possible, to record some of your strengths:
I am at my best or most confident at managing performance under these circumstances :
My performance management practices I am confident of, include :
Despite unclarity about some performance management issues, I am clear about :
Any further comments you would like to make: