Tired of management theory? Want to learn specific skills to help improve your management performance? Then Manager Tools is the podcast for you! Manager Tools is a weekly business podcast focused on helping professionals become more effective managers and leaders. Each week, we discuss specific actions for professionals to take to achieve their desired management and career objectives. Manager Tools won Best Business Podcast Award in 2006, 2007, 2008, and 2012 as well as the People's Choice Award in 2008. Go to http://www.manager-tools.com/testimonials to read what others are saying about the impact Manager Tools has had on their careers and lives. Our goal: Every Manager Effective (TM)
Educate Your Directs On Performance Reviews Early - Part 2
Part 2 of our guidance on educating your directs on performance reviews early.
5/2/2024 • 0
Educate Your Directs On Performance Reviews Early - Part 1
Part 1 of our guidance on educating your directs on performance reviews early.
29/1/2024 • 0
Salary Discussions 2x2 Matrix Tool - Part 2
Part 2 of our guidance on the salary discussions 2x2 matrix tool.
22/1/2024 • 0
Salary Discussions 2x2 Matrix Tool - Part 1
Just because a direct’s performance is exceptional doesn’t mean that they deserve a raise, believe it or not. Employee performance is only half of the equation.
15/1/2024 • 0
Yes Or No Questions (YONKERS)
You're going to get asked yes or no questions, and there are only three effective answers. Anything else is unprofessional, and what might be interpreted as weak. There's a difference between asked, "How's the project" - Inevitably, "fine;" and, "Are you 100% green this week?' Better questions get better answers. And when a professional gets a better question, a better answer is the best answer.
8/1/2024 • 0
Assumptive Goal Setting - HOF 2024
Our Hall of Fame guidance on how to think more creatively about annual planning goals.
1/1/2024 • 0
How to Set Annual Goals - HOF 2023
Our Hall Of Fame guidance on how to start setting annual goals, and why we do not like "SMART" goals.
25/12/2023 • 0
The Folly Of Rebranding Feedback - Part 2
Part 2 of our guidance on rebranding feedback.
18/12/2023 • 0
The Folly Of Rebranding Feedback - Part 1
A WSJ article says the word “feedback” is too stressful for some, and recommends calling it something else. We disagree.
11/12/2023 • 0
Effective Executive/Efficient Assistant - Part 3 - 2023
Part 3 of our guidance on working with an administrative assistant, updated for remote, hybrid, and shared assistants.
4/12/2023 • 0
Effective Executive/Efficient Assistant - Part 2 - 2023
Part 2 of our guidance on working with an administrative assistant, updated for remote, hybrid, and shared assistants.
27/11/2023 • 0
Effective Executive/Efficient Assistant - Part 1 - 2023
Part 1 of our guidance on working with an administrative assistant, updated for remote, hybrid, and shared assistants.
20/11/2023 • 0
Preparing Performance Reviews - Part 2 - HOF 2023
It's the end of the year. Most managers we know are thinking about the holidays... and annual reviews. After years of managing, training and consulting, we've concluded this is one of the most poorly managed and implemented processes we're aware of. It's not hard to do, but for plenty of (bad) reasons, managers just don't handle this responsibility well. For those few who do, it's an enormous competitive advantage.
13/11/2023 • 0
Preparing Performance Reviews - Part 1 - HOF 2023
It's the end of the year. Most managers we know are thinking about the holidays... and annual reviews. After years of managing, training and consulting, we've concluded this is one of the most poorly managed and implemented processes we're aware of. It's not hard to do, but for plenty of (bad) reasons, managers just don't handle this responsibility well. For those few who do, it's an enormous competitive advantage.
6/11/2023 • 0
How To Action Engagement Survey Results - Chapter 3 - The Questions - Part 10
Part 10 of our Manager Tools guidance on how to action Engagement Survey results question by question.
30/10/2023 • 0
How To Action Engagement Survey Results - Chapter 3 - The Questions - Part 9
Part 9 of our Manager Tools guidance on how to action Engagement Survey results question by question.
23/10/2023 • 0
How To Action Engagement Survey Results - Chapter 3 - The Questions - Part 8
Part 8 of our Manager Tools guidance on how to action Engagement Survey results question by question.
16/10/2023 • 0
How To Action Engagement Survey Results - Chapter 3 - The Questions - Part 7
Part 7 of our Manager Tools guidance on how to action Engagement Survey results question by question.
9/10/2023 • 0
How To Action Engagement Survey Results - Chapter 3 - The Questions - Part 6
Part 6 of our Manager Tools guidance on how to action Engagement Survey results question by question.
2/10/2023 • 0
How To Action Engagement Survey Results - Chapter 3 - The Questions - Part 5
Part 5 of our Manager Tools guidance on how to action Engagement Survey results question by question.
25/9/2023 • 0
How To Action Engagement Survey Results - Chapter 3 - The Questions - Part 4
Part 4 of our Manager Tools guidance on how to action Engagement Survey results question by question.
18/9/2023 • 0
How To Action Engagement Survey Results - Chapter 3 - The Questions - Part 3
Part 3 of our Manager Tools guidance on how to action Engagement Survey results question by question.
11/9/2023 • 0
How To Action Engagement Survey Results - Chapter 3 - The Questions - Part 2
Part 2 of our Manager Tools guidance on how to action Engagement Survey results question by question.
4/9/2023 • 0
How To Action Engagement Survey Results - Chapter 3 - The Questions - Part 1
Part 1 of our Manager Tools guidance on how to action Engagement Survey results question by question.
28/8/2023 • 0
"It's Not My Fault"
Many directs' common response to negative feedback is to say, "It's not my fault." It's understandable, it's self protective, but it also completely misses the mark of the purpose of feedback. Here's how to handle it.
21/8/2023 • 0
Feedback Is Insurance
Almost all managers are scared about giving feedback. But there's a reason to be positive about it: it's just like buying insurance.
14/8/2023 • 0
The Secrets of a Great Handshake - 2023
Our guidance on having a great handshake.
7/8/2023 • 0
Don't Throw A Blanket Over Your Team
Sometimes it's easier to mention to everyone on your team when one member of your team messes up. But this is what lazy, ineffective managers do.
31/7/2023 • 0
How To Action Engagement Survey Results - Chapter Two - Response And Conflicts
Now that you've gotten your engagement survey results back, how do you respond? In this guidance, we take an actual engagement survey, question by question, and show you how to respond to a low score on that question.
24/7/2023 • 0
Business Travel - Packing - Part 2 - 2023
Part 2 of our guidance on packing for a business trip.
17/7/2023 • 0
Business Travel - Packing - Part 1 - 2023
Part 1 of our guidance on packing for a business trip.
10/7/2023 • 0
How To Action Engagement Survey Results - Chapter One - Dimensions
Now that you've gotten your engagement survey results back, how do you respond? In this guidance, we take an actual engagement survey, question by question, and show you how to respond to a low score on that question.
3/7/2023 • 0
How To Handle Body Odor - Part 2 - 2023
Part 2 of our guidance on how to handle body odor.
26/6/2023 • 0
How To Handle Body Odor - Part 1 - 2023
Part 1 of our guidance on how to handle body odor.
19/6/2023 • 0
Culture Chapter 2 - Core Behaviors - Part 2
Part 2 of our guidance on culture core behaviors.
12/6/2023 • 0
Culture Chapter 2 - Core Behaviors - Part 1
Part 1 of our guidance on culture core behaviors.
5/6/2023 • 0
How to Write a Thank You Note - 2023
Our guidance on thank you notes.
29/5/2023 • 0
How To Master Your Response To Your Engagement Survey - Part 5
Part 5 our guidance on Engagement Surveys.
22/5/2023 • 0
How To Master Your Response To Your Engagement Survey - Part 4
Part 4 our guidance on Engagement Surveys.
15/5/2023 • 0
How To Master Your Response To Your Engagement Survey - Part 3
Part 3 our guidance on Engagement Surveys.
8/5/2023 • 0
How To Master Your Response To Your Engagement Survey - Part 2
Part 2 our guidance on Engagement Surveys.
1/5/2023 • 0
How To Master Your Response To Your Engagement Survey - Part 1
Part 1 our guidance on Engagement Surveys.
24/4/2023 • 0
Behavioral Effectiveness and MTDISC - Example 1 - Part 2
Part 2 of our MTDISC behavioral effectiveness example one.
17/4/2023 • 0
Behavioral Effectiveness and MTDISC - Example 1 - Part 1
Part 1 of our MTDISC behavioral effectiveness example one.
There are rules for how to conduct oneself professionally. It's part of a manager's job to teach them to our employees.
27/3/2023 • 0
How To Lay Off A Direct - Part 4
Part 4 of our guidance on how to prepare for and communicate a layoff effectively and compassionately.
20/3/2023 • 0
How To Lay Off A Direct - Part 3
Part 3 of our guidance on how to prepare for and communicate a layoff effectively and compassionately.
13/3/2023 • 0
How To Lay Off A Direct - Part 2
Part 2 of our guidance on how to prepare for and communicate a layoff effectively and compassionately.
6/3/2023 • 0
How To Lay Off A Direct - Part 1
Part 1 of our guidance on how to prepare for and communicate a layoff effectively and compassionately.
27/2/2023 • 0
Culture Chapter 1 - Culture Is Behavior
Culture is an often discussed topic in management and leadership circles. But culture is not what most managers and leaders think.
20/2/2023 • 0
The Big 4 of Performance Communications - Part 3
Part 3 of our guidance on the big 4 of performance communications.
13/2/2023 • 0
The Big 4 of Performance Communications - Part 2
Part 2 of our guidance on the big 4 of performance communications.
6/2/2023 • 0
The Big 4 of Performance Communications - Part 1
Part 1 of our guidance on the big 4 of performance communications.
30/1/2023 • 0
Never Believe The First Report From The Front
You're going to get a lot of input as a manager. There are all kinds of reasons for this, but the answer is almost always the same: the first thing to do is nothing.
23/1/2023 • 0
Hiring Is Not An HR Process - Chapter 2 - Part 3
Part 3 of our chapter two guidance on hiring is not an HR process.
16/1/2023 • 0
Hiring Is Not An HR Process - Chapter 2 - Part 2
Part 2 of our chapter two guidance on hiring is not an HR process.
9/1/2023 • 0
Hiring Is Not An HR Process - Chapter 2 - Part 1
Part 1 of our chapter two guidance on hiring is not an HR process.
2/1/2023 • 0
Assumptive Goal Setting - HOF 2022
Our Hall of Fame guidance on how to think more creatively about annual planning goals.
26/12/2022 • 0
How to Set Annual Goals - HOF 2022
Our Hall Of Fame guidance on how to start setting annual goals, and why we do not like "SMART" goals.
19/12/2022 • 0
The Manager Tools Interview Creation Tool
The Manager Tools Interview Creation Tool will make you a better interviewer, and teach your team how to interview.
12/12/2022 • 0
The Effective Manager Has a Playbook - Part 3
Part 3 of our guidance on the manager playbook.
5/12/2022 • 0
Delivering The Performance Review - HOF 2022
Our Hall of Fame guidance on delivering a performance review.
28/11/2022 • 0
Preparing Performance Reviews - HOF 2022
This week, we're re-releasing one of our Hall of Fame casts on how to prepare performance reviews.
21/11/2022 • 0
The Effective Manager Has a Playbook - Part 2
Part 2 of our guidance on the manager playbook.
14/11/2022 • 0
The Effective Manager Has a Playbook - Part 1
Part 1 of our guidance on the manager playbook.
7/11/2022 • 0
Good Lieutenants Make Good Captains - Chapter 2 - The Trinity
Our chapter two guidance on improving your chances of being promoted by being a good lieutenant.
31/10/2022 • 0
Good Lieutenants Make Good Captains - Chapter 1 - Part 2
Part 2 of our chapter one guidance on improving your chances of being promoted by being a good lieutenant.
24/10/2022 • 0
Good Lieutenants Make Good Captains - Chapter 1 - Part 1
Part 1 of our chapter one guidance on improving your chances of being promoted by being a good lieutenant.
17/10/2022 • 0
Project Management - Reporting - Chapter One - Part 2
Part 2 of our chapter one guidance on project management reporting.
10/10/2022 • 0
Project Management - Reporting - Chapter One - Part 1
Part 1 of our chapter one guidance on project management reporting.
3/10/2022 • 0
Winning The Feedback "Argument"
Too many managers give negative feedback by trying to win an argument about what happened. It never works.
26/9/2022 • 0
My Directs Aren't Addressing My Agenda in One On Ones
Managers and Directs often have different agendas in our One On Ones. Here's what to do about it.
19/9/2022 • 0
The Three Levels of Presentation Mastery
Everybody thinks content knowledge is what makes for a good presenter. They're wrong, and that's why most of them stink as presenters. Especially trainers: ugh.
12/9/2022 • 0
The Kernel of Strategy - Part 2 (MT)
Part 2 of our interview with Richard Rumelt, strategy professor at UCLA Anderson and author of Good Strategy/Bad Strategy.
5/9/2022 • 0
The Kernel of Strategy - Part 1 (MT)
Part 1 of our interview with Richard Rumelt, strategy professor at UCLA Anderson and author of Good Strategy/Bad Strategy.
29/8/2022 • 0
Behavior is What Matters (MT)
This cast describes how and why behavior is the primary focus of an effective professional and/or manager.
22/8/2022 • 0
DISC Overview (MT)
Our overview of DISC.
15/8/2022 • 0
2022 Recruitment Update - Part 2 (MT)
Part 2 of our guidance for the 2022 employment market.
8/8/2022 • 0
2022 Recruitment Update - Part 1 (MT)
Part 1 of our guidance for the 2022 employment market.
1/8/2022 • 0
Special Cast - Succession Planning
In this cast, Mark and Mike talk about their plans for the future of Manager Tools.
25/7/2022 • 0
How to Prewire a Meeting - HOF 2022
Our Hall of Fame guidance on preparing for meetings or presentations where you need to persuade.
18/7/2022 • 0
The Horstman Curve
If you're trying to change things - and you should be - you're going to experience the Horstman Curve. So you ought to know what it is.
11/7/2022 • 0
The Juggling Koan - HOF 2022
Our Hall of Fame guidance on our first ever management koan.
4/7/2022 • 0
Giving Feedback To Remote Directs - Part 3
Part 3 of our guidance on giving feedback to remote directs.
27/6/2022 • 0
Giving Feedback To Remote Directs - Part 2
Part 2 of our guidance on giving feedback to remote directs.
20/6/2022 • 0
Giving Feedback To Remote Directs - Part 1
Part 1 of our guidance on giving feedback to remote directs.
13/6/2022 • 0
Performance Reviews Are Not Feedback - Part 2
Part 2 of our response to a recent WSJ article that said annual reviews are a terrible way to evaluate employees.
6/6/2022 • 0
Performance Reviews Are Not Feedback - Part 1
Part 1 of our response to a recent WSJ article that said annual reviews are a terrible way to evaluate employees.
30/5/2022 • 0
Interview With a Talent Manager
Our interview with a member of the Manager Tools community to help you understand as a manager, or potentially as an executive, about the kind of relationship you need to have with some of the people who make a difference in your organization and your career.
23/5/2022 • 0
MTDISC Behavior Change Template - Part 2
Part 2 of our guidance on using MTDISC to change your behavior.
16/5/2022 • 0
MTDISC Behavior Change Template - Part 1
Part 1 of our guidance on using MTDISC to change your behavior.
9/5/2022 • 0
How To Roll Out MTDISC To Your Team - Part 2
Part 2 of our guidance on how to roll out the MTDISC Behavioral Instrument to your team.
2/5/2022 • 0
How To Roll Out MTDISC To Your Team - Part 1
This guidance describes how to roll out the MTDISC Behavioral Instrument to your team.
25/4/2022 • 0
Maggie Tucker Interview
Our interview with Maggie Tucker, marketing executive and co-host of the friends on FIRE podcast.
Our chapter one guidance on Rules For Directors: Earning Trust.
11/4/2022 • 0
The War Room - Part 2 (MT)
Part 2 of the executive "War Room" experiences of Trevor Woods, Chief Information Officer, University of Sydney.
4/4/2022 • 0
The War Room - Part 1 (MT)
Part 1 of the executive "War Room" experiences of Trevor Woods, Chief Information Officer, University of Sydney.
28/3/2022 • 0
MTDISC Launch
We have launched our own DISC Profile: MTDISC. Here's what it is, why we did it, and what its benefits are.
21/3/2022 • 0
The Previous Boss Rule - Part 2
Part 2 of our guidance on "The Previous Boss Rule".
14/3/2022 • 0
The Previous Boss Rule - Part 1
Part 1 of our guidance on "The Previous Boss Rule".
7/3/2022 • 0
Managerial Economics 101, 102 and 103: Reporting, Delegation, and Coaching - Part 2
Part 2 of our guidance on Managerial Economics.
28/2/2022 • 0
Managerial Economics 101, 102 and 103: Reporting, Delegation, and Coaching - Part 1
Part 1 of our guidance on Managerial Economics.
21/2/2022 • 0
Top Interviewer Mistakes - Chapter 1
The average manager is a terrible interviewer. In this series, we cover the most frequent and egregious mistakes, and how to correct them.
14/2/2022 • 0
Deadlines Are Commitments
When most people miss a deadline, they prove they don't understand them.
7/2/2022 • 0
My Feelings Are Hurt - Part 2
Part 2 of our guidance on what to do when someone claims their feelings are hurt by someone else.
31/1/2022 • 0
My Feelings Are Hurt - Part 1
Part 1 of our guidance on what to do when someone claims their feelings are hurt by someone else.
24/1/2022 • 0
Politics 101 - Chapter 7 - Compromise
Politics are necessary, and that means the effective manager learns how to compromise. Here are some simple rules.
