Coaching For Performance Appraisals


It is that time of the year, again, when you have to partake in a performance appraisal. You need to evaluate the job performance of your charges for last year and get better performance out of them this year.

To do so, you need to…

  • Give feedback on the all around performance of your staff
  • Highlight key areas of present and future improvements
  • Identify education, training, development and coaching needs
  • Make recommendations for salary increases, promotions and bonuses
  • Justify the criteria for allocating rewards and incentives
  • Handles possible problems, issues, difficulties, obstacles and challenges
  • Facilitate communication between different parties
  • Advice on career, professional and personal development
  • Receive feedback and suggestions from your staff
  • Gain commitment for future key performance indexes
  • Take possible unpleasant courses of action

…and you need to do it fairly, in a highly sophisticated way.

So regardless of whether your organization takes a single-perspective quantitative approach and/or a mutli-perspective qualitative approach to performance management and appraisal through Coaching For Performance Appraisal you will…

  • Gain the practice to confidently conduct performance appraisals
  • Sharpen your mind sets to approach your performance appraisals in the best possible way
  • Polish up your skill sets to give you an edge while facilitating your performance appraisals
  • Avoid the wide range of pitfalls that in avertedly occur during your performance appraisals
  • Ensuring you use best practices during performance appraisals
  • Learn to expertly deal with difficult situations that come up during your performance appraisals
  • Discover how to gain agreement on producing higher levels of performance
  • And much, much more…


Anyone who needs to conduct a performance appraisal


A Ground Breaking
Absolutely Unique
Expertly Researched & Created
World Class
Professionally Delivered Initiative
That Addresses Your Specific Needs
And Gives You Unexpected High Value Solutions

… Which You Will Benefit From For Life!


Part 1 – Exploring The 7 Stages Of A World Class Performance Management Cycle

Appreciating Each Stage And The KPIs Of Each Stage

  • The Pre-Planning Stage Of Performance Management
  • The Planning Stage Of Performance Management
  • The Communication Stage Of Performance Management
  • The Coaching Stage Of Performance Management
  • The Appraising Stage Of Performance Management
  • The Consolidation Stage Of Performance Management
  • Re-Pre-Planning Stage Of Performance Management

Part 2 – The Leadership Mindsets Required During Performance Management

Sharpening Your Primary Leadership Mind Set For Performance Management

  • The 7 Ps of Primary Leadership
    • The Value of Principles
    • The Value of Proactivity
    • The Value of Problems
    • The Value of Patience
    • The Value of Profitability
    • The Value of Performance
    • The Value of Peace

Sharpening Your Secondary Leadership Mind Set For Performance Management

  • The 10 Dimensions of Secondary Leadership
    • Raising Your Team’s Awareness
    • Knowing Your Team’s Personality
    • Clarifying Their Intention
    • Aligning Their Targets
    • Creating Opportunities For Them To Win
    • Building A Great Team Environment For Them
    • Coaching Them To Deliver Excellent Results
    • Inviting Them To Remain Coachable
    • Developing Their Competencies
    • Leading Your Leader

Sharpening Your Tertiary Leadership Mind Set For Performance Management

  • What Type Of Performance Appraiser Are You?
    • Are You A Regenerative Performance Appraiser?
    • Are You A Benevolent Performance Appraiser?
    • Are You An Effectuate Performance Appraiser?
    • Are You An Especial Performance Appraiser?
    • Are You An Erudite Performance Appraiser?
    • Are You An Allegiant Performance Appraiser?
    • Are You An Affective Performance Appraiser?
    • Are You A Provocative Performance Appraiser?
    • Are You An Amiable Performance Appraiser?

Part 3 – The Coaching Skill Sets Required During Performance Appraisals

The Art Of Listening

  • How To Avoid Not Hearing During Your Performance Appraisals
  • How To Escape Just Hearing During Your Performance Appraisals
  • How To Improve Selective Listening During Your Performance Appraisals
  • How To Active Listening During Your Performance Appraisals
  • What Is Emphatic Listening During Your Performance Appraisals
  • When To Use Non-Emphatic Listening During Your Performance Appraisals
  • Can You Listening Beyond Listening During Your Performance Appraisals

The Art Of Questioning

  • Asking Questions To Clarify During Your Performance Appraisals
  • Asking Questioning To Specify During Your Performance Appraisals
  • Asking Questioning To Explore During Your Performance Appraisals

The Art Of Dialoguing

  • The Pitfall Of Having Your Performance Appraisal Becoming A Discussion
  • How To Avoid Debates During Your Performance Appraisals
  • Establishing A Dialogue During Your Performance Appraisals

The Art Of Crystallizing

  • How To Remove Doubt During Your Performance Appraisals
  • How To Gain Clarity During Your Performance Appraisals
  • How To Establish Agreements During Your Performance Appraisals

