Finish with an accountability response plan and a team performance plan.
The first addresses a real performance issue; the second defines your team’s goals, success measures and review points. Both are based on your workplace and yours to keep.
Coming Soon
Coaching For Performance
Self-paced - start anytime · 2 weeks + orientation
2-4 hrs / week · R990
2-4 hrs / week · R990
20 YearsIn Operation
Self-PacedStudy on your own time
2 weeksFully Online
Course Overview
Performance problems rarely appear overnight. You may notice the gap early but postpone the conversation because you’re unsure how to address it fairly and constructively. Meanwhile, standards slip and the problem becomes harder to resolve.
In this course, you’ll learn to set clear expectations, give specific feedback and use coaching to improve performance. You’ll also know when a situation calls for mentoring, direction or corrective action instead. You’ll then learn how to align your team around shared goals, reduce distractions and keep everyone focused on measurable results.
You’ll finish with an accountability response plan for a real performance issue and a practical team performance plan you can use in your workplace.
Delivered in Partnership with Alwin Education LTD
This TSIBA course is delivered in partnership with Alwin Education Ltd. Alwin Education is a UK based digitally native network of locally accredited higher-education institutions that focus on expanding access, strengthening quality, and aligning every programme to labour-market demand. This course is aimed at giving working professionals a practical, career-focused learning experience underpinned by rigorous academic standards.
By the end of this course, you will...
Set expectations people can actually be held to.
Outcomes, standards, roles, responsibilities, deadlines and measures of success, defined clearly enough that a later conversation about performance is specific and fair rather than a matter of opinion.
Coach a gap instead of postponing it.
When to ask rather than tell, how to give feedback on observable behaviour and its impact, and how coaching differs from mentoring, directing and corrective action — so you can pick a response that is firm, fair and focused on improvement.
Tell team activity apart from team progress.
How shared goals change decisions about effort and trade-offs, which behaviours and priorities quietly pull attention away from collective results, and which leadership practices — clear priorities, regular follow-up, reinforcement, course correction — keep results in view when workloads compete.
Who is this course for?
You have just become accountable for other people’s results.
Your own output used to be the measure. Now it is what the team delivers, and nobody has shown you how to close the distance between those two things.
Typical job titles: team leader, supervisor, project coordinator, assistant manager, department lead.
You know there is a conversation you are not having.
Someone is underperforming, you have noticed for weeks, and every version of raising it in your head sounds either too soft to change anything or harsh enough to damage the relationship.
Typical job titles: operations manager, branch manager, practice manager, service delivery manager, technical lead.
Your team is busy and you cannot see the progress.
Everyone is working hard, the reporting looks healthy, and the results that actually matter are not moving.
Typical job titles: sales manager, account manager, programme manager, production supervisor, small business owner.
Curriculum
Orientation module + 2 modules. Each module runs one week at 2-4 hours.
ORIENTATIONGet set up before module content begins
01Coaching for Accountability
Accountability starts before anything goes wrong. You begin with the foundation that makes it fair — expectations, standards, roles, responsibilities, deadlines and measures of success — then work on using coaching and feedback to address a gap: when to ask a question, when to give specific feedback, when to clarify the expectation, and how coaching differs from mentoring, directing and corrective action. You also compare your own habits against the alternatives, setting a firm, fair response beside avoidance, blame, overreaction and vague follow-up, before building a complete response to a real performance issue.
Output: an accountability response plan for a real performance issue.
02Driving Collective Results
A busy team isn’t always an effective one. Learn to align people around shared goals, eliminate distractions and turn key outcomes into focused priorities with measures that show real progress—not just activity.
Output: a team performance plan with priority goals and measures of success.
✓
What You Finish With
An accountability response plan and a team performance plan.
Fees & Payment
| Item | Detail |
|---|---|
| Total course fee | R990 |
| Included | All course materials |
| Group / employer enrolment | Price determined by group size |
Leading High Performance Teams
Build on the two-week course with a deeper, six-week programme covering trust, commitment, difficult conversations, accountability and collective results. Using Patrick Lencioni's Five Dysfunctions of a Team as a diagnostic lens, you work through trust and psychological safety, commitment and buy-in, difficult conversations, feedback and conflict, coaching for accountability, and collective results, applying every tool to a team you actually lead.
Notify Me
This course is launching soon. Leave your details and we'll let you know as soon as it's open for enrolment.
By submitting this form, you consent to TSIBA processing your information in accordance with POPIA and our Privacy Policy.Corporate Solutions
Build managers who address it early.
Every organisation pays for the conversations its managers do not have. A standard slips and nobody names it, a missed commitment gets absorbed rather than raised, and the cost turns up months later as a client complaint, a resignation, or a team quietly working to a lower bar than the one you set. It is almost never a discipline problem. It is a manager who was never shown how to raise it while it was still small.
Talk to Us About CohortsA plan you can read, not just a completion tick
Each participant creates two reviewable workplace plans: one addressing a real performance issue and another aligning team goals, measures and follow-through.
Built around a full working week
2 to 4 hours a week, fully online, across two weeks. No travel, no days out of the business, no cover to arrange.
One shared method across the team
Build a consistent approach to expectations, coaching and corrective action—so performance conversations are fair, objective and focused on real progress.
Frequently Asked Questions
When does the course start?
Anytime - this is a self-paced micro course with no fixed intake dates. Enrol and begin your orientation module whenever suits you.
How much time does the course take each week?
2-4 hours a week across 2 weeks, plus an orientation module. Fully online.
Can my employer enrol a group?
Yes - cohorts can be enrolled for a team. Group pricing determined by group size.