17/1/2022 • 0
First Meeting New Direct Series - Family First - Part 2
Part 2 of the "family first" chapter of our continuing series on what to communicate to new directs.
10/1/2022 • 0
First Meeting New Direct Series - Family First - Part 1
Part 1 of the "family first" chapter of our continuing series on what to communicate to new directs.
3/1/2022 • 0
Assumptive Goal Setting - HOF 2021
Our Hall of Fame guidance on how to think more creatively about annual planning goals.
27/12/2021 • 0
How to Set Annual Goals - HOF 2021
Our Hall Of Fame guidance on how to start setting annual goals, and why we do not like "SMART" goals.
20/12/2021 • 0
Hiring Is NOT An HR Process - Chapter 1
Everybody thinks HR controls the hiring process. They don't.
13/12/2021 • 0
Management Vs. Leadership - Army Vs. Navy
In this special edition, Mark discusses management versus leadership with David Wallace, the Deputy Director of Leadership Eduction and Development at the United States Naval Academy.
6/12/2021 • 0
Delivering The Performance Review - HOF 2021
Our Hall of Fame guidance on delivering a performance review.
29/11/2021 • 0
Preparing Performance Reviews - HOF 2021
This week, we're re-releasing one of our Hall of Fame casts on how to prepare performance reviews.
22/11/2021 • 0
The Basics Of Measures - Chapter 1
Our guidance on the rules for measuring.
15/11/2021 • 0
When You Are "Required" To Do Panel Interviews - Part 2
Part 2 of our guidance on what to do if you are required to conduct panel interviews.
8/11/2021 • 0
When You Are "Required" To Do Panel Interviews - Part 1
Part 1 of our guidance on what to do if you are required to conduct panel interviews.
1/11/2021 • 0
Hybrid Office Meetings
How to make your meetings as effective as possible in a hybrid office.
25/10/2021 • 0
One On Ones In a Hybrid Office Environment
Continuing your Manager Tools One On Ones (MTO3's) in a hybrid office environment.
18/10/2021 • 0
Back To The Office
Here's what your managerial responsibilities are when your company brings its office workers back to the office.
11/10/2021 • 0
Coaching Is Self Development - Part 2
Part 2 of our guidance on coaching is self-development. Managers play an important role, and managers can't make it happen without a willing direct.
4/10/2021 • 0
Coaching Is Self Development - Part 1
Part 1 of our guidance on coaching is self-development. Managers play an important role, and managers can't make it happen without a willing direct.
27/9/2021 • 0
Performance Conversations Don't Lead To Career Conversations
Performance conversations and career conversations are connected, but also completely different.
20/9/2021 • 0
The Manager And The Vaccine
Managers play a big role in vaccinations. It's just not what many think it is.
13/9/2021 • 0
How To Train Your People - Chapter One - Introductions - Part 2
Part 2 of our guidance for how managers introduce training they send their people to.
6/9/2021 • 0
How To Train Your People - Chapter One - Introductions - Part 1
Part 1 of our guidance for how managers introduce training they send their people to.
30/8/2021 • 0
2021 Recruitment Update - Part 2 (MT)
Part 2 of our guidance for the 2021 employment market.
23/8/2021 • 0
2021 Recruitment Update - Part 1 (MT)
Part 1 of our guidance for the 2021 employment market.
16/8/2021 • 0
The Middleman Test Chapter 2 - Feedback
A lot of managers implement MTO3's and quickly swear by them. But lots of managers mistakenly talk themselves out of giving feedback. Here's one way to look at it.
9/8/2021 • 0
Never O'Clock Chapter One
Never O'Clock Chapter One
2/8/2021 • 0
The 95% Solution - Part 2
Part 2 of our guidance on how to get more time to focus on your priorities.
26/7/2021 • 0
The 95% Solution - Part 1
Part 1 of our guidance on how to get more time to focus on your priorities.
19/7/2021 • 0
Exploit Your Wiggle Room - Part 2
Part 2 of our guidance for managers who are hesitant to make changes.
12/7/2021 • 0
Exploit Your Wiggle Room - Part 1
Part 1 of our guidance for managers who are hesitant to make changes.
5/7/2021 • 0
The Sweet 16 Podcast
On our 16th Anniversary show, we talk about our origins and what's to come.
28/6/2021 • 0
Why Experienced Directs Need One On Ones
Here's what to say to experienced directs who don't want weekly One On Ones.
21/6/2021 • 0
Communicating In Advance of A Miss - Part 2
Part 2 of our guidance on how to communicate prior to missing a deadline.
14/6/2021 • 0
Communicating In Advance of A Miss - Part 1
Part 1 of our guidance on how to communicate prior to missing a deadline.
7/6/2021 • 0
Trinity Pushback - One On Ones - Why Weekly? - Part 2
Part 2 of our guidance on what to tell directs who want to have One On Ones less often than weekly.
31/5/2021 • 0
Trinity Pushback - One On Ones - Why Weekly? - Part 1
Part 1 of our guidance on what to tell directs who want to have One On Ones less often than weekly.
24/5/2021 • 0
Meetings: Anything Else?
The common way to end meeting discussions, "Is there anything else?" is ineffective.
17/5/2021 • 0
Effective Meetings - Part 3 - HOF 2021
Part 3 of our Hall Of Fame guidance on effective meetings.
10/5/2021 • 0
Effective Meetings - Part 2 - HOF 2021
Part 2 of our Hall Of Fame guidance on effective meetings.
3/5/2021 • 0
Effective Meetings - Part 1 - HOF 2021
Part 1 of our Hall Of Fame guidance on effective meetings.
26/4/2021 • 0
The Manager Tools Data - Feedback - Part 5
Part 5 of our review of the data behind our guidance on feedback, which relies on tests we have run over the past nearly 30 years.
19/4/2021 • 0
The Manager Tools Data - Feedback - Part 4
Part 4 of our review of the data behind our guidance on feedback, which relies on tests we have run over the past nearly 30 years.
12/4/2021 • 0
The Manager Tools Data - Feedback - Part 3
Part 3 of our review of the data behind our guidance on feedback, which relies on tests we have run over the past nearly 30 years.
5/4/2021 • 0
The Manager Tools Data - Feedback - Part 2
Part 2 of our review of the data behind our guidance on feedback, which relies on tests we have run over the past nearly 30 years.
29/3/2021 • 0
The Manager Tools Data - Feedback - Part 1
Part 1 of our review of the data behind our guidance on feedback, which relies on tests we have run over the past nearly 30 years.
22/3/2021 • 0
Feedback 'Dialog' Is Stupid Guidance - Part 4
Part 4 of our guidance on feedback dialog.
15/3/2021 • 0
Feedback 'Dialog' Is Stupid Guidance - Part 3
Part 3 of our guidance on feedback dialog.
8/3/2021 • 0
Feedback 'Dialog' Is Stupid Guidance - Part 2
Part 2 of our guidance on feedback dialog.
1/3/2021 • 0
Feedback 'Dialog' Is Stupid Guidance - Part 1
Part 1 of our guidance on feedback dialog.
22/2/2021 • 0
Zero Week
For any project or initiative you're starting, announce it to your team before you start. Announce it during Zero Week.
15/2/2021 • 0
How To Escalate - Part 3
Part 3 of our guidance on escalation.
8/2/2021 • 0
How To Escalate - Part 2
Part 2 of our guidance on escalation.
1/2/2021 • 0
How To Escalate - Part 1
Part 1 of our guidance on escalation.
25/1/2021 • 0
The Aunt Trap
When your boss's peer tasks you, or requires work from you, we call that the The Aunt Trap. It used to be The Uncle Trap, but we modernized the reference.
18/1/2021 • 0
Zero-Based Reporting
If you're looking for efficiencies, cut out some of the reporting nobody reads anyway. Use Zero-Based Reporting.
11/1/2021 • 0
Getting Your Goals From Your Boss - HOF
Our Hall Of Fame guidance on how to get a better understanding of what your goals are from your boss.
4/1/2021 • 0
Assumptive Goal Setting - HOF 2020
Our Hall of Fame guidance on how to think more creatively about annual planning goals.
28/12/2020 • 0
How to Set Annual Goals - HOF 2020
Our Hall Of Fame guidance on how to start setting annual goals, and why we do not like "SMART" goals.
21/12/2020 • 0
When a Direct Says No Repeatedly To Feedback - Part 4
Part 4 of our guidance on what to do if a direct repeatedly says no to feedback.
14/12/2020 • 0
When a Direct Says No Repeatedly To Feedback - Part 3
Part 3 of our guidance on what to do if a direct repeatedly says no to feedback.
7/12/2020 • 0
Delivering The Performance Review - HOF 2020
Our Hall of Fame guidance on delivering a performance review.
30/11/2020 • 0
Preparing Performance Reviews - HOF 2020
This week, we're re-releasing one of our Hall of Fame casts on how to prepare performance reviews.
23/11/2020 • 0
When a Direct Says No Repeatedly To Feedback - Part 2
Part 2 of our guidance on what to do if a direct repeatedly says no to feedback.
16/11/2020 • 0
When a Direct Says No Repeatedly To Feedback - Part 1
Part 1 of our guidance on what to do if a direct repeatedly says no to feedback.
9/11/2020 • 0
Feedback: When Yes Means No - Part 2
Part 2 of our guidance on what to do when a direct says yes to feedback, but you can tell they don't mean it.
2/11/2020 • 0
Feedback: When Yes Means No - Part 1
Part 1 of our guidance on what to do when a direct says yes to feedback, but you can tell they don't mean it.
26/10/2020 • 0
Decisions, Not Choices - Part 2
Part 2 of our guidance on decisions, not choices.
19/10/2020 • 0
Decisions, Not Choices - Part 1
Part 1 of our guidance on decisions, not choices.
12/10/2020 • 0
Creating Organizational Hiring Criteria - Part 3
Part 3 of our guidance on creating organizational hiring criteria. There's more to creating great questions for interviews. You've got to know what and who you want, and how to evaluate answers.
5/10/2020 • 0
Creating Organizational Hiring Criteria - Part 2
Part 2 of our guidance on creating organizational hiring criteria. There's more to creating great questions for interviews. You've got to know what and who you want, and how to evaluate answers.
28/9/2020 • 0
Creating Organizational Hiring Criteria - Part 1
Part 1 of our guidance on creating organizational hiring criteria. There's more to creating great questions for interviews. You've got to know what and who you want, and how to evaluate answers.
21/9/2020 • 0
After You Get Your Goals - Part 3
Part 3 of our guidance on what to do after you get your goals from your boss or your org.
14/9/2020 • 0
After You Get Your Goals - Part 2
Part 2 of our guidance on what to do after you get your goals from your boss or your org.
7/9/2020 • 0
After You Get Your Goals - Part 1
Part 1 of our guidance on what to do after you get your goals from your boss or your org.
31/8/2020 • 0
Make Your Case To a Network Relationship
You've kept your network warm by staying in touch. If you see an opportunity through them, reach out.
24/8/2020 • 0
The Weekly Thank You
Too many of us managers think that "someone just doing their jobs" isn't worthy of praise, or positive feedback, or even just a simple thanks. We're wrong. Thanks matter.
17/8/2020 • 0
Top Ten Hiring Mistakes - Mistake #10 - Being Surprised - Part 2
Part 2 of our guidance on number ten of the top ten hiring mistakes: Being Surprised.
10/8/2020 • 0
Top Ten Hiring Mistakes - Mistake #10 - Being Surprised
Part 1 of our guidance on number ten of the top ten hiring mistakes: Being Surprised.
3/8/2020 • 0
The Myth of the Feedback Myth - Part 3
Part 3 of our guidance on performance communication between bosses and directs that has come under attack in the past couple of years. Some say performance reviews don't work. Some say delivering performance communications doesn't work. They're completely wrong.
27/7/2020 • 0
The Myth of the Feedback Myth - Part 2
Part 2 of our guidance on performance communication between bosses and directs that has come under attack in the past couple of years. Some say performance reviews don't work. Some say delivering performance communications doesn't work. They're completely wrong.
20/7/2020 • 0
The Myth of the Feedback Myth - Part 1
Part 1 of our guidance on performance communication between bosses and directs that has come under attack in the past couple of years. Some say performance reviews don't work. Some say delivering performance communications doesn't work. They're completely wrong.
13/7/2020 • 0
Interviewing on Zoom
Lots of Interviews are being conducted via Zoom. Here's how.
6/7/2020 • 0
The 15th Anniversary Show
On our 15th Anniversary show, we review some brief history of Manager Tools, and talk about our new license promotion honoring our initial offering.
29/6/2020 • 0
Internal Talent Markets - Chapter 1 - Free Agency
Internal Talent Markets should be nearly frictionless. That starts with how each manager communicates the internal to our directs.
22/6/2020 • 0
Presenting In Zoom - Part 2
Part 2 of our guidance about how to present or train on Zoom.
15/6/2020 • 0
Presenting In Zoom - Part 1
Part 1 of our guidance about how to present or train on Zoom.
8/6/2020 • 0
Flavor Of The Month Pushback - Part 2
Part 2 of our guidance on flavor of the month pushback.
1/6/2020 • 0
Flavor Of The Month Pushback - Part 1
Part 1 of our guidance on flavor of the month pushback.
25/5/2020 • 0
Don't Do Skip Level One On Ones
A lot of managers want to do One On Ones with their directs' directs, also known as skips. This is a bad idea.
18/5/2020 • 0
COVID: No Dropping Dimes - Part 2
Part 2 of our guidance recommending NOT announcing a colleague’s failure without a courtesy notification.
12/5/2020 • 0
COVID: No Dropping Dimes - Part 1
Part 1 of our guidance recommending NOT announcing a colleague’s failure without a courtesy notification.
11/5/2020 • 0
COVID: How To Be Ready For A Hiring Market Upturn - Part 2
Part 2 of our guidance on how to prepare for the coming hiring market upturn.
4/5/2020 • 0
COVID: How To Be Ready For A Hiring Market Upturn - Part 1
Part 1 of our guidance on how to prepare for the coming hiring market upturn.
3/5/2020 • 0
COVID: Smart Interviewing In A Downturn
This cast describes how to interview effectively during a downturn, particularly for difficult to fill positions.
2/5/2020 • 0
COVID: Bench Development in a Downturn
This cast discusses a way to build your recruiting "bench" during market downturns.
1/5/2020 • 0
COVID: Asking Your Network For An Opportunity
This cast helps you word your request to your network for help with looking for a new opportunity.
30/4/2020 • 0
COVID: Handling Exit Interviews
This cast explains how to handle exit interviews.
29/4/2020 • 0
COVID: Systematic Career Documentation - Part 2
Part 2 of our guidance on how to create and use a Career Management Document as a key part of your career management system.
28/4/2020 • 0
COVID: Systematic Career Documentation - Part 1
COVID: Systematic Career Documentation - Part 1
27/4/2020 • 0
COVID: Effective Layoff Announcement Response
This cast explains how to respond to the announcement of impending layoffs at your firm.
26/4/2020 • 0
COVID: Layoff Signs And What To Do About Them - Part 2
Part 2 of our guidance on the signs to look out for that indicate layoffs are coming.
25/4/2020 • 0
COVID: Layoff Signs And What To Do About Them - Part 1
Part 1 of our guidance on the signs to look out for that indicate layoffs are coming.
24/4/2020 • 0
COVID: An Especially Important Relationship In A Downturn
This cast explains how to improve an especially important relationship during economic downturns: your boss's peers.
23/4/2020 • 0
COVID: The Downturn Rite of Passage
This cast describes the reasons why leaving your company or industry in a downturn CAN be a bad idea, and recommends options to consider in those situations.
22/4/2020 • 0
COVID: Fighting The Downturn Silence
This cast describes how to combat the normal tendency of directs to communicate LESS during a downturn.
20/4/2020 • 0
COVID: Compassionate Layoffs?
A rerelease of our guidance on how to conduct layoffs efficiently, with candor and compassion, which addresses problems related to headcount and budget reductions that you may now be facing as a manager because of COVID-19 (Coronavirus).
6/4/2020 • 0
Manager Tools Internal Pandemic Response - Part 3
Part 3 of our guidance related to how we at Manager Tools addressed the COVID pandemic, and the coming dangerous economic aftermath.
1/4/2020 • 0
Manager Tools Internal Pandemic Response - Part 2
Part 2 of our guidance related to how we at Manager Tools addressed the COVID pandemic, and the coming dangerous economic aftermath.
31/3/2020 • 0
Manager Tools Internal Pandemic Response - Part 1
Part 1 of our guidance related to how we at Manager Tools addressed the COVID pandemic, and the coming dangerous economic aftermath.
30/3/2020 • 0
Pandemic Guidance Continued
We continue our guidance about managing in the time of COVID-19.
23/3/2020 • 0
Managing During a Pandemic - The COVID-19 Cast - Part 2
Part 2 of our guidance on managing during a pandemic, such as COVID-19 (Coronavirus), or a similar international crisis.
17/3/2020 • 0
Managing During a Pandemic - The COVID-19 Cast - Part 1
Part 1 of our guidance on managing during a pandemic, such as COVID-19 (Coronavirus), or a similar international crisis.
16/3/2020 • 0
Coronavirus Guidance - The Steel Cage Death Match Meeting - Part 2
A rerelease of part 2 of our guidance on preparing for a staffing decision meeting, which addresses problems related to headcount and budget reductions that you may now be facing as a professional or manager because of coronavirus.
13/3/2020 • 0
Coronavirus Guidance - The Steel Cage Death Match Meeting - Part 1
A rerelease of part 1 of our guidance on preparing for a staffing decision meeting, which addresses problems related to headcount and budget reductions that you may now be facing as a professional or manager because of coronavirus.
12/3/2020 • 0
Coronavirus Guidance - Race, Don't Chase - Part 2
A rerelease of part 2 of our guidance on budget management in a downturn, which addresses problems related to headcount and budget reductions that you may now be facing as a professional or manager because of coronavirus.
