Manager Tools

Our Hall of Fame guidance on preparing for meetings or presentations where you need to persuade.

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.

Our Hall of Fame guidance on our first ever management koan.

Part 3 of our guidance on giving feedback to remote directs.

Part 2 of our guidance on giving feedback to remote directs.

Part 1 of our guidance on giving feedback to remote directs.

Part 2 of our response to a recent WSJ article that said annual reviews are a terrible way to evaluate employees.

Part 1 of our response to a recent WSJ article that said annual reviews are a terrible way to evaluate employees.

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.

Part 2 of our guidance on using MTDISC to change your behavior.

Part 1 of our guidance on using MTDISC to change your behavior.

Part 2 of our guidance on how to roll out the MTDISC Behavioral Instrument to your team.

This guidance describes how to roll out the MTDISC Behavioral Instrument to your team.

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.

Part 2 of the executive "War Room" experiences of Trevor Woods, Chief Information Officer, University of Sydney.

Part 1 of the executive "War Room" experiences of Trevor Woods, Chief Information Officer, University of Sydney.

We have launched our own DISC Profile: MTDISC. Here's what it is, why we did it, and what its benefits are.

Part 2 of our guidance on "The Previous Boss Rule".

Part 1 of our guidance on "The Previous Boss Rule".

Part 2 of our guidance on Managerial Economics.

Part 1 of our guidance on Managerial Economics.

The average manager is a terrible interviewer. In this series, we cover the most frequent and egregious mistakes, and how to correct them.

When most people miss a deadline, they prove they don't understand them.

Part 2 of our guidance on what to do when someone claims their feelings are hurt by someone else.

Part 1 of our guidance on what to do when someone claims their feelings are hurt by someone else.

Politics are necessary, and that means the effective manager learns how to compromise. Here are some simple rules.

Part 2 of the "family first" chapter of our continuing series on what to communicate to new directs.

Part 1 of the "family first" chapter of our continuing series on what to communicate to new directs.

Our Hall of Fame guidance on how to think more creatively about annual planning goals.

Our Hall Of Fame guidance on how to start setting annual goals, and why we do not like "SMART" goals.

Everybody thinks HR controls the hiring process. They don't.

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.

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.

Our guidance on the rules for measuring.

Part 2 of our guidance on what to do if you are required to conduct panel interviews.

Part 1 of our guidance on what to do if you are required to conduct panel interviews.

How to make your meetings as effective as possible in a hybrid office.

Continuing your Manager Tools One On Ones (MTO3's) in a hybrid office environment.

Here's what your managerial responsibilities are when your company brings its office workers back to the office.

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.

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.

Performance conversations and career conversations are connected, but also completely different.

Managers play a big role in vaccinations. It's just not what many think it is.

Part 2 of our guidance for how managers introduce training they send their people to.

Part 1 of our guidance for how managers introduce training they send their people to.

Part 2 of our guidance for the 2021 employment market.

Part 1 of our guidance for the 2021 employment market.

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.