Manager Tools

This cast continues our discussion on whom to coach and develop on your team with your marginal time.

This guidance describes whom to coach and develop on your team with your marginal time.

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?

This cast concludes our discussion on how to use your calendar more proactively.

This guidance describes how to use your calendar more proactively.

This cast concludes our guidance on the right way to conduct One on Ones with your contract employees.

This guidance describes the right way to conduct One on Ones with your contract employees.

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.

This guidance describes how to learn about your skips and develop your direct report managers by discussing your skips on a regular basis.

This guidance describes how to prepare for the inevitable loss of gadgets and gadget power, most likely on while traveling.

This cast concludes our guidance on what a professional manager's role and limits are when it comes to being friends with our directs.

This guidance describes what a professional manager's role and limits are when it comes to being friends with our directs.

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.

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.

This guidance recommends having any of your directs who present, and maybe even yourself, join and attend a Toastmasters Chapter.

This guidance explains how to BEGIN to measure YOUR success in rolling out the Manager Tools Trinity – One on Ones, Feedback, Coaching, and Delegation.

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.

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.

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.

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.

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.

This cast concludes our recommendations on why and how to meet weekly, or regularly, with your peer managers.

This guidance recommends why and how to met weekly, or regularly, with your peer managers.

This guidance recommends how to give a lot of feedback about a specific event all at once.

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.

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.

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.

This guidance describes why and how effective managers insist on their directs pre-wiring information they brief to you.

This guidance describes how to run the first meeting you have with your team about a new project your team will be doing.

This cast concludes our discussion on how to assign tasks to your directs.

This guidance describes how to assign tasks to your directs.

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??

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??

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.

This guidance describes how to respond when, through any number of factors, you and your team are OVERWHELMED with lots of new work.

This guidance describes how to prepare your boss for attending any meeting you are running.

In this cast, we conclude our conversation on how to interview candidates by conducting multiple interviews.

In this cast, we continue our conversation on how to interview candidates by conducting multiple interviews.

This guidance describes how to interview candidates by conducting multiple interviews.

This guidance describes a technique for how to think more creatively about annual planning goals.

This guidance describes how managers ought to communicate organizational information to their team members.

This show concludes our recommendations on the professional approach to supporting choices you didn't champion.

This guidance recommends the professional approach to supporting choices you didn't champion.

This cast concludes our discussion on how to manage a High I direct based on some natural tendencies and weaknesses.

This guidance describes how to manage a High I direct based on some natural tendencies and weaknesses.

This guidance recommends giving negative feedback only after a second instance, and only ON the second instance.

This guidance describes whom to choose to mentor internally based on political considerations.

This guidance describes some simple things your admin can do to help you manage your calendar.

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.

This cast concludes our guidance on some simple things managers can do to improve the accountability and productivity of distant team members.