11/3/2020 • 0
Coronavirus Guidance - Race, Don't Chase - Part 1
Coronavirus Guidance - Race, Don't Chase - Part 1
10/3/2020 • 0
Coronavirus Guidance - Working Remotely - Chapter 3 - Contribution To The Team
A rerelease of of our guidance on contributing to the team when working remotely, which addresses problems related to working from home and managing remote employees that you may now be facing because of coronavirus.
9/3/2020 • 0
Coronavirus Guidance - Working Remotely - Chapter 1 - Get Results
A rerelease of of our guidance on getting results when working remotely, which addresses problems related to working from home and managing remote employees that you may now be facing because of coronavirus.
8/3/2020 • 0
Coronavirus Guidance - Distant Manager Basics - For Directs - Part 2
A rerelease of part 2 of our guidance on how to work with a remotely located manager, which addresses problems related to working from home and managing remote employees that you may now be facing because of coronavirus.
7/3/2020 • 0
Coronavirus Guidance - Distant Manager Basics - For Directs - Part 1
A rerelease of part 1 of our guidance on how to work with a remotely located manager, which addresses problems related to working from home and managing remote employees that you may now be facing because of coronavirus.
6/3/2020 • 0
Coronavirus Guidance - Distant Manager Basics - Part 2
A rerelease of part 2 of our guidance on managing distant team members, which addresses problems related to working from home and managing remote employees that you may now be facing because of coronavirus.
5/3/2020 • 0
Coronavirus Guidance - Distant Manager Basics - Part 1
A rerelease of part 1 of our guidance on managing distant team members, which addresses problems related to working from home and managing remote employees that you may now be facing because of coronavirus.
4/3/2020 • 0
Coronavirus Guidance - Phone One on Ones
A rerelease of our guidance on phone One on Ones, which addresses problems related to working from home and managing remote employees that you may now be facing because of coronavirus.
3/3/2020 • 0
Work-Life Balance: The Yellow Peanut M&M Analogy
The common wisdom about work-family balance is wrong. We're asking the wrong question.
2/3/2020 • 0
Training Is Not The Answer
Training is the go-to answer for skill development. But training isn't really what you want.
24/2/2020 • 0
The Interview Results Capture Meeting - HOF 2020
Our Hall Of Fame guidance on capturing interview results in a fast and simple meeting.
17/2/2020 • 0
Rules of Small Project Management - Chapter 1 - Deliverables Basics - Part 2
Part 2 of our guidance on small project management deliverables basics.
10/2/2020 • 0
Rules of Small Project Management - Chapter 1 - Deliverables Basics - Part 1
Part 1 of our guidance on small project management deliverables basics.
3/2/2020 • 0
Authenticity And The Manager Tools Trinity - Part 2
Part 2 of our guidance for managers and directs expressing concern that Manager Tools' Trinity guidance is formulaic, and not authentic. Here's how to think through those concerns, and/or address them from a colleague.
27/1/2020 • 0
Authenticity And The Manager Tools Trinity - Part 1
Part 1 of our guidance for managers and directs expressing concern that Manager Tools' Trinity guidance is formulaic, and not authentic. Here's how to think through those concerns, and/or address them from a colleague.
20/1/2020 • 0
Manager Tools and Race and Gender
The data on how race and gender affect behaviors and outcomes for the Manager Tools trinity.
13/1/2020 • 0
The Effective Hiring Manager Missing Chapters - Reducing Interviewee Stress - Part 2
Part 2 of our guidance on reducing interviewee stress. Adding more stress to a candidate reduces the effectiveness of your interview process. Don't do it.
6/1/2020 • 0
Assumptive Goal Setting - HOF 2019
Our Hall of Fame guidance on how to think more creatively about annual planning goals.
30/12/2019 • 0
How to Set Annual Goals - HOF 2019
Our Hall Of Fame guidance on how to start setting annual goals, and why we do not like "SMART" goals.
23/12/2019 • 0
The Effective Hiring Manager Missing Chapters - Reducing Interviewee Stress - Part 1
Part 1 of our guidance on reducing interviewee stress. Adding more stress to a candidate reduces the effectiveness of your interview process. Don't do it.
16/12/2019 • 0
Simple Interviewer Training - Part 2 - HOF 2019
Part 2 of our Hall Of Fame guidance on how to teach directs how to interview candidates for hiring.
9/12/2019 • 0
Simple Interviewer Training - Part 1 - HOF 2019
Part 1 of our Hall Of Fame guidance on how to teach directs how to interview candidates for hiring.
2/12/2019 • 0
Delivering The Performance Review - HOF 2019
Our Hall of Fame guidance on delivering a performance review.
25/11/2019 • 0
Preparing Performance Reviews - HOF 2019
This week, we're re-releasing one of our Hall of Fame casts on how to prepare performance reviews.
18/11/2019 • 0
Solution to a Stalled Technical Career - HOF 2019
Our Hall Of Fame guidance on the secret to reinvigorating a stalled technical career.
11/11/2019 • 0
The Effective Hiring Manager Missing Chapters - Reasons To Say No #1 - Unprepared
There are some rarely forgivable interviewing mistakes that justify ruling a candidate out even when there are good reasons to hire them. Lack of preparation is one of them.
4/11/2019 • 0
M Conference Learnings and Highlights
Mark and Mike talk about what happened at the Manager Tools 2019 inaugural M Conference.
28/10/2019 • 0
Negative Feedback Pushback Examples - Part 2
Part 2 of our examples of how to respond to different kinds of pushback to feedback.
21/10/2019 • 0
How To Turn Down a Job Candidate - HOF 2019
Our Hall Of Fame guidance on effective and ineffective ways to notify a candidate you’ve interviewed that you won’t be offering them.
14/10/2019 • 0
Negative Feedback Pushback Examples - Part 1
Part 1 of our examples of how to respond to different kinds of pushback to feedback.
7/10/2019 • 0
Introducing The Effective Hiring Manager Book
An interview with Mark Horstman about his new book, The Effective Hiring Manager.
30/9/2019 • 0
Don't Use Consensus
Using consensus as a decision making tool is a bad idea for managers.
23/9/2019 • 0
Feedback Is Not A Personal Attack
Feedback is about behavior. It's not a personal attack.
16/9/2019 • 0
First Meeting New Direct Series: Support The Team
New team members need guidance about your key issues early on. This is a continuation of our series about messages that shouldn't wait.
9/9/2019 • 0
Meeting Leadership - 6 Rules - Part 3
Part 3 of our guidance on what leaders do to take their meetings to the next level.
2/9/2019 • 0
Meeting Leadership - 6 Rules - Part 2
Part 2 of our guidance on what leaders do to take their meetings to the next level.
26/8/2019 • 0
Meeting Leadership - 6 Rules - Part 1
Part 1 of our guidance on what leaders do to take their meetings to the next level.
19/8/2019 • 0
Use A Warning Order
Give your team advance knowledge of emergent changes with a Warning Order.
12/8/2019 • 0
Soft One On Ones - Part 2
Part 2 of our guidance on what to do if you're forbidden from doing One On Ones.
5/8/2019 • 0
Soft One On Ones - Part 1
Part 1 of our guidance on what to do if you're forbidden from doing One On Ones.
29/7/2019 • 0
How to Make a Job Offer - Part 2 - HOF 2019
Part 2 of our Hall of Fame guidance on how to make a job offer to a candidate.
22/7/2019 • 0
The M Conference
The M Conference is our new in-person development opportunity, looking to your future in management.
15/7/2019 • 0
How to Make a Job Offer - Part 1 - HOF 2019
Part 1 of our Hall of Fame guidance on how to make a job offer to a candidate.
8/7/2019 • 0
Mistakes We've Made - Part 2
Part 2 of our 14th anniversary review of mistakes.
1/7/2019 • 0
Mistakes We've Made - Part 1
Part 1 of our 14th anniversary review of mistakes.
24/6/2019 • 0
How Do I Respond To "How Do I Get Promoted?" - Part 4
Part 4 of our guidance on what to do when directs ask how they can get promoted. Rather than get frustrated, give them a professional answer.
17/6/2019 • 0
How Do I Respond To "How Do I Get Promoted?" - Part 3
Part 3 of our guidance on what to do when directs ask how they can get promoted. Rather than get frustrated, give them a professional answer.
10/6/2019 • 0
How Do I Respond To "How Do I Get Promoted?" - Part 2
Part 2 of our guidance on what to do when directs ask how they can get promoted. Rather than get frustrated, give them a professional answer.
3/6/2019 • 0
How Do I Respond To "How Do I Get Promoted?" - Part 1
Part 1 of our guidance on what to do when directs ask how they can get promoted. Rather than get frustrated, give them a professional answer.
27/5/2019 • 0
One To One Interviews Are Safe - Part 2
Part 2 of our guidance on why one to one interviews aren't as risky as so many fear.
20/5/2019 • 0
One To One Interviews Are Safe - Part 1
Part 1 of our guidance on why one to one interviews aren't as risky as so many fear.
13/5/2019 • 0
Email Compendium - Part 4
Part 4 of our compendium of guidance on email.
6/5/2019 • 0
Email Compendium - Part 3
Part 3 of our compendium of guidance on email.
29/4/2019 • 0
Email Compendium - Part 2
Part 2 of our compendium of guidance on email.
22/4/2019 • 0
Email Compendium - Part 1
Part 1 of our compendium of guidance on email.
15/4/2019 • 0
When A Boss Asks For Candor - Part 2
Sometimes a new boss asks for "candor." In general, caution is warranted initially.
8/4/2019 • 0
When A Boss Asks For Candor - Part 1
Sometimes a new boss asks for "candor." In general, caution is warranted initially.
1/4/2019 • 0
Common One-On-One Mistakes - Chapter 2 - Not Following Through
Two of the most common mistakes managers make with One-On-Ones is not following up on topics of conversations and not following through on their commitment to do them at all.
25/3/2019 • 0
First Meeting With A New Direct Series - Overcommunicate
When someone new joins your team, we recommend you communicate early about your key priorities. One of those must be communication.
18/3/2019 • 0
You Did Not Demonstrate - HOF 2019
Our Hall of Fame guidance on how to share shortcomings in evaluations like reviews and interviews.
11/3/2019 • 0
Role Power Revisited - You Speak For The CEO - Part 2
Part 2 of our guidance where we don't recommend you use Role Power very often. But when you do, it's good to know it's more powerful than you realize.
4/3/2019 • 0
Role Power Revisited - You Speak For The CEO - Part 1
Part 1 of our guidance where we don't recommend you use Role Power very often. But when you do, it's good to know it's more powerful than you realize.
25/2/2019 • 0
How To Evaluate Interviewees - Chapter 1 - Use Of Names
How important is a candidate's ability to use and remember names in an interview?
18/2/2019 • 0
The Manager Tools Data - One-On-Ones - Part 4
Part 4 of our review of the data backing our guidance on One-On-Ones.
11/2/2019 • 0
The Manager Tools Data - One-On-Ones - Part 3
Part 3 of our review of the data backing our guidance on One-On-Ones.
4/2/2019 • 0
The Manager Tools Data - One-On-Ones - Part 2
Part 2 of our review of the data backing our guidance on One-On-Ones.
28/1/2019 • 0
The Manager Tools Data - One-On-Ones - Part 1
Part 1 of our review of the data backing our guidance on One-On-Ones.
21/1/2019 • 0
Should HR Do My Phone Screens Before I Interview?
Human Resources often conducts phone screens of job opening candidates. Some times this is okay, but usually it's not.
14/1/2019 • 0
Using RoadMap To Implement Coaching and Delegation
Our guidance on how to use RoadMap to coach your team members and delegate to your directs.
7/1/2019 • 0
The Interview Results Capture Meeting - HOF 2018
This Hall of Fame cast explains how to capture interview results in a fast and simple meeting.
31/12/2018 • 0
Effective Hiring: Set The Bar High! - HOF 2018
This Hall of Fame cast shares our most important principle in The Manager Tools Effective Hiring Process: Set the Bar HIGH.
24/12/2018 • 0
Trinity Pushback - Feedback Is Nitpicking - Part 2
Some folks push back against our feedback model because it's "nitpicking." It's not. Here's why.
17/12/2018 • 0
Trinity Pushback - Feedback Is Nitpicking - Part 1
Some folks push back against our feedback model because it's "nitpicking." It's not. Here's why.
10/12/2018 • 0
Is This Normal? Episode 3 - Part 2
If you've ever wondered whether what you're going through is normal, 'Is It Normal' will help you sort things out. Lots of us wonder if our experience is different enough from others that we should do something about it.
3/12/2018 • 0
Is This Normal? Episode 3 - Part 1
If you've ever wondered whether what you're going through is normal, 'Is It Normal' will help you sort things out. Lots of us wonder if our experience is different enough from others that we should do something about it.
26/11/2018 • 0
Delivering The Performance Review - HOF 2018
Our Hall of Fame guidance on delivering a performance review.
21/11/2018 • 0
Preparing Performance Reviews - HOF 2018
This week, we're re-releasing one of our Hall of Fame casts on how to prepare performance reviews.
19/11/2018 • 0
Hire Slow, Fire Fast Is Wrong - Part 2
'Hire Slow, Fire Fast' is catchy. And wrong.
12/11/2018 • 0
Hire Slow, Fire Fast Is Wrong - Part 1
'Hire Slow, Fire Fast' is catchy. And wrong.
5/11/2018 • 0
The Tyranny of Unpublished Processes - Part 2
Uncommunicated processes are tyranny. Full stop.
29/10/2018 • 0
The Tyranny of Unpublished Processes - Part 1
Uncommunicated processes are tyranny. Full stop.
22/10/2018 • 0
Case Study Interviews - Part 4
Part 4 of our overview of Case Study Interview techniques, questions, and preparation.
8/10/2018 • 0
Case Study Interviews - Part 3
Part 3 of our overview of Case Study Interview techniques, questions, and preparation.
1/10/2018 • 0
Case Study Interviews - Part 2
Part 2 of our overview of Case Study Interview techniques, questions, and preparation.
24/9/2018 • 0
Case Study Interviews - Part 1
Part 1 of our overview of Case Study Interview techniques, questions, and preparation.
17/9/2018 • 0
Inaugural MT Case Study Responses - and What Happened - Part 2
Part 2 of our responses to listeners' recommendations to the Inaugural MT Case Study, and reveal what actually happened.
10/9/2018 • 0
Inaugural MT Case Study Responses - and What Happened - Part 1
We respond to listeners' recommendations to the Inaugural MT Case Study, and reveal what actually happened.
3/9/2018 • 0
Case Studies and The Inaugural MT Interactive Case - Part 2
The Manager Tools Inaugural Interactive Case Study.
27/8/2018 • 0
Case Studies and The Inaugural MT Interactive Case - Part 1
What are case studies? Taught in part with the Manager Tools Inaugural Interactive Case Study.
20/8/2018 • 0
Politics 101 - Chapter 6 - Politics Are Just Relationships - Part 4
Part 4 of the the sixth chapter of our guidance on politics. Don't play politics. Build relationships. It's the same thing.
13/8/2018 • 0
Politics 101 - Chapter 6 - Politics Are Just Relationships - Part 3
Part 3 of the the sixth chapter of our guidance on politics. Don't play politics. Build relationships. It's the same thing.
6/8/2018 • 0
Politics 101 - Chapter 6 - Politics Are Just Relationships - Part 2
Part 2 of the the sixth chapter of our guidance on politics. Don't play politics. Build relationships. It's the same thing.
30/7/2018 • 0
Politics 101 - Chapter 6 - Politics Are Just Relationships - Part 1
Part 1 of the the sixth chapter of our guidance on politics. Don't play politics. Build relationships. It's the same thing.
23/7/2018 • 0
Technology in One On Ones
Despite our guidance to not use your laptop to take notes in One On Ones, there are many other uses of technology that will improve your critical weekly meetings with each of your directs.
16/7/2018 • 0
Horstman's Law of Uncertainty - HOF
This Hall of Fame guidance describes what to say when you don't have an answer to a question, even when it's urgent.
9/7/2018 • 0
Sexual Harassment Revisited - Chapter 1 - No Hugging
If you're hugging your colleagues, you're running the risk of a sexual harassment claim.
2/7/2018 • 0
Employee Retention - HOF
Our Hall of Fame guidance on employee retention. The best managers we know do a great job of retention. As a matter of fact, because it goes to the future potential of the organization, retention is one of Mark's favorite delineators of management talent. Strategy gets done more effectively in places where retention is good.
25/6/2018 • 0
The Manager Tools Onboarding Checklist - Part 2
The Manager Tools Onboarding Checklist. Every task necessary to help a new hire become effective as quickly as possible.
18/6/2018 • 0
The Manager Tools Onboarding Checklist - Part 1
The Manager Tools Onboarding Checklist. Every task necessary to help a new hire become effective as quickly as possible.
11/6/2018 • 0
Onboarding Chapter 1 - The Basics - Part 5 - Q and A Continued
Your questions, our answers on what to do once you make a candidate an offer to turn them into a great team member.
4/6/2018 • 0
Onboarding Chapter 1 - The Basics - Part 4 - Q and A
Your questions, our answers on what to do once you make a candidate an offer to turn them into a great team member.
28/5/2018 • 0
Onboarding Chapter 1 - The Basics - Part 3
What to do once you make a candidate an offer to turn them into a great team member. Chapter 1 is the basics, why to have a process.
21/5/2018 • 0
Onboarding Chapter 1 - The Basics - Part 2
What to do once you make a candidate an offer to turn them into a great team member. Chapter 1 is the basics, why to have a process.
14/5/2018 • 0
Onboarding Chapter 1 - The Basics - Part 1
What to do once you make a candidate an offer to turn them into a great team member. Part 1 is the basics, why to have a process.
