Manager Tools

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.

This guidance recommends some simple things managers can do to improve the accountability and productivity of distant team members.

This guidance recommends how to introduce changes in how you manage your team.

This guidance recommends how to have effective One on Ones with directs who are initially resistant.

This cast concludes our discussion on how effective managers address governmental politics at work.

This guidance recommends how effective managers address governmental politics at work.

This guidance recommends how to further your succession planning efforts by extending your network to your directs.

This cast concludes our conversation on an even more basic model for effective meetings than in our original guidance.

This cast describes an even more basic model for effective meetings than in our original guidance.

This guidance addresses how personal One on Ones ought to be – should they be all about family and personal stuff, or just about work?

This guidance addresses questions about the purpose and value of One on Ones, particularly for those directs who challenge the need for them.

This cast concludes our conversation on how to respond when someone disagrees publicly in an unprofessional way.

This cast describes how to respond when someone disagrees publicly in an unprofessional way.

This cast describes how to decide whether or not to give feedback to one of your directs based on someone else's input.

This cast describes how to deliver feedback to skip level associates.

This cast describes a simple technique for controlling one's calendar, thereby keeping more time available for primary objectives.

This cast gives our guidance on how to deal with conflict with internal support providers.

This guidance recommends assigning both the reporting of work and the work itself when delegating.

This guidance disagrees with the old notion of praise in public, criticize in private, and recommends more effective behaviors.

This guidance recommends how to deliver both praise and feedback (though not together), and why they are both valuable – and completely different.

This guidance describes whether or not to give feedback in public, or in private . . . or neither.

This cast describes WHEN to give feedback. How fast is too fast? How slow is too slow?

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.

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.

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.

This cast describes The Rule of 150, how it affects the growth of small companies and organizations, and how to address it.

This guidance describes how to choose what to delegate using a simple Venn Diagram – the intersection between the direct, the manager, and the organization.

The conclusion of our recommendations on how to influence others by asking for verbal commitments.

In this recommendation, Manager Tools describes how to influence others by asking for verbal commitments.

This cast concludes our conversation on LinkedIn and what it means for Managers.

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.

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.

This cast concludes our conversation on a more effective way to set standards for getting one of your directs promoted.

This cast describes a more effective way to set standards for getting one of your directs promoted.

We conclude our conversation on how and why to delegate almost all of your routine reporting to your directs.