Manager Tools

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.

Our Hall of Fame cast that describes how to create a simple behavioral interview question.

If you're an executive, you probably think training is for your organization, but not you. You're partially right, but mostly wrong.

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.

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.

If you want to ensure the right things are getting done, one of the easiest things to do is start asking the right questions.

Part 4 of our guidance on a simple way to structure an entire performance review system for any organization.

Part 3 of our guidance on a simple way to structure an entire performance review system for any organization.

Part 2 of our guidance on a simple way to structure an entire performance review system for any organization.

Our Hall of Fame guidance on the basics of calendar management.

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.

Part 1 of our guidance on a simple way to structure an entire performance review system for any organization.

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.

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.

Our Hall of Fame guidance on delivering a performance review.

This week, we're re-releasing one of our Hall of Fame casts on how to prepare performance reviews.

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.

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.

Part 2 of our guidance on creating and using a performance review form if your company doesn't have one.

Part 1 of our guidance on creating and using a performance review form if your company doesn't have one.

If you struggle with asking, "Can I give you some feedback?", there's another way.

A lot of managers try to psychoanalyze their directs. Don't bother. We're all terrible at it.

A lot of managers try to psychoanalyze their directs. Don't bother. We're all terrible at it.

Our guest Wade Foster, CEO of Zapier, shares his experience with Manager Tools.

Part 3 of our guidance on how to stay focused on your priorities and get more done.

Part 2 of our guidance on how to stay focused on your priorities and get more done.

Part 1 of our guidance on how to stay focused on your priorities and get more done.

How to brief your directs when you're starting One On Ones.

When someone new joins your team, we recommend you communicate early about your key priorities.

Part 2 of our second chapter on directs resisting One On Ones.

Part 1 of our second chapter on directs resisting One On Ones.

Part 3 of our guidance on how to guide or help a direct when feedback doesn't work and coaching isn't necessary.

Part 2 of our guidance on how to guide or help a direct when feedback doesn't work and coaching isn't necessary.

Part 1 of our guidance on how to guide or help a direct when feedback doesn't work and coaching isn't necessary.

How to qualify your ability to help someone during a job/career transition.

Part 3 of our guidance on asking and evaluating the weakness question when interviewing candidates.

Part 2 of our guidance on asking and evaluating the weakness question when interviewing candidates.

Part 1 of our guidance on asking and evaluating the weakness question when interviewing candidates.

Part 2 of our guidance on what to do if your direct disagrees with you privately.

Part 1 of our guidance on what to do if your direct disagrees with you privately.

What to do as a new manager when you're in danger of losing staff who are critical to your team.

Email is useful but much more narrowly than most managers think.

Email is useful but much more narrowly than most managers think.

How to maintain trusting relationships when things go wrong.

Part 2 of our guidance on how to SIMPLY measure whether or not managers who work for you are doing One On Ones.

Part 1 of our guidance on how to SIMPLY measure whether or not managers who work for you are doing One On Ones.

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.

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.

If you think you're a "working manager", and that's harder somehow, you're wrong.

Our Hall of Fame guidance on how to give a great handshake.