7/5/2018 • 0
Soft Coaching - Running Meetings - Part 2
Our guidance on how you can improve someone's performance without fully coaching them. We use the example of running a meeting to illustrate.
30/4/2018 • 0
Soft Coaching - Running Meetings - Part 1
Our guidance on how you can improve someone's performance without fully coaching them. We use the example of running a meeting to illustrate.
23/4/2018 • 0
Trinity Pushback - One On Ones - Creative People - Part 2
Sometimes managers don't want to do One On Ones. One of the reasons they give is, "I'm a creative person." Or, "I don't like step-by-step solutions." These reasons are weak, and you can overcome them easily.
16/4/2018 • 0
Trinity Pushback - One On Ones - Creative People - Part 1
Sometimes managers don't want to do One On Ones. One of the reasons they give is,"I'm a creative person." Or, "I don't like step-by-step solutions." These reasons are weak, and you can overcome them easily.
9/4/2018 • 0
The Three Types of Power (And One To Rule Them) - Part 4
Power is necessary for organizational change and success, even if some of us would rather call it influence. But what is it? And how can I get some? And some more? It's not as hard as it sounds.
2/4/2018 • 0
The Three Types of Power (And One To Rule Them) - Part 3
Power is necessary for organizational change and success, even if some of us would rather call it influence. But what is it? And how can I get some? And some more? It's not as hard as it sounds.
26/3/2018 • 0
The Three Types of Power (And One To Rule Them) - Part 2
Power is necessary for organizational change and success, even if some of us would rather call it influence. But what is it? And how can I get some? And some more? It's not as hard as it sounds.
19/3/2018 • 0
The Three Types of Power (And One To Rule Them) - Part 1
Power is necessary for organizational change and success, even if some of us would rather call it influence. But what is it? And how can I get some? And some more? It's not as hard as it sounds.
12/3/2018 • 0
How To Create A Simple Behavioral Interview Question - HOF
Our Hall of Fame cast that describes how to create a simple behavioral interview question.
5/3/2018 • 0
How To Train Your Organization - Chapter 1 - Who and When
If you're an executive, you probably think training is for your organization, but not you. You're partially right, but mostly wrong.
26/2/2018 • 0
Are Executives Managers? - Part 2
How come executives don't do all the stuff managers do? How come they don't attend training but expect managers to? There's a reason.
19/2/2018 • 0
Are Executives Managers? - Part 1
How come executives don't do all the stuff managers do? How come they don't attend training but expect managers to? There's a reason.
12/2/2018 • 0
Measuring Priorities Through Questions
If you want to ensure the right things are getting done, one of the easiest things to do is start asking the right questions.
5/2/2018 • 0
RoadMap For The Individual Manager
RoadMap is the revolutionary new interactive app to help you become an effective manager. Here's what it is and how to use it.
29/1/2018 • 0
The Manager Tools Performance Review System - Part 4
Part 4 of our guidance on a simple way to structure an entire performance review system for any organization.
22/1/2018 • 0
The Manager Tools Performance Review System - Part 3
Part 3 of our guidance on a simple way to structure an entire performance review system for any organization.
15/1/2018 • 0
The Manager Tools Performance Review System - Part 2
Part 2 of our guidance on a simple way to structure an entire performance review system for any organization.
8/1/2018 • 0
The Basics of Calendar Management - HOF
Our Hall of Fame guidance on the basics of calendar management.
1/1/2018 • 0
How to Prewire a Meeting - HOF 2017
For the holidays, we're re-releasing one of our Hall of Fame casts ... the Pre-wire. This cast describes a way to prepare for meetings or presentations where you need to persuade.
25/12/2017 • 0
The Manager Tools Performance Review System - Part 1
Part 1 of our guidance on a simple way to structure an entire performance review system for any organization.
18/12/2017 • 0
Don't Get Rid of Your Performance Reviews - Part 4
Part 4 of our guidance regarding the trend among businesses to get rid of their performance review system. This is dumb. Don't do it.
11/12/2017 • 0
Don't Get Rid of Your Performance Reviews - Part 3
Part 3 of our guidance regarding the trend among businesses to get rid of their performance review system. This is dumb. Don't do it.
4/12/2017 • 0
Delivering The Performance Review - HOF 2017
Our Hall of Fame guidance on delivering a performance review.
30/11/2017 • 0
Preparing Performance Reviews - HOF 2017
This week, we're re-releasing one of our Hall of Fame casts on how to prepare performance reviews.
27/11/2017 • 0
Don't Get Rid of Your Performance Reviews - Part 2
Part 2 of our guidance regarding the trend among businesses to get rid of their performance review system. This is dumb. Don't do it.
20/11/2017 • 0
Don't Get Rid of Your Performance Reviews - Part 1
Part 1 of our guidance regarding the trend among businesses to get rid of their performance review system. This is dumb. Don't do it.
13/11/2017 • 0
The Manager Tools One-Page Performance Review - Part 2
Part 2 of our guidance on creating and using a performance review form if your company doesn't have one.
6/11/2017 • 0
The Manager Tools One-Page Performance Review - Part 1
Part 1 of our guidance on creating and using a performance review form if your company doesn't have one.
30/10/2017 • 0
A Different Feedback Model Question
If you struggle with asking, "Can I give you some feedback?", there's another way.
23/10/2017 • 0
You're Not a Psychologist - Part 2
A lot of managers try to psychoanalyze their directs. Don't bother. We're all terrible at it.
16/10/2017 • 0
You're Not a Psychologist - Part 1
A lot of managers try to psychoanalyze their directs. Don't bother. We're all terrible at it.
9/10/2017 • 0
Wade Foster Interview
Our guest Wade Foster, CEO of Zapier, shares his experience with Manager Tools.
2/10/2017 • 0
Behaviors To Improve Focus - Part 3
Part 3 of our guidance on how to stay focused on your priorities and get more done.
25/9/2017 • 0
Behaviors To Improve Focus - Part 2
Part 2 of our guidance on how to stay focused on your priorities and get more done.
18/9/2017 • 0
Behaviors To Improve Focus - Part 1
Part 1 of our guidance on how to stay focused on your priorities and get more done.
11/9/2017 • 0
Rolling Out One On Ones - The Briefing
How to brief your directs when you're starting One On Ones.
4/9/2017 • 0
First Meeting With A New Direct - Results
When someone new joins your team, we recommend you communicate early about your key priorities.
28/8/2017 • 0
Resistant Directs In One On Ones - Chapter 2 - Part 2
Part 2 of our second chapter on directs resisting One On Ones.
21/8/2017 • 0
Resistant Directs In One On Ones - Chapter 2 - Part 1
Part 1 of our second chapter on directs resisting One On Ones.
14/8/2017 • 0
The Bridge Between Feedback And Coaching - Part 3
Part 3 of our guidance on how to guide or help a direct when feedback doesn't work and coaching isn't necessary.
7/8/2017 • 0
The Bridge Between Feedback And Coaching - Part 2
Part 2 of our guidance on how to guide or help a direct when feedback doesn't work and coaching isn't necessary.
31/7/2017 • 0
The Bridge Between Feedback And Coaching - Part 1
Part 1 of our guidance on how to guide or help a direct when feedback doesn't work and coaching isn't necessary.
24/7/2017 • 0
What Do You Want To Do And Where Do You Want To Do It?
How to qualify your ability to help someone during a job/career transition.
17/7/2017 • 0
How To Evaluate Answers To The Weakness Question - Part 3
Part 3 of our guidance on asking and evaluating the weakness question when interviewing candidates.
10/7/2017 • 0
How To Evaluate Answers To The Weakness Question - Part 2
Part 2 of our guidance on asking and evaluating the weakness question when interviewing candidates.
3/7/2017 • 0
How To Evaluate Answers To The Weakness Question - Part 1
Part 1 of our guidance on asking and evaluating the weakness question when interviewing candidates.
26/6/2017 • 0
My Direct Disagrees With Me Privately - Part 2
Part 2 of our guidance on what to do if your direct disagrees with you privately.
19/6/2017 • 0
My Direct Disagrees With Me Privately - Part 1
Part 1 of our guidance on what to do if your direct disagrees with you privately.
12/6/2017 • 0
Retaining Disgruntled Staff As a New Manager
What to do as a new manager when you're in danger of losing staff who are critical to your team.
5/6/2017 • 0
When NOT To Use Email - Part 2
Email is useful but much more narrowly than most managers think.
29/5/2017 • 0
When NOT To Use Email - Part 1
Email is useful but much more narrowly than most managers think.
22/5/2017 • 0
The Pinch Crunch Relationship Model
How to maintain trusting relationships when things go wrong.
15/5/2017 • 0
Executive Tools - Measuring Your Organization's One On Ones - Part 2
Part 2 of our guidance on how to SIMPLY measure whether or not managers who work for you are doing One On Ones.
8/5/2017 • 0
Executive Tools - Measuring Your Organization's One On Ones - Part 1
Part 1 of our guidance on how to SIMPLY measure whether or not managers who work for you are doing One On Ones.
1/5/2017 • 0
Manager Tools Middleman Test - Part 2
Part 2 of our guidance on what you can do when a direct refuses or disagrees with a reasonable request: Use The Manager Tools Middleman Test.
24/4/2017 • 0
Manager Tools Middleman Test - Part 1
Part 1 of our guidance on what you can do when a direct refuses or disagrees with a reasonable request: Use The Manager Tools Middleman Test.
17/4/2017 • 0
The Myth of the Working Manager
If you think you're a "working manager", and that's harder somehow, you're wrong.
10/4/2017 • 0
Secrets of a Great Handshake - HOF
Our Hall of Fame guidance on how to give a great handshake.
3/4/2017 • 0
Adding Headcount Basics
Just because your people "are too busy" doesn't mean it's time to add more.
27/3/2017 • 0
Teaching Decision Making - The Responsibility Ladder - Part 5
Part 5 of our guidance on using The Responsibility Ladder to teach directs how to go from handling individual tasks to managing their own work independently.
20/3/2017 • 0
Teaching Decision Making - The Responsibility Ladder - Part 4
Part 4 of our guidance on using The Responsibility Ladder to teach directs how to go from handling individual tasks to managing their own work independently.
13/3/2017 • 0
Teaching Decision Making - The Responsibility Ladder - Part 3
Part 3 of our guidance on using The Responsibility Ladder to teach directs how to go from handling individual tasks to managing their own work independently.
6/3/2017 • 0
Teaching Decision Making - The Responsibility Ladder - Part 2
Part 2 of our guidance on using The Responsibility Ladder to teach directs how to go from handling individual tasks to managing their own work independently.
27/2/2017 • 0
Teaching Decision Making - The Responsibility Ladder - Part 1
Part 1 of our guidance on using The Responsibility Ladder to teach directs how to go from handling individual tasks to managing their own work independently.
20/2/2017 • 0
One On Ones After Conflict
How to handle your One On One with your directs after you've had a disagreement with them, or a conflict.
13/2/2017 • 0
Simple Facilitation - Choosing a Plan - Part 3
Part 3 of our guidance on how to lead a group from a blank slate to a choice on where to focus on future.
6/2/2017 • 0
Simple Facilitation - Choosing a Plan - Part 2
Part 2 of our guidance on how to lead a group from a blank slate to a choice on where to focus on future.
30/1/2017 • 0
Simple Facilitation - Choosing a Plan - Part 1
Part 1 of our guidance on how to lead a group from a blank slate to a choice on where to focus on future.
23/1/2017 • 0
The Written Review Scale - Less Absolute Value
You can and often should deliver a different message verbally than your written comments on a performance review. The key is to moderate your written comments with "Less Absolute Value."
16/1/2017 • 0
How to Run Your Staff Meeting - Part 2 - HOF
Part 2 of our Hall of Fame guidance on running your staff meeting.
9/1/2017 • 0
How to Run Your Staff Meeting - Part 1 - HOF
Part 1 of our Hall of Fame guidance on running your staff meeting.
2/1/2017 • 0
A Professional Sense of Humor - Part 2
Part 2 of our guidance on what kind of jokes you can and can't tell as a manager and professional. And why.
26/12/2016 • 0
A Professional Sense of Humor - Part 1
Part 1 of our guidance on what kind of jokes you can and can't tell as a manager and professional. And why.
19/12/2016 • 0
Is This Normal? Episode 2
Is This Normal? Episode 2
12/12/2016 • 0
Special Edition - The Wall Street Journal Features Manager Tools
In this bonus podcast, Mark comments on the recent Wall Street Journal article that featured Manager Tools.
8/12/2016 • 0
Teach As If Teach Not Performance Communication
How to provide some guidance or corrective input when feedback might be more than enough, or to ease a less experienced direct into a performance culture.
5/12/2016 • 0
Delivering The Performance Review - Part 2 - HOF
Part 2 of our Hall of Fame guidance on delivering a performance review.
1/12/2016 • 0
Delivering The Performance Review - Part 1 - HOF
Part 1 of our Hall of Fame guidance on delivering a performance review.
28/11/2016 • 0
Performance Reviews - Part 2 - HOF
Part 2 of one of our Hall of Fame casts on how to prepare performance reviews.
24/11/2016 • 0
Performance Reviews - Part 1 - HOF
This week, we're re-releasing one of our Hall of Fame casts on how to prepare performance reviews (part 1).
21/11/2016 • 0
Don't Vote! - How to Get Group Input on Decisions - Part 2
Part 2 of our guidance on effective ways to get input for decisions in meetings.
14/11/2016 • 0
Don't Vote! - How to Get Group Input on Decisions - Part 1
Part 1 of our guidance on effective ways to get input for decisions in meetings.
7/11/2016 • 0
No Surprises In Reviews
It's unprofessional to deliver new information to a direct in a performance review.
31/10/2016 • 0
Never Rank Candidates
Don't rank candidates as you are interviewing, individually or collectively. It biases the hiring process.
24/10/2016 • 0
Brainstorming - Part 1 - HOF
In today's fast and flat world, ideas are becoming critical competitive advantages. Managers - and many others - need to be good at getting the most and best ideas from themselves and their teams. This cast tells you how.
17/10/2016 • 0
The Two Reasons To Fire Someone
There are two general reasons to consider firing someone. Only one of them is "job performance." The other is tearing down the team.
10/10/2016 • 0
Trinity Frequently Asked Questions #1: Why Wait Three Weeks To Start?
Perhaps the most frequently asked question at conferences about rolling out the tools in the Management Trinity is why we recommend waiting three weeks. Here's why.
3/10/2016 • 0
Is This Normal?
Our guidance regarding what is normal in professional and organizational life.
26/9/2016 • 0
Eliminating Bad Attitudes - Part 1
How to define a direct's "bad attitude" in terms of behaviors, to encourage them to change them.
19/9/2016 • 0
No Second Emails
Too many of us follow an unanswered email with another email. That's the definition of insanity: doing the same thing and expecting different results.
12/9/2016 • 0
Politics: Have Nothing Bad To Say
How to handle the politically delicate moment when you're asked to talk about a difficult person or situation.
5/9/2016 • 0
8 Positive Feedback Examples
Most managers have too high a standard for giving positive feedback. Here are some simple examples.
29/8/2016 • 0
Feedback on Status Reporting - Nothing is "Fine"
The common response to questions about status is, "Fine." This isn't acceptable or effective.
22/8/2016 • 0
Forgive First Mistakes When Interviewing
Even though great interviewers are looking for reasons to say no doesn't mean they aren't forgiving of mistakes in interviews.
15/8/2016 • 0
Meeting Distractions - Don't Wait To Give Feedback
What to do when people are on their phones/laptops during meetings, or doing anything else counterproductive to the meeting.
8/8/2016 • 0
No Panel Interviews
One of the biggest mistakes in interviewing candidates is using panel interviews. Here's why.
1/8/2016 • 0
Leading Change - Model And Measure - Part 2
Part 2 of our series on change efforts. If you want your organization to follow you in change efforts - whether it's rolling out the Trinity or anything else - you've got to do 2 things at a minimum: model the behavior, and measure it.
25/7/2016 • 0
Leading Change - Model And Measure, Part 1
If you want your organization to follow you in change efforts - whether it's rolling out the Trinity or anything else - you've got to do 2 things at a minimum: model the behavior, and measure it.
18/7/2016 • 0
The Effective Manager Book Promotion
Never introduce a managerial change without first introducing that change. If you're going to make a change to how you manage your team, it works far better to tell them what you're doing in advance.
10/7/2016 • 0
Brief Before You Change
Never introduce a managerial change without first introducing that change. If you're going to make a change to how you manage your team, it works far better to tell them what you're doing in advance.
3/7/2016 • 0
How To Scan A Resume - Part 6
Part 6 of our guidance on how to scan a resume to decide whether or not to phone screen a job candidate.
26/6/2016 • 0
How To Scan A Resume - Part 5
Part 5 of our guidance on how to scan a resume to decide whether or not to phone screen a job candidate.
19/6/2016 • 0
How To Scan A Resume - Part 4
Part 4 of our guidance on how to scan a resume to decide whether or not to phone screen a job candidate.
12/6/2016 • 0
How To Scan A Resume - Part 3
Part 3 of our guidance on how to scan a resume to decide whether or not to phone screen a job candidate.
5/6/2016 • 0
How To Scan A Resume - Part 2
Part 2 of our guidance on how to scan a resume to decide whether or not to phone screen a job candidate.
30/5/2016 • 0
How To Scan A Resume - Part 1
Part 1 of our guidance on how to scan a resume to decide whether or not to phone screen a job candidate.
23/5/2016 • 0
The Foundations Of Presenting Mastery - Part 2
Part 2 of our guidance on the foundations of presentation mastery.
15/5/2016 • 0
The Foundations Of Presenting Mastery - Part 1
Part 1 of our guidance on the foundations of presentation mastery.
8/5/2016 • 0
Getting Your Goals From Your Boss - Part 3
Part 3 of our guidance on how to get a better understanding of what your goals are from your boss.
