Manager Tools
970 episodes — Page 13 of 20
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.
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.
How To Go On Vacation - Part 2
Part 2 of our series on how to plan for and take an effective vacation.
Manager Tools Effective Manager Video Course
More details about the Effecive Manager Video Course.
How To Go On Vacation - Part 1
How to plan for and take an effective vacation.
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.
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.
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?
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?
Manager Tools Effective Manager Video Course Announcment
Announcing the Effecive Manager Video Course.
Conversational One on Ones
Our guidance on how to make One on Ones more conversational.
Hall of Fame: One on Ones - Part 1
The inaugural episode of our Hall of Fame Series: Our guidance on One on Ones.
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.
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.
How To Respond To a Request For A Raise - Part 1
Our guidance on how to respond to a request for a raise.
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.
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.
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.
Too Full Calendar Solutions - Meeting Attendance Delegation - Part 1
Our guidance on how to delegate meeting attendance, to address a chronically overbooked calendar.
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.
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.
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.
Meeting Notes - Dead Simple
How to take meeting notes and distribute them within 30 seconds of a meeting.
Phone Trees
We recommend you create, maintain, and periodically test a telephone alert system or "Phone Tree" for use in exigencies.
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.
Sending a Direct to an Industry Conference - Part 1
How to get the most out of sending a direct report to an industry conference.
Calendar Soup
Your calendar is not a puzzle, with perfectly interlocking pieces. It’s a soup.
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.
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.
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.
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.
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.
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.
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.
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.
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.
My Direct is Resigning Chapter 1 - Never Counter Offer - Part 1
Never make a counter-offer to an employee who has a competing offer.
Expanded Email Guidance #1
Part of our periodic series with rules about how to professionally handle email.
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.
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.
Adjusting Recurring Agendas
How to adjust a standing agenda for a recurring meeting
Get Your Directs a Mentor - Part 2
The conclusion of our series on why and how to get mentors for your directs.
Get Your Directs a Mentor
Why and how to get mentors for your directs.
Feedback Step 3 - Emotions Are Okay
It's okay to tell your directs how you feel (within professional limits) when giving them feedback.
Have You Talked To Them?
When your directs want you to adjudicate a fight, start by asking, "Have you talked to them?"
Notes From The Field - Q3 2014
We answer recurring questions from the field.
Meeting Self-Facilitation - Part 2
The conclusion of our series on how to manage the time you're given during a meeting.
Meeting Self-Facilitation
How to manage the time you're given during a meeting.
Feedback Doesn't Preclude - Chapter 1
Just saying, "Thank you," is an enormously powerful form of feedback.
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.