Manager Tools

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.

Never O'Clock Chapter One

Part 2 of our guidance on how to get more time to focus on your priorities.

Part 1 of our guidance on how to get more time to focus on your priorities.

Part 2 of our guidance for managers who are hesitant to make changes.

Part 1 of our guidance for managers who are hesitant to make changes.

On our 16th Anniversary show, we talk about our origins and what's to come.

Here's what to say to experienced directs who don't want weekly One On Ones.

Part 2 of our guidance on how to communicate prior to missing a deadline.

Part 1 of our guidance on how to communicate prior to missing a deadline.

Part 2 of our guidance on what to tell directs who want to have One On Ones less often than weekly.

Part 1 of our guidance on what to tell directs who want to have One On Ones less often than weekly.

The common way to end meeting discussions, "Is there anything else?" is ineffective.

Part 3 of our Hall Of Fame guidance on effective meetings.

Part 2 of our Hall Of Fame guidance on effective meetings.

Part 1 of our Hall Of Fame guidance on effective meetings.

Part 5 of our review of the data behind our guidance on feedback, which relies on tests we have run over the past nearly 30 years.

Part 4 of our review of the data behind our guidance on feedback, which relies on tests we have run over the past nearly 30 years.

Part 3 of our review of the data behind our guidance on feedback, which relies on tests we have run over the past nearly 30 years.

Part 2 of our review of the data behind our guidance on feedback, which relies on tests we have run over the past nearly 30 years.

Part 1 of our review of the data behind our guidance on feedback, which relies on tests we have run over the past nearly 30 years.

Part 4 of our guidance on feedback dialog.

Part 3 of our guidance on feedback dialog.

Part 2 of our guidance on feedback dialog.

Part 1 of our guidance on feedback dialog.

For any project or initiative you're starting, announce it to your team before you start. Announce it during Zero Week.

Part 3 of our guidance on escalation.

Part 2 of our guidance on escalation.

Part 1 of our guidance on escalation.

When your boss's peer tasks you, or requires work from you, we call that the The Aunt Trap. It used to be The Uncle Trap, but we modernized the reference.

If you're looking for efficiencies, cut out some of the reporting nobody reads anyway. Use Zero-Based Reporting.

Our Hall Of Fame guidance on how to get a better understanding of what your goals are from your boss.

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.

Part 4 of our guidance on what to do if a direct repeatedly says no to feedback.

Part 3 of our guidance on what to do if a direct repeatedly says no to feedback.

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 on what to do if a direct repeatedly says no to feedback.

Part 1 of our guidance on what to do if a direct repeatedly says no to feedback.

Part 2 of our guidance on what to do when a direct says yes to feedback, but you can tell they don't mean it.

Part 1 of our guidance on what to do when a direct says yes to feedback, but you can tell they don't mean it.

Part 2 of our guidance on decisions, not choices.

Part 1 of our guidance on decisions, not choices.

Part 3 of our guidance on creating organizational hiring criteria. There's more to creating great questions for interviews. You've got to know what and who you want, and how to evaluate answers.