1/5/2016 • 0
Getting Your Goals From Your Boss - Part 2
Part 2 of our guidance on how to get a better understanding of what your goals are from your boss.
24/4/2016 • 0
Getting Your Goals From Your Boss - Part 1
Part 1 of our guidance on how to get a better understanding of what your goals are from your boss.
17/4/2016 • 0
Effective Teleconferencing - Part 2 - HOF
This week, we're re-releasing part 2 of one of our Hall of Fame casts on our recommendations for an effective teleconference meeting, or conference call.
10/4/2016 • 0
Effective Teleconferencing - Part 1 - HOF
This week, we're re-releasing one of our Hall of Fame casts on our recommendations for an effective teleconference meeting, or conference call.
3/4/2016 • 0
Feedback and the Shot Across the Bow - HOF
This week, we're re-releasing one of our Hall of Fame casts on feedback and the shot across the bow.
27/3/2016 • 0
MT-2006-08-28 Managing During Mergers and Acquisitions - Part 2
This week, we're re-releasing part 2 of one of our Hall of Fame casts on mergers and acquisitions.
20/3/2016 • 0
MT-2006-08-21 Managing During Mergers and Acquisitions - Part 1
This week, we're re-releasing part 1 of one of our Hall of Fame casts on mergers and acquisitions.
13/3/2016 • 0
Being Told "No" To Feedback - Part 2
Part 2 of our guidance on what to do if your direct keeps saying no when you ask if they're open to feedback.
6/3/2016 • 0
Being Told "No" To Feedback - Part 1
Part 1 of our guidance on what to do if your direct keeps saying no when you ask if they're open to feedback.
28/2/2016 • 0
The Effective Manager Value Chain: Fixing Deliverables - Part 3
Part 3 of our guidance on how to transition from talking about ideas and plans and projects in a general way to talking about the specifics of getting the work done.
21/2/2016 • 0
The Effective Manager Value Chain: Fixing Deliverables - Part 2
Part 2 of our guidance on how to transition from talking about ideas and plans and projects in a general way to talking about the specifics of getting the work done.
14/2/2016 • 0
The Effective Manager Value Chain: Fixing Deliverables - Part 1
Part 1 of our guidance on how to transition from talking about ideas and plans and projects in a general way to talking about the specifics of getting the work done.
7/2/2016 • 0
Simple Interviewer Training - Part 2
Part 2 of our guidance on how to teach directs how to interview candidates for hiring.
31/1/2016 • 0
Simple Interviewer Training - Part 1
Part 1 of our guidance on how to teach directs how to interview candidates for hiring.
24/1/2016 • 0
Feedback Grace Period
Our guidance on how long to wait before giving negative feedback to a direct.
17/1/2016 • 0
How To Do A Phone Screen Interview - Part 4
Part 4 of our guidance on phone screen interviews. Before you bring a hiring candidate for a full day of interviews, phone screen your potential candidates to narrow the field even further. Here's how.
10/1/2016 • 0
MT(2006) - Delivering The Performance Review - Part 2
This week, we're re-releasing one of our Hall of Fame casts on on delivering a performance review (part 2).
3/1/2016 • 0
MT(2006) - Delivering The Performance Review - Part 1
This week, we're re-releasing one of our Hall of Fame casts on on delivering a performance review (part 1).
3/1/2016 • 0
MT(2005) - Performance Reviews - Part 1
This week, we're re-releasing one of our Hall of Fame casts on how to prepare performance reviews (part 1).
27/12/2015 • 0
MT(2005) - Performance Reviews - Part 2
This week, we're re-releasing one of our Hall of Fame casts on how to prepare performance reviews (part 2).
27/12/2015 • 0
How To Do A Phone Screen Interview - Part 3
Part 3 of our guidance on phone screen interviews. Before you bring a hiring candidate for a full day of interviews, phone screen your potential candidates to narrow the field even further. Here's how.
20/12/2015 • 0
How To Do A Phone Screen Interview - Part 2
Part 2 of our guidance on phone screen interviews. Before you bring a hiring candidate for a full day of interviews, phone screen your potential candidates to narrow the field even further. Here's how.
13/12/2015 • 0
How To Do A Phone Screen Interview - Part 1
Part 1 of our guidance on phone screen interviews. Before you bring a hiring candidate for a full day of interviews, phone screen your potential candidates to narrow the field even further. Here's how.
6/12/2015 • 0
MT(2010) - Assign Work And Reporting
This week, we're re-releasing one of our Hall of Fame casts on assigning work and reporting.
29/11/2015 • 0
I'm Working On - NOT
When your directs tell you, "I'm working on X, and Y, and Z," it's often a sign that they lack detailed deliverables and deadlines. Here's how to encourage them to deliver.
22/11/2015 • 0
No Surprises Reporting
Submitting a report that will raise eyebrows or cause concerns carries with it the responsibility to communicate additionally the what and why to your boss.
15/11/2015 • 0
Your Door Is Not Always Open
Your door as a manager doesn't have to *always* be open. More often than not, yes...but it's okay to say no to impromptu requests. Here's how.
8/11/2015 • 0
New Manager Tools Mobile App Announcement
We're proud to announce the availability of the new Manager Tools Mobile App.
6/11/2015 • 0
MT(2006) - Employee Retention
This week, we're re-releasing one of our Hall of Fame casts on employee retention.
1/11/2015 • 0
Late Stage Coaching Revisited
This week, we're re-releasing one of our Hall of Fame casts on the Late Stage Coaching Model.
26/10/2015 • 0
Planning an Offsite - Part 5
The conclusion of our guidance for how to plan an offsite meeting.
18/10/2015 • 0
Planning an Offsite - Part 4
Part 4 of our guidance for how to plan an offsite meeting.
12/10/2015 • 0
Planning an Offsite - Part 3
Part 3 of our guidance for how to plan an offsite meeting.
5/10/2015 • 0
Planning an Offsite - Part 2
Part 2 of our guidance for how to plan an offsite meeting.
28/9/2015 • 0
Planning an Offsite - Part 1
Our guidance for how to plan an offsite meeting.
21/9/2015 • 0
How To Measure Feedback Implementation - Chapter 1 - Asking
How Directors can easily measure their subordinate manager's implementation of feedback.
14/9/2015 • 0
How To Respond To A Departure - Chapter One - Don't Hire
You DON'T have to hire immediately when you have an opening. The strategic-thinking Effective Manager considers other options first. That's what your CEO wants you to do.
7/9/2015 • 0
First Meeting New Direct Series - Relationships Matter
New Directs need guidance on how to start on the right foot. We recommend a series of meetings in their first weeks, one of which makes clear: you have to create and maintain trusting relationships within the organization to succeed.
31/8/2015 • 0
Leader's Intent - Part 2
Explaining your Leader's Intent - the "why" of the work - allows more individual decision making and speeds up results.
24/8/2015 • 0
Leader's Intent - Part 1
Explaining your Leader's Intent - the "why" of the work - allows more individual decision making and speeds up results.
17/8/2015 • 0
What You've Been Taught About Management is Wrong
Mark's July 2015 USI Speech in Paris
10/8/2015 • 0
Uncommunicative Direct Conversation - This is NOT Micromanagement - Part 2
How to ask questions of a direct who doesn't communicate during One on Ones, and why this approach is NOT micromanaging.
3/8/2015 • 0
Uncommunicative Direct Conversation - This is NOT Micromanagement - Part 1
How to ask questions of a direct who doesn't communicate during One on Ones, and why this approach is NOT micromanaging.
27/7/2015 • 0
First Meeting New Direct Series - Tell The Truth - Part 2
We recommend spending time with each new member of your team encouraging them to tell the truth, and not be afraid of not knowing how to do something or the standard way of doing something in their new role.
20/7/2015 • 0
First Meeting New Direct Series - Tell The Truth - Part 1
We recommend spending time with each new member of your team encouraging them to tell the truth, and not be afraid of not knowing how to do something or the standard way of doing something in their new role.
13/7/2015 • 0
How to Prewire a Meeting
For the holidays, we're re-releasing one of our Hall of Fame casts ... the Pre-wire. This cast describes a way to prepare for meetings or presentations where you need to persuade.
6/7/2015 • 0
Results and Retention - 10th Anniversary, Part 2
The definition of an Effective Manager is to achieve results while retaining your team members.
29/6/2015 • 0
Results and Retention - 10th Anniversary, Part 1
The definition of an Effective Manager is to achieve results while retaining your team members.
23/6/2015 • 0
Leading Change: The Ore Cart - Chapter 1
Not everyone on your team wants to go along with every change you want to create. Luckily, you don't have to win over everyone.
15/6/2015 • 0
Overcoming Trinity Pushback - Chapter 2 - No Time For One on Ones - Part 2
Some directs will tell you they don't have time for One on Ones. They're wrong, for all kinds of reasons. Here's what to say to get them over the hump.
8/6/2015 • 0
Overcoming Trinity Pushback - Chapter 2 - No Time For One on Ones - Part 1
Some directs will tell you they don't have time for One on Ones. They're wrong, for all kinds of reasons. Here's what to say to get them over the hump.
1/6/2015 • 0
How To Go On Vacation - Part 2
Part 2 of our series on how to plan for and take an effective vacation.
25/5/2015 • 0
Manager Tools Effective Manager Video Course
More details about the Effecive Manager Video Course.
20/5/2015 • 0
How To Go On Vacation - Part 1
How to plan for and take an effective vacation.
18/5/2015 • 0
What To Do When Your Direct Complains About The Company - Part 2
The conclusion of our series on how to tell when complaining from a direct about the company is becoming malignant, and how to address it.
11/5/2015 • 0
What To Do When Your Direct Complains About The Company - Part 1
How to tell when complaining from a direct about the company is becoming malignant, and how to address it.
4/5/2015 • 0
Managing a High C - Dangers - Part 2
Managing a rule-following, process focused perfectionist can be infuriating if you don't share their interest in details and data. How can you help a perfectionist "High C" be more effective in a world where deadlines and people matter?
27/4/2015 • 0
Managing a High C - Dangers - Part 1
Managing a rule-following, process focused perfectionist can be infuriating if you don't share their interest in details and data. How can you help a perfectionist "High C" be more effective in a world where deadlines and people matter?
20/4/2015 • 0
Manager Tools Effective Manager Video Course Announcment
Announcing the Effecive Manager Video Course.
17/4/2015 • 0
Conversational One on Ones
Our guidance on how to make One on Ones more conversational.
13/4/2015 • 0
Hall of Fame: One on Ones - Part 1
The inaugural episode of our Hall of Fame Series: Our guidance on One on Ones.
6/4/2015 • 0
How To Respond To a Request For A Raise - Part 3
The conclusion of our guidance on how to respond to a request for a raise.
30/3/2015 • 0
How To Respond To a Request For A Raise - Part 2
The second part of our guidance on how to respond to a request for a raise.
24/3/2015 • 0
How To Respond To a Request For A Raise - Part 1
Our guidance on how to respond to a request for a raise.
16/3/2015 • 0
Too Full Calendar Solutions - Back To Back Meetings, Part 2
The conclusion of our guidance on how to regain control of a calendar that is regularly full of back to back meetings.
8/3/2015 • 0
Too Full Calendar Solutions - Back To Back Meetings, Part 1
Our guidance on how to regain control of a calendar that is regularly full of back to back meetings.
2/3/2015 • 0
Too Full Calendar Solutions - Meeting Attendance Delegation - Part 2
The conclusion of our guidance on how to delegate meeting attendance, to address a chronically overbooked calendar.
23/2/2015 • 0
Too Full Calendar Solutions - Meeting Attendance Delegation - Part 1
Our guidance on how to delegate meeting attendance, to address a chronically overbooked calendar.
16/2/2015 • 0
I Didn't Get The Title/Raise - Part 2
The conclusion of our series on how to handle the situation where you got a "promotion" but didn't get the title/raise that should have gone with it.
9/2/2015 • 0
I Didn't Get The Title/Raise - Part 1
How to handle the situation where you got a "promotion" but didn't get the title/raise that should have gone with it.
2/2/2015 • 0
The Unspoken Commitment - Our 500th MT Cast
Our guidance on your obligation to proactively communicate when your projects or tasks are at risk in some way.
25/1/2015 • 0
Meeting Notes - Dead Simple
How to take meeting notes and distribute them within 30 seconds of a
meeting.
19/1/2015 • 0
Phone Trees
We recommend you create, maintain, and periodically test a telephone alert system or "Phone Tree" for use in exigencies.
12/1/2015 • 0
Sending a Direct to an Industry Conference - Part 2 (Corrected)
How to get the most out of sending a direct report to an industry conference.
5/1/2015 • 0
Sending a Direct to an Industry Conference - Part 1
How to get the most out of sending a direct report to an industry conference.
29/12/2014 • 0
Calendar Soup
Your calendar is not a puzzle, with perfectly interlocking pieces. It’s a soup.
23/12/2014 • 0
Effective Relationships - I’m a D, My Direct is a C - Part 4 (Updated)
Part 4 of the example of our Effective Relationships Series - How to work with a direct who is a High C, if you are a High D.
16/12/2014 • 0
Effective Relationships - I’m a D, My Direct is a C - Part 3
Part 3 of the example of our Effective Relationships Series - How to work with a direct who is a High C, if you are a High D.
8/12/2014 • 0
Effective Relationships - I’m a D, My Direct is a C - Part 2
Part 2 of the example of our Effective Relationships Series - How to work with a direct who is a High C, if you are a High D.
1/12/2014 • 0
Effective Relationships - I’m a D, My Direct is a C - Part 1
An example of our Effective Relationships Series - How to work with a direct who is a High C, if you are a High D.
24/11/2014 • 0
How To Turn Down a Job Candidate - Part 2
There are effective and ineffective ways to notify a candidate you've interviewed that you won't be offering them.
18/11/2014 • 0
How To Turn Down a Job Candidate - Part 1
There are effective and ineffective ways to notify a candidate you've interviewed that you won't be offering them.
10/11/2014 • 0
There Is No Magic In The Word Feedback
You don't have to say the word "feedback" to give feedback in the MT model. But we do recommend you ask first.
3/11/2014 • 0
My Direct is Resigning Chapter 1 - Never Counter Offer - Part 3
The conclusion of our guidance to never make a counter-offer to an employee who has a competing offer.
27/10/2014 • 0
My Direct is Resigning Chapter 1 - Never Counter Offer - Part 2
Part 2 of our series on our guidance to never make a counter-offer to an employee who has a competing offer.
19/10/2014 • 0
My Direct is Resigning Chapter 1 - Never Counter Offer - Part 1
Never make a counter-offer to an employee who has a competing offer.
13/10/2014 • 0
Expanded Email Guidance #1
Part of our periodic series with rules about how to professionally handle email.
6/10/2014 • 0
Welcome To They - Professional Subordination - Chapter 2 - Part 2
When decisions are made you may disagree with, you must communicate the decision supportively both in public and in private.
29/9/2014 • 0
Welcome To They - Professional Subordination - Chapter 2
When decisions are made you may disagree with, you must communicate the decision supportively both in public and in private.
22/9/2014 • 0
Adjusting Recurring Agendas
How to adjust a standing agenda for a recurring meeting
15/9/2014 • 0
Get Your Directs a Mentor - Part 2
The conclusion of our series on why and how to get mentors for your directs.
8/9/2014 • 0
Get Your Directs a Mentor
Why and how to get mentors for your directs.
1/9/2014 • 0
Feedback Step 3 - Emotions Are Okay
It's okay to tell your directs how you feel (within professional limits) when giving them feedback.
24/8/2014 • 0
Have You Talked To Them?
When your directs want you to adjudicate a fight, start by asking, "Have you talked to them?"
18/8/2014 • 0
Notes From The Field - Q3 2014
We answer recurring questions from the field.
11/8/2014 • 0
Manager Tools Conference Schedule
A brief message from Mark about our upcoming conferences.
5/8/2014 • 0
Meeting Self-Facilitation - Part 2
The conclusion of our series on how to manage the time you're given during a meeting.
4/8/2014 • 0
Meeting Self-Facilitation
How to manage the time you're given during a meeting.
28/7/2014 • 0
Feedback Doesn't Preclude - Chapter 1
Just saying, "Thank you," is an enormously powerful form of feedback.
21/7/2014 • 0
Job Transparency For Development - Part 2
To better be able to delegate parts of your job, it's best to be transparent about your job.
14/7/2014 • 0
Job Transparency For Development
To better be able to delegate parts of your job, it's best to be transparent about your job.
7/7/2014 • 0
Licensee Call HR Question
In this podcast, we answer the question, "How can HR improve Manager Tools' impression of them?"
30/6/2014 • 0
Disaster Recovery Part 1 - Check On Your People
The first thing an effective manager does when a disaster strikes is to check on the safety of your people. People trump all organizational and operational needs.
23/6/2014 • 0
When Angry, Disengage
Our recommendations on what to do when you are feeling angry with your direct.
16/6/2014 • 0
No Meetings Monday Morning
Don't schedule meetings on Monday mornings. Meetings slow people down.
8/6/2014 • 0
Boss One-on-One Pushback
How to respond if your boss tells you he/she doesn’t agree with you doing One on Ones.
2/6/2014 • 0
The Corky Story - Part 3
Part 3 of Dani's best management story about how she used the Manager Tools Trinity to terminate a poor performer in an organization where "you can't fire anyone."
26/5/2014 • 0
The Corky Story - Part 2
Part 2 of Dani's best management story about how she used the Manager Tools Trinity to terminate a poor performer in an organization where "you can't fire anyone."
19/5/2014 • 0
The Corky Story - Part 1
Dani's best management story about how she used the Manager Tools Trinity to terminate a poor performer in an organization where "you can't fire anyone."