The Art Of Actioning

  • Translating Performance Appraisals Intangibles Into Tangibles
  • Measuring The Meaningful Through Performance Appraisals
  • Focusing On The Target Of Your Performance Appraisals

The Art Of Feed-Backing And Feed-Forwarding

  • Exploring What Worked And What Didn’t Work
  • Thinking, Speaking And Actioning The Missing
  • Identifying The Difference That Will Make The Difference

The Art Of Winning

  • Hitting Your Future Performance Target

Part 4 – Exploring The Common Pitfalls During Coaching For Performance Appraisals

How To Avoid The Common Pitfalls Of…

  • Incessant Politicking
  • Office Gossiping
  • Buying Into Excuses
  • Divergent Goals
  • Misaligned Purpose
  • Miscommunication Messages
  • Overt Favouritism
  • Covert Animosity
  • Unclear Intentions
  • Uncertain Standards

Applying Best Practices During Performance Appraisals

Part 5 – Dealing With “Difficult Situations” During Coaching For Performance Appraisals

  • Identifying Your Top “Difficult Situations” During Performance Appraisals
  • Exploring The Issues Behind The Performance Appraisal Issues
  • Examining The Strategies You Use To Normally Deal With These “Difficult Situations”
  • Establishing Why These Strategies Work Or Don’t Work
  • Figuring Out New Ways To Dissolve Your “Difficult Situations”

Part 6 – Confidently Practicing Your Performance Appraisals

  • Role Playing Your Entire Performance Appraisal Process
  • Ensuring Confidence And Competency With Respect To Performance Appraisals


This life changing and perspective shaping initiative is expertly run as a series of …
Illuminating introductions
Engaging Dialogues
Interactive games & exercises
Thought provoking debriefs
Open questions & answer sessions
Reflection time-outs
Relevant case studies
Enriching assignments
Feedback loops

… delivered over 2 full days!

Your lead facilitator for this world class initiative is Manoj Sharma.

Who is Manoj Sharma?

Manoj Sharma is a World Class Organization Strategist. He assists organizations, teams and individuals to be financially and non-financially wealthier through a series of incredibly “spot on”, fully customized strategic initiatives. Mr. Sharma is also the Founder, CEO and Head of Faculty of DifferWorld.com, an international strategic profitability, performance and fulfillment consultancy. Over the years Mr. Sharma has earned a reputation for not just being a global thought leader, but also his reputation for delivering world class initiatives that assist the global who’s who win in their fields of endeavour is fast becoming legendary.

Mr. Sharma has extensively worked with tier one organizations and leaders across Asia, Europe, Oceania and The Middle East, as a Strategic Consultant, Executive Director, Group Business Development Director, Marketing & Communication Director, Content Director and more. As such he brings with him a truly global perspective with an intimate appreciation of local challenges.

What can Manoj Sharma Do For You?

Mr. Sharma specializes in assisting organizations, teams and individuals boost their profitability, performance and fulfillment levels through a combination of world class strategic consultations, keynotes, coaching, training & development seminars, workshops, courses, programs and other initiatives.

Who Are Some Of The Organizations He Has Assisted?

His initiatives have exponentially benefited some of the top global brands such as:

Accenture, Alcatel, American Express, A&W Restaurants, Cisco Systems, Civil Aviation Authority of Singapore, Civil Service College, Cargotec, CitiBank, Daikin Industries, DBS Vickers Securities, Deutsche Bank, FedEx, Fuji Xerox, General Electric, Hewlett-Packard, Hiab, HSBC, IBM,
Infocomm Development Authority of Singapore, Intel, JP Morgan, Kalmar, KFC, KPMG, Lee Kuan Yew School of Public Policy, Long John Silver’s, MacGregor, Merrill Lynch, Microsoft, Nokia, Singapore Ministry of Education, Motorola, National University of Singapore, Nanyang Technological University, Philips, Pizza Hut, PricewaterhouseCoopers, Raffles International, Reuters, Samsung, Singapore Airlines, Singapore Economic Development Board, Singapore General Hospital, Singapore Indian Chamber of Commerce and Industry, Singapore Institute of Management, Singapore Management University, Singapore Technologies, Singapore Tourism Board, Starbucks, ST Microelectronics, Sumitomo Mitsui Banking Corp, Sybase, Taco Bell, The Coca-Cola Company, The Walt Disney Company, Union Bank of Switzerland, United Overseas Bank Kay Hian, Young Arab Leaders, and more

See Manoj Sharma’s list of clients and partners

How Many People Has Manoj Sharma Worked With?

To date Manoj has worked with more than 50,000 individuals globally, from senior leaders onwards, across diverse industries and has professionally coaching more than 700 people.

Want to get in touch with Manoj Sharma?