12/5/2014 • 0
Politics 101 – Chapter 5 – Favors Matter (Part 2)
Doing "favors" for colleagues is an important part of the political/relationship culture in all organizations. It pays to give and to receive them.
5/5/2014 • 0
Politics 101 – Chapter 5 – Favors Matter (Part 1)
Doing "favors" for colleagues is an important part of the political/relationship culture in all organizations. It pays to give and to receive them.
28/4/2014 • 0
THE Development Question
Learn to ask your directs, "What do YOU think?" when they come to you with problems. THAT is the simple way to develop their skills – have them learn new ones.
21/4/2014 • 0
Span of Control Guidelines
How many people the average manager can supervise, and what rules to apply when creating team sizes.
14/4/2014 • 0
Don't Waste Your Vote - Part 2
Don't vote against a plan or decision if you're the only one doing so, unless it's for ethics or principles (and it usually isn't).
7/4/2014 • 0
Don't Waste Your Vote - Part 1
Don't vote against a plan or decision if you're the only one doing so, unless it's for ethics or principles (and it usually isn't).
31/3/2014 • 0
Insist on Behavior When Assisting
The best way to help colleagues and fellow managers with their employees is to insist on behaviors. But most managers don't think this way.
24/3/2014 • 0
Documentation Basics - Part 2
How To Document Performance - Part 2.
17/3/2014 • 0
Documentation Basics - Part 1
How To Document Performance.
9/3/2014 • 0
Writing a Job Description - Part 2
The conclusion of our series on how to write a simple job description.
3/3/2014 • 0
Writing a Job Description - Part 1
How to write a simple job description.
24/2/2014 • 0
Assume Positive Intent
Assume positive intent when analyzing the actions of others, especially directs.
17/2/2014 • 0
Handling Special Emails
Certain emails DO justify reading them with some urgency. The key is keeping a very short list.
10/2/2014 • 0
Project Status is Never "Fine"
Never ask how a project is going. You'll get information that isn't helpful…and it's your fault. Ask for status, and define what status is.
3/2/2014 • 0
Flexible Coaching Deadlines
This guidance recommends extending short coaching deadlines when your directs show that they can meet them, and keeping deadlines flexible based on performance.
27/1/2014 • 0
Communicating Lateness
This guidance describes how to communicate lateness for one's responsibilities.
20/1/2014 • 0
You Might Want to Consider ...
Executives are often vague or indirect in giving feedback. One way they do so is to say, "You might want to think about..."
30/12/2013 • 0
Visual Record-Keeping - Part 2
The conclusion of our recommendation of using Visual Record-Keeping for meetings that require collaboration and discussion about future plans and discussions (versus historical discussions like status reporting).
23/12/2013 • 0
Visual Record-Keeping - Part 1
This guidance recommends using Visual Record-Keeping for meetings that require collaboration and discussion about future plans and discussions (versus historical discussions like status reporting).
16/12/2013 • 0
Don't Change Metrics
This guidance describes why not to change the metrics you use for your team's behaviors.
9/12/2013 • 0
Horstman's Law Of Uncertainty
This guidance describes what to say when you don't have an answer to a question, even when it's urgent.
2/12/2013 • 0
Three Strikes Delegation
This guidance describes what to do when a direct repeatedly says no to delegation asks.
25/11/2013 • 0
My Direct Doesn't Want To Change
This guidance describes how to interact with a direct who resists or refuses more, new, or different work because they're "comfortable where they are", or "not interested in promotion."
18/11/2013 • 0
Politics 101 - Chapter 4 - Know Thine Enemies
How to be more effective by planning for your enemies' inevitable efforts to undermine you.
11/11/2013 • 0
Horstman's Noon Rule of Scheduling
This guidance describes why your day "gets away from" you, and how to schedule more effectively.
4/11/2013 • 0
Hiring "Overqualifieds" - Part 4
The conclusion of our guidance on how – and why – to hire "overqualified" candidates.
28/10/2013 • 0
Hiring "Overqualifieds" - Part 3
Part 3 of our guidance on how – and why – to hire "overqualified" candidates.
21/10/2013 • 0
Hiring "Overqualifieds" - Part 2
This cast continues our guidance on how – and why – to hire "overqualified" candidates.
14/10/2013 • 0
Hiring "Overqualifieds" - Part 1
This guidance describes how – and why – to hire overqualified candidates.
7/10/2013 • 0
No Dropping Dimes - Part 2
The conclusion of our guidance recommending NOT announcing a colleague’s failure without a courtesy notification.
30/9/2013 • 0
No Dropping Dimes - Part 1
This guidance recommends NOT announcing a colleague’s failure without a courtesy notification.
23/9/2013 • 0
Direct Internal Passport
This guidance describes how to help directs understand how to work across organizational boundaries.
14/9/2013 • 0
Effective Relationships Announcement
Effective Relationship Product Announcement
13/9/2013 • 0
Coaching Example - Interrupting (Part 3)
The conclusion of our series on how to coach someone to stop interrupting, using the Manager Tools Coaching Model.
9/9/2013 • 0
Coaching Example - Interrupting (Part 2)
Another cast on our series on how to coach someone to stop interrupting, using the Manager Tools Coaching Model.
2/9/2013 • 0
Coaching Example - Interrupting (Part 1)
How to coach someone to stop interrupting, using the Manager Tools Coaching Model.
26/8/2013 • 0
Effective Interviewer Series - Logistics Clarity
Our recommendations on how to communicate about logistics and schedules in advance of bringing a job candidate in for an interview. This cast is a public part of The Effective Interviewer Series of casts, which are a paid product.
19/8/2013 • 0
First Meeting New Direct Series - Be Timely
This guidance continues our recommendations about topics to cover with new directs, encouraging them to be on time with themselves, their work, and their commitments.
11/8/2013 • 0
You Did Not Demonstrate - Part 2
The conclusion of our guidance on how to share shortcomings in evaluations like reviews and interviews.
5/8/2013 • 0
You Did Not Demonstrate - Part 1
This guidance explains how to share shortcomings in evaluations like reviews and interviews.
29/7/2013 • 0
Career Tools: Dealing With Objections - Part 2
The conclusion of our guidance on how to deal with objections. This Career Tools podcast is included as a special bonus for Manager Tools Listeners.
24/7/2013 • 0
Career Tools: Dealing With Objections - Part 1
Our guidance on how to deal with objections. This Career Tools podcast is included as a special bonus for Manager Tools Listeners.
24/7/2013 • 0
Post-Resignation Team Meeting - Part 2
The conclusion of our guidance on how to have a brief meeting with your team immediately after you resign.
21/7/2013 • 0
Post-Resignation Team Meeting - Part 1
This guidance explains how to have a brief meeting with your team immediately after you resign.
14/7/2013 • 0
The Collaborative Manager - Chapter 2 - Tell Some To Wait
This guidance recommends asking your assertive communicators to wait to contribute, and to reinforce what you want with feedback.
7/7/2013 • 0
Ordering Multiple Interviews - Part 2
The conclusion of our recommendations for how to set up the order of interviews you conduct for a day of in-person interviews of a candidate.
30/6/2013 • 0
Ordering Multiple Interviews - Part 1
Our recommendations for how to set up the order of interviews you conduct for a day of in-person interviews of a candidate. This guidance is part of our Effective Interviewer Series.
23/6/2013 • 0
Increasing Team Input Strategies Chapter 1 – Measure It
This guidance recommends measuring the input proffered from quieter team members, to increase their contributions and collaboration.
16/6/2013 • 0
Questions To Ask Candidate References - Part 2
This guidance recommends what questions to ask of a job candidate’s references, if you progress to that stage.
9/6/2013 • 0
Questions To Ask Candidate References - Part 1
This guidance recommends what questions to ask of a job candidate’s references, if you progress to that stage.
2/6/2013 • 0
One On One Development Analysis Check
This guidance recommends evaluating directs’ performances by the content of what they bring to their One on One with you.
26/5/2013 • 0
Measuring Feedback Chapter 2 Overweight Top Performers - Part 2
The conclusion of our guidance recommending giving more positive (and then negative) feedback to a manager’s top performers, rather than trying to spread feedback out equally.
20/5/2013 • 0
Measuring Feedback Chapter 2 Overweight Top Performers - Part 1
This guidance recommends giving more positive (and then negative) feedback to a manager’s top performers, rather than trying to spread feedback out equally.
12/5/2013 • 0
Politics 101 - Chapter 3 - The Myth Of The Just World (Part 2)
The conclusion of our recommendations on professionals abandoning their belief in the myth of a just world and 'play politics'.
6/5/2013 • 0
Politics 101 - Chapter 3 - The Myth Of The Just World (Part 1)
This guidance recommends professionals abandon their belief in the myth of a just world and "play politics".
28/4/2013 • 0
The Collaborative Manager - Chapter 1 - More Ideas
This guidance helps managers be more collaborative by getting more input from their team members.
22/4/2013 • 0
First Meeting With A New Direct - Ask Questions
This guidance continues our recommendations about topics to cover with new directs, encouraging them to ask questions about everything they don’t understand.
14/4/2013 • 0
Project Management Basics - Now And Later Tasks
This guidance describes how to quickly assign tasks in a project without getting bogged down in details.
8/4/2013 • 0
Lists And Agendas In One On Ones
This guidance describes if and how to use lists and agendas during your One on Ones.
1/4/2013 • 0
Diffusing Disagreements
This guidance recommends a straightforward way to diffuse tension around, and overcome, objections others have to your ideas.
25/3/2013 • 0
Conferences Promotion
Find out about the value of Manager Tools' Conferences.
20/3/2013 • 0
Email Three Times A Day - Part 2
The conclusion of our guidance recommending doing email three times a day. ONLY three times a day.
18/3/2013 • 0
Email Three Times A Day - Part 1
This guidance recommends doing email three times a day. ONLY three times a day.
11/3/2013 • 0
Never Step Out Of The Middle
This guidance recommends managers never willingly allow their boss to talk to a skip directly.
4/3/2013 • 0
Dealing With Vague Feedback - Part 2
This guidance completes our discussion on how to respond to vague feedback from your boss or others.
25/2/2013 • 0
Dealing With Vague Feedback - Part 1
This guidance explains how to respond to vague feedback from your boss or others.
18/2/2013 • 0
Politics 101 - Chapter 2 - Meeting Prep: Who Wants What
This guidance tells you how to prepare for meetings where politics are going to play a role (which is to say, ALL of them).
11/2/2013 • 0
Thank You For The Bad News
This guidance tells you what to do when directs bring you bad news.
3/2/2013 • 0
Negative Feedback Before Its Time
This guidance recommends what to do when a direct would get negative feedback but it’s not yet time for it in the Trinity Rollout Process.
28/1/2013 • 0
Positive Feedback Before Its Time
This guidance recommends what to do when a direct would get positive feedback but it’s not yet time for it in the Trinity Rollout Process.
21/1/2013 • 0
Overcoming Trinity Pushback - Chapter 1 - "One on Ones Are Micromanaging"
This guidance tells you what to do when directs resist One on Ones because they are a form of "micromanaging."
14/1/2013 • 0
How To Do Succession Planning - Chapter 4 - The Delivery Meeting
This guidance tells you how to structure your briefing to your team around Simple Succession Planning.
7/1/2013 • 0
Rules of Politics – Chapter One – Count Your Votes
This guidance recommends knowing where decision makers and influencers stand on proposals and decisions that matter to you and your team.
31/12/2012 • 0
Calendar Management Details – Chapter 2 Priorities In The Morning
This guidance recommends proactively scheduling time for your key responsibilities in the morning, versus afternoon or early evening, "when everyone’s gone."
24/12/2012 • 0
Your Directs' Resumes
This guidance describes when we recommend a manager consider their directs’ resumes.
17/12/2012 • 0
How To Do Succession Planning Chapter 3 – The Simple Form
How to create a dead-simple Succession Planning Form.
10/12/2012 • 0
One on Ones While Traveling - Part 2
This guidance completes our recommendations on how to do One on Ones while you are traveling.
2/12/2012 • 0
Effective Documentation - Part 2
Part 2 of our guidance on how to document the performance of your directs and your communications with them.
25/11/2012 • 0
Effective Documentation - Part 1
Our guidance for how to document the performance of your directs and your communications with them.
18/11/2012 • 0
How To Handle Meeting Killers – Chapter 6 Multitasking
This guidance recommends how to address behaviors in meetings that reduce meeting effectiveness, based on a popular 2012 Wall Street Journal article. This Chapter deals with handling a multi-tasker and also reviews the Journal’s general meeting guidance.
12/11/2012 • 0
Calendar Management Details Chapter 1 – Shorten Free Time
How to improve your effectiveness by eliminating long open periods from of your calendar.
5/11/2012 • 0
Podcast Awards 2012 Voting
The Podcast Awards voting phase has arrived, and we'd like you to vote for Manager Tools in the Business and People's Choice categories at PodcastAwards.com every day for the next 15 days.
1/11/2012 • 0
One on Ones While Traveling - Part 1
This guidance recommends how to do One on Ones while you are traveling.
28/10/2012 • 0
Inheriting A Poor Performer - Part 2
This guidance discusses how to manage those directs whom you didn’t hire and who have a history of poor performance.
22/10/2012 • 0
Inheriting A Poor Performer - Part 1
This guidance discusses how to manage those directs whom you didn’t hire and who have a history of poor performance.
15/10/2012 • 0
How To Handle Meeting Killers - The Rambler
This guidance recommends how to address behaviors in meetings that reduce meeting effectiveness, based on a popular 2012 Wall Street Journal article. This Chapter deals with handling a Rambler – someone who talks and talks and talks ... and talks.
8/10/2012 • 0
Admit Your Mistakes
This guidance recommends admitting your mistakes openly as a manager, to your team, to enhance candor and openness from your team members.
1/10/2012 • 0
Never Ask A Question Of A Direct (Whose Answer You Don’t Intend to Honor)
We recently published guidance recommending that managers ask directs for their efforts, rather than commanding. Can't they say "no"? Yes.
23/9/2012 • 0
Executive Career Management - If Not You Who?
This guidance describes a simple way executive succession planning is often done, and the key to mastering it.
15/9/2012 • 0
How To Handle Meeting Killers - The Silent Plotter
This guidance recommends how to address behaviors in meetings that reduce meeting effectiveness, based on a popular 2012 Wall Street Journal article. This Chapter deals with handling a Silent Plotter – someone who tries to kill every idea, even after everyone’s agreed.
9/9/2012 • 0
Work Family Balance - Chapter 1 - Go Home
This guidance describes the fundamental error in trying to achieve “Work-Family Balance” and how to solve it forever.
2/9/2012 • 0
The Part After Feedback - Chapter One - Part 2
The conclusion of our guidance on how to respond initially to a direct who pushes back in various ways to an instance of feedback.
26/8/2012 • 0
The Part After Feedback - Chapter One - Part 1
This guidance describes how to respond initially to a direct who pushes back in various ways to an instance of feedback.
20/8/2012 • 0
Ask For What You Want
This guidance recommends asking your directs for work to be done - meaning requesting things in the form of a question – rather than stating your desire for something to occur.
12/8/2012 • 0
How To Deliver A Shot Across The Bow Review
This guidance describes how to deliver an unofficial performance evaluation when your direct is failing and may either not realize it or is resisting changing.
6/8/2012 • 0
How To Deliver An Unofficial Review
This guidance describes how to deliver an unofficial performance evaluation when you need to communicate something that can’t go on an official eval.
30/7/2012 • 0
How To Do Succession Planning - Chapter 2
This guidance tells you how to use performance evaluations to improve your basic succession planning.
23/7/2012 • 0
How To Handle Meeting Killers - The Naysayer
This guidance recommends how to address behaviors in meetings that reduce meeting effectiveness, based on a popular 2012 Wall Street Journal article. This Chapter deals with handling a Naysayer – someone who tries to kill every idea, even after everyone’s agreed.
16/7/2012 • 0
Self Development Informal 360 Degree
This guidance tells you how to potentially get some informal self development guidance from your manager by asking three simple questions.
8/7/2012 • 0
Common One On One Mistakes - Chapter One - Agenda Fascism
This guidance tells you how to avoid the mistake of “Agenda Fascism” in One on Ones.
2/7/2012 • 0
How To Handle Meeting Killers - The Dominator
This guidance recommends how to address behaviors in meetings that reduce meeting effectiveness.
25/6/2012 • 0
How To Do One On Ones With Shift Workers
This guidance tells you how to do One on Ones with your directs who work a different shift than you do.
18/6/2012 • 0
How To Do Succession Planning Chapter 1 – Ready Now, Ready Next
This guidance recommends the 'Ready Now/Ready Next' Approach to Succession Planning.
11/6/2012 • 0
The Morning Greeting
This guidance recommends greeting all of your directs when you first interact with them each morning, and how to do it.
4/6/2012 • 0
How To Handle Meeting Killers - The Jokester
This guidance recommends how to address behaviors in meetings that reduce meeting effectiveness.
28/5/2012 • 0
Big To Small Meeting Agendas
This guidance tells you how to structure meeting agendas around the biggest, most important items.
21/5/2012 • 0
How To Address Social Media Abuse
This guidance tells you what to do when one of your directs spends too much time on social media.
14/5/2012 • 0
"But I LIKE Doing That Part Of My Job!"
This guidance recommends how to address a direct who likes part of his/her job and won’t stop doing it, or won’t focus on other areas that are more valuable.
7/5/2012 • 0
Aggregated Behaviors Are Performance - Part 2
This cast concludes our recommendations on focusing on behaviors because behaviors are measurable and aggregated behaviors ARE performance.
29/4/2012 • 0
Aggregated Behaviors Are Performance - Part 1
This guidance recommends focusing on behaviors because behaviors are measurable and aggregated behaviors ARE performance.
23/4/2012 • 0
Feedback From Your Directs - What To Say - Part 2
This cast concludes our guidance on what to say when your directs say, “Can I give YOU some feedback?”
15/4/2012 • 0
Feedback From Your Directs - What To Say - Part 1
This guidance tells you what to say when your directs say, "Can I give YOU some feedback?"
8/4/2012 • 0
And Not But Meeting Ground Rule
This guidance recommends a standing ground rule at all meetings: No “buts,” only “and”.
1/4/2012 • 0
How To Use A RACI Matrix
This guidance describes how to use a RACI [Responsible, Accountable, Consult, Inform] Matrix when determining project responsibilities.
26/3/2012 • 0
Ethics - Part 2
The conclusion of our guidance on ethical behavior.
22/3/2012 • 0
How To Avoid Reverse Delegation
This guidance describes how to avoid having your directs give you work that you’ve already assigned to them.
19/3/2012 • 0
Ethics - Part 1
Our guidance on ethical behavior. Although this show was originally recorded as a Career Tools cast, we've included it for free for our Manager Tools listeners and Licensees given the underlying assumption of ethical behavior in all our recommendations.
15/3/2012 • 0
Bench Evaluation Chapter 1: Probing
This guidance describes how to interview those colleagues on your bench…without interviewing them.
12/3/2012 • 0
Delegating To The Floor
This guidance describes how to help individual contributors handle an overload in work.
5/3/2012 • 0
The Fruit Bowl At Meetings
This guidance describes how to use a “Fruit Bowl” to eliminate cell phone distractions at meetings.
27/2/2012 • 0
Internal Support Roles And Responsibilities - Part 2
The conclusion of our guidance on how to obtain the requirements you need when working as an internal support provider.
24/2/2012 • 0
Do NOT Give Feedback To Your Boss
This guidance describes how and why NOT to give feedback to your boss.
19/2/2012 • 0
Internal Support Roles And Responsibilities - Part 1
We believe this podcast, while a Career Tools cast, is of particular interest to our Manager Tools listeners as well. So, we're providing this as an additional cast for our Manager Tools listeners and Individual Licensees – Our guidance how to obtain the requirements you need when working as an internal support provider.
17/2/2012 • 0
Measuring Feedback Chapter 1 - Part 2
This cast concludes our guidance on how to measure the amount of feedback you’re delivering to your directs.
13/2/2012 • 0
Measuring Feedback Chapter 1 - Part 1
This guidance describes how to measure the amount of feedback you’re delivering to your directs.
6/2/2012 • 0
The 45 Minute Meeting
This guidance describes how to schedule hour-long meetings, which are often back-to-back-to-back, in only 45 minutes.
29/1/2012 • 0
The First Rule Of Probing In An Interview
This guidance describes the most important to ask further questions about during an interview.
22/1/2012 • 0
Routine Town Hall Meetings - Part 2
This cast concludes our guidance on how to run a Routine Town Hall Meeting for your organization.
15/1/2012 • 0
Routine Town Hall Meetings - Part 1
This guidance describes how to run a Routine Town Hall Meeting for your organization.
8/1/2012 • 0
New Direct - First Day Meeting (500th Cast)
This guidance describes the first meeting a manager ought to have with a new team member.
2/1/2012 • 0
Ending A Bad Interview - Part 2
This guidance concludes our discussion on when and how to end an interview with a candidate you won't hire.
25/12/2011 • 0
Ending A Bad Interview - Part 1
This guidance describes when and how to end an interview with a candidate you won't hire.
19/12/2011 • 0
The Steel Cage Death Match Meetings - Part 2
This cast concludes our guidance on how to prepare for Steel Cage Death Match Meetings.
12/12/2011 • 0
The Steel Cage Death Match Meetings - Part 1
This guidance describes how to prepare for Steel Cage Death Match Meetings.
5/12/2011 • 0
Project Status Reporting Simple Feedback - Part 2
This cast concludes our guidance on how to give feedback on how you want projects reported on.
28/11/2011 • 0
Project Status Reporting Simple Feedback - Part 1
This guidance describes how to give feedback on how you want projects reported on.
20/11/2011 • 0
The Project Management Drumbeat Meeting - Part 2
This guidance describes how to manage work and decisions being done on a project.
14/11/2011 • 0
The Project Management Drumbeat Meeting - Part 1
This guidance describes how to manage work and decisions being done on a project.
6/11/2011 • 0
Taking Notes In Interviews - Chapter 1
This guidance recommends the best way to take notes during interviews.
31/10/2011 • 0
Project Meeting Reporting - Part 2
This cast concludes our guidance on how to have project statuses reported and discussed.
24/10/2011 • 0
Project Meeting Reporting - Part 1
This guidance describes how to have project statuses reported and discussed.
17/10/2011 • 0
One On One Note-Taking Recommendations
This guidance describes some simple improvements most managers can make to help them take better notes during their One on Ones.
10/10/2011 • 0
Top And Bottom Performer Reporting
This guidance describes how to be ready to talk with your boss about your team.
3/10/2011 • 0
The Coaching Dilemma - Part 2
This cast continues our discussion on whom to coach and develop on your team with your marginal time.
26/9/2011 • 0
The Coaching Dilemma - Part 1
This guidance describes whom to coach and develop on your team with your marginal time.
19/9/2011 • 0
The Coaching Dilemma Introduction
A short (8 min) extra cast where Mark introduces the Coaching Dilemma and solicits YOUR responses. What do you think is the correct answer to the dilemma?
16/9/2011 • 0
Right Of First Refusal - Part 2
This cast concludes our discussion on how to use your calendar more proactively.
12/9/2011 • 0
Right Of First Refusal - Part 1
This guidance describes how to use your calendar more proactively.
5/9/2011 • 0
Contract Employee One On Ones - Part 2
This cast concludes our guidance on the right way to conduct One on Ones with your contract employees.
29/8/2011 • 0
Contract Employee One On Ones - Part 1
This guidance describes the right way to conduct One on Ones with your contract employees.
22/8/2011 • 0
Bi-Monthly Skip Level Reviews - Part 2
This guidance concludes our discussion on how to learn about your skips and develop your direct report managers by discussing your skips on a regular basis.
15/8/2011 • 0
Bi-Monthly Skip Level Reviews - Part 1
This guidance describes how to learn about your skips and develop your direct report managers by discussing your skips on a regular basis.
8/8/2011 • 0
Travel EMP
This guidance describes how to prepare for the inevitable loss of gadgets and gadget power, most likely on while traveling.
1/8/2011 • 0
Can I Be Friends With My Directs? - Part 2
This cast concludes our guidance on what a professional manager's role and limits are when it comes to being friends with our directs.
25/7/2011 • 0
Can I Be Friends With My Directs? - Part 1
This guidance describes what a professional manager's role and limits are when it comes to being friends with our directs.
18/7/2011 • 0
There Is No Why In Feedback - Part 2
This cast concludes our guidance on what to do and why when directs want to describe why they did what they did when you have given them negative feedback.
11/7/2011 • 0
There Is No Why In Feedback - Part 1
This guidance describes what to do and why when directs want to describe why they did what they did when you have given them negative feedback.
4/7/2011 • 0
Coaching Presenting Skills With Toastmasters
This guidance recommends having any of your directs who present, and maybe even yourself, join and attend a Toastmasters Chapter.
27/6/2011 • 0
Measuring The Trinity - Chapter 1
This guidance explains how to BEGIN to measure YOUR success in rolling out the Manager Tools Trinity – One on Ones, Feedback, Coaching, and Delegation.
20/6/2011 • 0
The One Third-Planning Rule - Part 2
This cast concludes our guidance explaining the One-Third Planning Rule: when assessing and assigning work to your team, never take more than 1/3 of the available time to do so.
13/6/2011 • 0
The One Third-Planning Rule - Part 1
This guidance explains the One-Third Planning Rule: when assessing and assigning work to your team, never take more than 1/3 of the available time to do so.
6/6/2011 • 0
Over Assigning And Delegating Work - Part 3
This cast concludes our recommendations on developing your directs by always having them have more to do than they have time to do ... by assigning and delegating more work than they think they can do.
30/5/2011 • 0
Over Assigning And Delegating Work - Part 2
This cast continues our recommendations on developing your directs by always having them have more to do than they have time to do ... by assigning and delegating more work than they think they can do.
23/5/2011 • 0
Over Assigning And Delegating Work - Part 1
This guidance recommends developing your directs by always having them have more to do than they have time to do…by assigning and delegating more work than they think they can do.
16/5/2011 • 0
Peer One on Ones - Part 2
This cast concludes our recommendations on why and how to meet weekly, or regularly, with your peer managers.
9/5/2011 • 0
Peer One on Ones - Part 1
This guidance recommends why and how to met weekly, or regularly, with your peer managers.
2/5/2011 • 0
Event Based Feedback
This guidance recommends how to give a lot of feedback about a specific event all at once.
24/4/2011 • 0
How To Manage A Disgruntled Non-Promoted Direct - Part 3
This cast concludes our guidance on how to manage one of your directs who wanted the job you’re in now, and you may have reason to believe that they will hold it against you.
17/4/2011 • 0
How To Manage A Disgruntled Non-Promoted Direct - Part 2
This cast continues our guidance on how to manage one of your directs who wanted the job you’re in now, and you may have reason to believe that they will hold it against you.
10/4/2011 • 0
How To Manage A Disgruntled Non-Promoted Direct - Part 1
This guidance recommends how to manage one of your directs who wanted the job you’re in now, and you may have reason to believe that they will hold it against you.
3/4/2011 • 0
Internal Team Pre-Wires
This guidance describes why and how effective managers insist on their directs pre-wiring information they brief to you.
27/3/2011 • 0
How To Run A SPOT Project Kickoff Meeting
This guidance describes how to run the first meeting you have with your team about a new project your team will be doing.
20/3/2011 • 0
How To Assign Work Tasks - Part 2
This cast concludes our discussion on how to assign tasks to your directs.
13/3/2011 • 0
How To Assign Work Tasks - Part 1
This guidance describes how to assign tasks to your directs.
7/3/2011 • 0
How To Manage A Massive Workload Increase - Part 4
This cast concludes (Part 4 of 4) our guidance on how to respond when, through any number of factors, you and your team are OVERWHELMED with lots of new work. Perhaps it's a layoff, perhaps it's a re-organization, perhaps it's because you're GOOD. Regardless, what do you DO??
27/2/2011 • 0
How To Manage A Massive Workload Increase - Part 3
This cast continues (Part 3 of 4) our guidance on how to respond when, through any number of factors, you and your team are OVERWHELMED with lots of new work. Perhaps it's a layoff, perhaps it's a re-organization, perhaps it's because you're GOOD. Regardless, what do you DO??
20/2/2011 • 0
How To Manage A Massive Workload Increase - Part 2
This cast continues our guidance on how to respond when, through any number of factors, you and your team are OVERWHELMED with lots of new work.
13/2/2011 • 0
How To Manage A Massive Workload Increase - Part 1
This guidance describes how to respond when, through any number of factors, you and your team are OVERWHELMED with lots of new work.
7/2/2011 • 0
Boss Meeting Prep - No Surprises
This guidance describes how to prepare your boss for attending any meeting you are running.
31/1/2011 • 0
Conduct Multiple Interviews, Chapter 1 - Part 3
In this cast, we conclude our conversation on how to interview candidates by conducting multiple interviews.
23/1/2011 • 0
Conduct Multiple Interviews, Chapter 1 - Part 2
In this cast, we continue our conversation on how to interview candidates by conducting multiple interviews.
17/1/2011 • 0
Conduct Multiple Interviews, Chapter 1 - Part 1
This guidance describes how to interview candidates by conducting multiple interviews.
10/1/2011 • 0
Assumptive Goal Setting
This guidance describes a technique for how to think more creatively about annual planning goals.
3/1/2011 • 0
Managers Are Communicated THROUGH
This guidance describes how managers ought to communicate organizational information to their team members.
26/12/2010 • 0
Professional Subordination - Part 2
This show concludes our recommendations on the professional approach to supporting choices you didn't champion.
20/12/2010 • 0
Professional Subordination - Part 1
This guidance recommends the professional approach to supporting choices you didn't champion.
13/12/2010 • 0
Managing A High I: Dangers Part 2
This cast concludes our discussion on how to manage a High I direct based on some natural tendencies and weaknesses.
6/12/2010 • 0
Managing A High I: Dangers Part 1
This guidance describes how to manage a High I direct based on some natural tendencies and weaknesses.
28/11/2010 • 0
Not Too Picky Feedback
This guidance recommends giving negative feedback only after a second instance, and only ON the second instance.
21/11/2010 • 0
Mentoring With Political Smarts
This guidance describes whom to choose to mentor internally based on political considerations.
14/11/2010 • 0
Calendar Changes And Your Admin
This guidance describes some simple things your admin can do to help you manage your calendar.
7/11/2010 • 0
Simple Project Reporting Guidance
This guidance describes how to assign a project to a direct and set up some simple reporting that will greatly increase early (and overall) success.
1/11/2010 • 0
Distant Manager Basics - Part 2
This cast concludes our guidance on some simple things managers can do to improve the accountability and productivity of distant team members.
25/10/2010 • 0
Distant Manager Basics - Part 1
This guidance recommends some simple things managers can do to improve the accountability and productivity of distant team members.
17/10/2010 • 0
Introducing Managerial Change
This guidance recommends how to introduce changes in how you manage your team.
9/10/2010 • 0
Resistant Directs In One on Ones
This guidance recommends how to have effective One on Ones with directs who are initially resistant.
4/10/2010 • 0
Managers and Governmental Politics – Part 2
This cast concludes our discussion on how effective managers address governmental politics at work.
27/9/2010 • 0
Managers and Governmental Politics – Part 1
This guidance recommends how effective managers address governmental politics at work.
19/9/2010 • 0
Succession Planning - Extending Your Network
This guidance recommends how to further your succession planning efforts by extending your network to your directs.
12/9/2010 • 0
Effective Meetings Starter Model - Part 2
This cast concludes our conversation on an even more basic model for effective meetings than in our original guidance.
7/9/2010 • 0
Effective Meetings Starter Model - Part 1
This cast describes an even more basic model for effective meetings than in our original guidance.
30/8/2010 • 0
One on Ones – Work or Personal?
This guidance addresses how personal One on Ones ought to be – should they be all about family and personal stuff, or just about work?
22/8/2010 • 0
One On Ones Are Business Meetings
This guidance addresses questions about the purpose and value of One on Ones, particularly for those directs who challenge the need for them.
15/8/2010 • 0
How To Handle Public Disagreement - Part 2
This cast concludes our conversation on how to respond when someone disagrees publicly in an unprofessional way.
9/8/2010 • 0
How To Handle Public Disagreement - Part 1
This cast describes how to respond when someone disagrees publicly in an unprofessional way.
2/8/2010 • 0
Third Party Negative Feedback – How To Decide
This cast describes how to decide whether or not to give feedback to one of your directs based on someone else's input.
26/7/2010 • 0
Skip Level Feedback
This cast describes how to deliver feedback to skip level associates.
19/7/2010 • 0
Calendar Control #1 – Say No
This cast describes a simple technique for controlling one's calendar, thereby keeping more time available for primary objectives.
12/7/2010 • 0
Assign Work AND Reporting
This guidance recommends assigning both the reporting of work and the work itself when delegating.
5/7/2010 • 0
Praise In Public, Criticize In Private Is WRONG
This guidance disagrees with the old notion of praise in public, criticize in private, and recommends more effective behaviors.
27/6/2010 • 0
Yes, Please Praise, Thank You
This guidance recommends how to deliver both praise and feedback (though not together), and why they are both valuable – and completely different.
20/6/2010 • 0
Feedback – Public Or Private?
This guidance describes whether or not to give feedback in public, or in private . . . or neither.
14/6/2010 • 0
Feedback Immediacy
This cast describes WHEN to give feedback. How fast is too fast? How slow is too slow?
7/6/2010 • 0
When NOT To Give Feedback - Part 2
This cast concludes our conversation on some situations where feedback isn't appropriate, because the error/mistake/infraction is so egregious, encouragement of effective future behavior isn't enough.
31/5/2010 • 0
When NOT To Give Feedback - Part 1
This cast describes some situations where feedback isn't appropriate, because the error/mistake/infraction is so egregious, encouragement of effective future behavior isn't enough.
23/5/2010 • 0
Small Company Systems – The Rule of 150, Part 2
This cast concludes our conversation on the Rule of 150, how it affects the growth of small companies and organizations, and how to address it.
17/5/2010 • 0
Small Company Systems – The Rule of 150, Part 1
This cast describes The Rule of 150, how it affects the growth of small companies and organizations, and how to address it.
10/5/2010 • 0
How To Choose What To Delegate
This guidance describes how to choose what to delegate using a simple Venn Diagram – the intersection between the direct, the manager, and the organization.
3/5/2010 • 0
Influence Through Verbal Commitments - Part 2
The conclusion of our recommendations on how to influence others by asking for verbal commitments.
26/4/2010 • 0
Influence Through Verbal Commitments - Part 1
In this recommendation, Manager Tools describes how to influence others by asking for verbal commitments.
18/4/2010 • 0
LinkedIn For Managers - Part 2
This cast concludes our conversation on LinkedIn and what it means for Managers.
12/4/2010 • 0
LinkedIn For Managers - Part 1
This cast reviews our recent Career Tools guidance on LinkedIn, as well as highlights LinkedIn's recent Fortune magazine cover story, and recommends some basic LinkedIn behaviors for managers.
5/4/2010 • 0
Rolling DOWN The Trinity
This cast describes one way to help your directs – when they are managers – to begin using the Manager Tools Management Trinity: One on Ones, Feedback, Coaching, and Delegation.
29/3/2010 • 0
The Manager Tools Promotion Standard: 150% - Part 2
This cast concludes our conversation on a more effective way to set standards for getting one of your directs promoted.
22/3/2010 • 0
The Manager Tools Promotion Standard: 150% - Part 1
This cast describes a more effective way to set standards for getting one of your directs promoted.
14/3/2010 • 0
Delegate Your Reporting - Part 2
We conclude our conversation on how and why to delegate almost all of your routine reporting to your directs.
8/3/2010 • 0
Delegate Your Reporting
This cast describes how and why to delegate almost all of your routine reporting to your directs.
28/2/2010 • 0
High D Manager Simple Downfall
This cast addresses a behavioral change for an insidious practice of High D Managers: always putting results in front of relationships. People MATTER!
21/2/2010 • 0
High S Manager Simple Downfall
This cast addresses a behavioral change for an insidious practice of High S Managers: overprotecting your team.
14/2/2010 • 0
Intra-Company Training Network Building
This cast recommends building relationships internally at your organization when you attend training events.
7/2/2010 • 0
Managing Cultural Diversity - The Wendii Curve
This cast describes Manager Tools' first principle about managing directs from different cultures, based on the Wendii curve.
1/2/2010 • 0
How To Manage An Arrogant Producer
This cast addresses how to manage a high performer who is arrogant or dismissive of others.
23/1/2010 • 0
How To Stop Gossip
This cast addresses how to stop intra-office gossip.
18/1/2010 • 0
The High I Manager Simple Downfall
This cast addresses a behavioral change for an insidious practice of High I Managers: starting well and ending poorly.
11/1/2010 • 0
Developing Subordinate Managers - Chapter 1
This cast describes the first principle of how to develop subordinate managers - Measure Basic Behaviors.
4/1/2010 • 0
Coaching/Feedback Template For Presentations
This cast provides guidance on giving feedback when coaching directs on their presentation skills, AND a detailed template managers can use when doing so.
28/12/2009 • 0
Favorite Candidate Interview Preparation - Part 2
This cast concludes our conversation on how to increase the chances that you will get to hire your favorite candidate when he or she has to interview elsewhere in the organization.
21/12/2009 • 0
Favorite Candidate Interview Preparation - Part 1
This cast describes how to increase the chances that you will get to hire your favorite candidate when he or she has to interview elsewhere in the organization.
14/12/2009 • 0
High C Manager Simple Downfall - Part 2
This cast concludes our conversation on a behavioral change for an insidious practice of High C Managers: finding fault with recommendations and ideas.
6/12/2009 • 0
High C Manager Simple Downfall - Part 1
This cast addresses a behavioral change for an insidious practice of High C Managers: finding fault with recommendations and ideas.
30/11/2009 • 0
The One On One Refresh
This cast describes how to refresh your One on Ones with your directs after you've been doing them for 1-2 years.
22/11/2009 • 0
My Boss Skips Me
This cast describes how to work with a boss who repeatedly skips over a manager and works directly with your directs (his or her "skips").
16/11/2009 • 0
Owning The Inputs - Part 2
This cast concludes our conversation on handling a direct who blames another direct for their failure to deliver a task on time.
9/11/2009 • 0
Owning The Inputs - Part 1
This cast recommends how to handle a direct who blames another direct for their failure to deliver a task on time.
1/11/2009 • 0
Managers and Confidentiality
This cast recommends how managers handle requests for confidentiality from their directs.
26/10/2009 • 0
The Management Trinity - Part 3
In this cast, we conclude our conversation on the origins of the Management Trinity, focusing on Coaching and Delegation.
19/10/2009 • 0
The Management Trinity - Part 2
In this cast, we continue our conversation on the origins of the Management Trinity, focusing on One on Ones and Feedback.
12/10/2009 • 0
The Management Trinity - Part 1
This cast describes the origins of the Management Trinity: why we preach it, and how it came to be.
5/10/2009 • 0
Timely Meetings – Part 2
This cast concludes our conversation on how to run timely meetings.
28/9/2009 • 0
Timely Meetings – Part 1
This cast describes how to run timely meetings.
20/9/2009 • 0
The First Question In Your One on One
This cast describes how to start every One on One.
14/9/2009 • 0
Admin Trip Folders – Part 2
This cast concludes our discussion on a standard practice of administrative assistants helping managers prepare for business travel.
7/9/2009 • 0
Admin Trip Folders - Part 1
This cast describes a standard practice of administrative assistants helping managers prepare for business travel.
31/8/2009 • 0
Direct Relationships Acid Test
This cast prescribes asking your directs what their children's names are.
24/8/2009 • 0
Quick and Dirty Choosing a Number Two
This cast describes a quick and dirty way to choose an interim replacement or number two for your role as manager.
17/8/2009 • 0
Project Manager Feedback
This cast describes how give feedback to a project team member if you are a project manager.
9/8/2009 • 0
Team Formation – How Big?
This cast describes how big to size a team when forming it.
3/8/2009 • 0
What To Delegate
This cast recommends simple choices for what to delegate to our directs.
25/7/2009 • 0
The Coaching Model - Part 2
In this cast, we complete our discussion of the Revised Manager Tools Coaching Model.
19/7/2009 • 0
The Coaching Model - Part 1
This cast describes the Manager Tools Revised Coaching Model.
12/7/2009 • 0
Fighting The Downturn Silence
This cast describes how to combat the normal tendency of directs to communicate LESS during a downturn.
5/7/2009 • 0
Simple DiSC®, Delegation, And Project Management - Part 2
In this cast, we conclude our conversation on how to delegate and manage projects more effectively based on the DiSC profiles of your team members.
29/6/2009 • 0
Simple DiSC, Delegation, And Project Management - Part 1
This cast describes how to delegate and manage projects more effectively based on the DiSC profiles of your team members.
22/6/2009 • 0
Change Leadership, What's My Visual - Part 2
In this cast, we conclude our conversation about beginning change efforts in any organization
14/6/2009 • 0
Change Leadership, What's My Visual - Part 1
This cast describes how to begin any effort to change an organization.
7/6/2009 • 0
Project Manager One on Ones - Part 2
The conclusion of our discussion on Project Manager One on Ones.
31/5/2009 • 0
Project Manager One on Ones - Part 1
This cast explains the basics of how to have One on Ones with project team members
who do not report to you.
25/5/2009 • 0
Phone One on Ones
We've said it a hundred times, but we've never covered the basics of HOW to conduct a One on One on the phone. Clearly it works - Mark has shared that over half of the O3s he's done have been over the phone. Here's how.
18/5/2009 • 0
Coaching the Meeting Delegation- Part 2
This cast concludes our discussion on how to coach one of our directs on how to run our staff meeting which we have delegated to them.
11/5/2009 • 0
Coaching the Meeting Delegation- Part 1
This cast describes how to coach one of our directs on how to run our staff meeting which we have delegated to them.
3/5/2009 • 0
Staff Meeting Delegation and Succession Planning
This cast describes how to delegate running your staff meeting as part of succession planning.
26/4/2009 • 0
One Less Thing - Free Up Your Calendar
This cast describes an executive priority management technique - One Less Thing - to free up your calendar.
19/4/2009 • 0
The Feedback Continuum
This cast describes how to give negative feedback in an escalating way, over time, to improve performance.
13/4/2009 • 0
Systemic Feedback
What do we do when we've tried giving negative feedback but it doesn't seem to be working? We've given repeated instances of feedback, and yet we don't see a change in a direct's behavior?
We give systemic feedback. And it's easy to give - it's just the four step standard feedback model with a change in focus. If you already know how to give standard feedback, systemic feedback is simple to implement...yet its simplicity belies its power. Really well delivered systemic feedback is exceptionally hard to ignore, and lays excellent groundwork for further efforts if the direct doesn't change his or her behavior.
5/4/2009 • 0
Layoff Communications Part 1: Openly Confidential
This cast how to talk about layoffs when they are being considered.
Many managers are torn when it comes to layoffs. Most of us know that when they happen, they're probably inevitable. We understand that layoffs are often a painful necessity (even though they're an admission of failure). We also know that the thought, rumor, or knowledge of layoffs is likely to create questions from our team. Just a rumor of a rumor will induce fear.
So what are the rules about communicating about layoffs? What do we say when asked? How should we say it? Can we lie?
29/3/2009 • 0
Bad Boss #1 - When You Have Directs
Most of us, when we have an angry and demeaning boss, tend to worry about ourselves first. We have to deal with most of the yelling, and most of the abuse. But if we have directs, we've got an additional responsibility. And our directs may be somewhat sheltered, but our boss can be REALLY threatening and fear‐inducing. We have a relationship of SOME sorts with this bad boss. But it's likely our directs ONLY see our boss at his or her worst. And, we almost always underestimate how much more fear our directs feel for their "skip‐boss" than we do.
We've got to talk to our directs about this kind of boss, in a professional way, and we've got to have a consistent approach for dealing with the problems an angry and demeaning boss creates for our team. Here's how.
22/3/2009 • 0
Deciding Between Two Good Candidates
This cast describes how to decide between two good candidates in a hiring situation.
We're NOT going to tell everyone who's trying to decide between two candidates whom they should pick. What we are going to do with this cast is tell you what factors are most effective in determining whom to hire, as well as walking you through a simple process for the decision.
16/3/2009 • 0
The Heart of Feedback
This cast describes behaviors for managers to engage in to ensure that they deliver feedback ethically and professionally.
Mark recently had an experience that was somewhat chilling for him. He was talking to a manager who wanted to show him how good he was at improving. This was a High D, forceful manager who described himself as "a recovering jerk".
He was following the Manager Tools Feedback Model, but wasn't getting results? Why is that? Because he was violating the purpose of feedback, to encourage effective behavior. Feedback that meets the purpose of feedback must come from a positive place, from emotions of love and not fear, of respect and not intimidation.
We have a series of recommendations for all of us to do before we give feedback, so that we all stay mindful of WHY we're giving feedback, and what its purpose is: to encourage effective behavior.
8/3/2009 • 0
Effective Meetings - No Laptops
This cast describes why and how to run your meetings without laptops.
For our original cast on the Effective Meetings Protocol, check out "Effective Meetings - Get Out of Jail!"
2/3/2009 • 0
The Starter Feedback Model - Part 2
In this cast, we complete our 2-part series on the Starter Feedback Model, an EVEN SIMPLER method for delivering feedback.
22/2/2009 • 0
The Starter Feedback Model - Part 1
This cast describes an EVEN SIMPLER method for delivering feedback to help those managers who are struggling to implement it.
15/2/2009 • 0
How To Handle Two Viable Job Candidates
This cast describes what to do when a manager has two candidates for a job that meet the standard, but you can only offer one candidate.
8/2/2009 • 0
Manager Tools ONE DAY Effective Manager Conference Washington DC Area
March 24, 2009 - Embassy Suites Dulles - North/Loudon
We’re pleased to offer you the first ever opportunity to attend a ONE DAY Effective Manager Conference (EMC) on March 24th in the Washington DC area.
5/2/2009 • 0
Bench Development in a Downturn
This cast discusses a way to build your recruiting "bench" during market downturns.
1/2/2009 • 0
Horstman's Law of Project Management - Part 4
Part 4 of our series on Horstman's Law of Project Management.
25/1/2009 • 0
Horstman's Law of Project Management - Part 3
Part 3 of our series on Horstman's Law of Project Management.
18/1/2009 • 0
Horstman's Law of Project Management - Part 2
Part 2 of our series on Horstman's Law of Project Management.
11/1/2009 • 0
Horstman's Law of Project Management - Part 1
In this cast we describe Horstman's Law of Project Management: Who Does What By When.
We've talked and joked about it many times, and this cast will put to rest the details of Horstman's Law of Project Management (HLPM). Mark came up with it several years ago, to help a group of young managers get over their fear of working on fairly complex software development projects. It was actually born over a dinner at Mexican restaurant in Dallas!
The concept is simple: all projects are simply tasks, done by people, within certain time frames. Despite all protestations to the contrary, no matter how complex the project, they all boil down to who is responsible for doing something, what they're responsible for, and when they have to have it done by. Complex tools can be helpful, but only on really large projects (and almost nobody looks at them anyway ;-) ).
Keep it simple with HLPM. Here's how.
4/1/2009 • 0
Rolling Out the Manager Tools’ Trinity - Part 4
This cast includes Part 4 of our discussion on how to implement the Manager Tools’ Management Trinity (One on Ones, Feedback, Coaching).
7/9/2008 • 0
Rolling Out the Manager Tools’ Trinity - Part 3
This cast includes Part 3 of our discussion on how to implement the Manager Tools’ Management Trinity (One on Ones, Feedback, Coaching).
31/8/2008 • 0
Rolling Out the Manager Tools’ Trinity - Part 2
This cast includes Part 2 of our discussion on how to implement the Manager Tools’ Management Trinity (One on Ones, Feedback, Coaching - and Delegation!).
24/8/2008 • 0
Rolling Out the Manager Tools’ Trinity - Part 1
This cast describes how to gradually implement Manager Tools’ Management Trinity (One on Ones, Feedback, Coaching - and Delegation!).
We’ve been asked a thousand questions about what to do and when to do it when it comes to the Management Trinity, and we’ve finally gotten frustrated enough to do something about it. We assumed that [...]
18/8/2008 • 0
The Juggling Koan
Mark recently blogged with our first ever management koan, "What Would An Effective Manager Do?" In this cast, we share the answer.
14/1/2007 • 0
Improve Your Feedback
It's been quite a while since we talked about feedback. We think one of the reasons for that is that there's some negativity to it. What we mean by that is that one on ones are an easy winner. It's about your team member, they want more time with you, a half hour with you every week seems too good to be true. And, if you've stuck to it, you've noticed improvements in areas that go beyond just employee relationships. Maybe they're kind of hard on your schedule INITIALLY, but they're perceived positively.
17/2/2006 • 0
Feedback - Revisited!
We've received a great many questions, comments, and kudos for our show in July on the Feedback Model. Many listeners are discovering the power of feedback, of taking it out of the realm of the rare and into the stream of the every day. Not to sound repetitive, but most managers see feedback as akin to holding their breath - waiting as long as possible, and then creating a lot of sound and often fury. The Feedback Model tells us to see feedback like breathing - so regular as to become unnoticed.Many of you have written asking questions about how to counter some of the typical responses to the feedback you give. "What do I do or say when they tell me they'll 'think about it'? What if they SAY they'll make the change, only to continue in their ineffective behavior patterns? As you might imagine, we've dealt with these issues before, and this show talks about the approach to take, and once again, gives you SPECIFIC things to say and why they work.We do a brief review of the feedback model at the front of the cast, but still encourage you to give a listen to our original cast, in the July Archives.
10/10/2005 • 0
The Art of Delegation - Part 2 (Updated)
Today, Mark and I discuss the topic of Delegation. There probably isn't a management book out there that doesn't talk about the importance of delegation. However, very seldom does the author get into the type of detail we'll discuss today. Today, we cover the "how to" ... how to determine what and to whom to delegate and specifically what specific steps to take when delegating to an individual.
22/8/2005 • 0
The Art of Delegation - Part 1 (Updated)
Today, Mark and I discuss the topic of Delegation. There probably isn't a management book out there that doesn't talk about the importance of delegation. However, very seldom does the author get into the type of detail we'll discuss today. Today, we cover the "how to" ... how to determine what and to whom to delegate and specifically what specific steps to take when delegating to an individual.
22/8/2005 • 0
Effective Meetings - There’s More!
Today we wrap-up our conversation on effective meetings, as well as answer some listener questions on meetings, one-on-ones, and feedback.
16/8/2005 • 0
Effective Meetings - Part Two
Today we cover the second in our series on effective meetings.
8/8/2005 • 0
Effective Meetings - Get Out of Jail!
How to do you feel about most of the meetings you attend? Are they productive, or generally considered a waste of time? Do you attend too many meetings? How do others value the meetings *you* run? If you are like most managers we know, your experience in running and participating in meetings is less than ideal.
1/8/2005 • 0
Giving Effective Feedback - Part 4 (Updated)
In this week's podcast, Mike and Mark share a technique managers can use to give feedback to their team members. Feedback is the most frequently-used tool of effective managers. What is feedback? Feedback shows someone the impact of their behavior, allowing them to change ineffective actions or continue doing things that help the team achieve its goals.
18/7/2005 • 0
Giving Effective Feedback - Part 3 (Updated)
In this week's podcast, Mike and Mark share a technique managers can use to give feedback to their team members. Feedback is the most frequently-used tool of effective managers. What is feedback? Feedback shows someone the impact of their behavior, allowing them to change ineffective actions or continue doing things that help the team achieve its goals.
18/7/2005 • 0
Giving Effective Feedback - Part 2 (Updated)
In this week's podcast, Mike and Mark share a technique managers can use to give feedback to their team members. Feedback is the most frequently-used tool of effective managers. What is feedback? Feedback shows someone the impact of their behavior, allowing them to change ineffective actions or continue doing things that help the team achieve its goals.
18/7/2005 • 0
Giving Effective Feedback - Part 1 (Updated)
In this week's podcast, Mike and Mark share a technique managers can use to give feedback to their team members. Feedback is the most frequently-used tool of effective managers. What is feedback? Feedback shows someone the impact of their behavior, allowing them to change ineffective actions or continue doing things that help the team achieve its goals.
18/7/2005 • 0
Questions and Answers on One-on-Ones
In today's show we continue our conversation on one-on-ones. In addition to a brief review (very brief -- not a substitute for listening to the previous two shows!), we review a number of questions and finer points.
10/7/2005 • 0
One on Ones - Part 3 (Updated)
Mark and Mike finish their discussion on the single most effective management tool - the one-on-one.
4/7/2005 • 0
One on Ones - Part 2 (Updated)
Mark and Mike continue their discussion on the single most effective management tool - the one-on-one.
4/7/2005 • 0
One on Ones - Part 1 (Updated)
Mark and Mike discuss the single most effective management tool - the one-on-one.
