Manager Tools

Part 2 of our guidance where we don't recommend you use Role Power very often. But when you do, it's good to know it's more powerful than you realize.

Part 1 of our guidance where we don't recommend you use Role Power very often. But when you do, it's good to know it's more powerful than you realize.

How important is a candidate's ability to use and remember names in an interview?

Part 4 of our review of the data backing our guidance on One-On-Ones.

Part 3 of our review of the data backing our guidance on One-On-Ones.

Part 2 of our review of the data backing our guidance on One-On-Ones.

Part 1 of our review of the data backing our guidance on One-On-Ones.

Human Resources often conducts phone screens of job opening candidates. Some times this is okay, but usually it's not.

This Hall of Fame cast explains how to capture interview results in a fast and simple meeting.

This Hall of Fame cast shares our most important principle in The Manager Tools Effective Hiring Process: Set the Bar HIGH.

Some folks push back against our feedback model because it's "nitpicking." It's not. Here's why.

Some folks push back against our feedback model because it's "nitpicking." It's not. Here's why.

If you've ever wondered whether what you're going through is normal, 'Is It Normal' will help you sort things out. Lots of us wonder if our experience is different enough from others that we should do something about it.

If you've ever wondered whether what you're going through is normal, 'Is It Normal' will help you sort things out. Lots of us wonder if our experience is different enough from others that we should do something about it.

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.

'Hire Slow, Fire Fast' is catchy. And wrong.

'Hire Slow, Fire Fast' is catchy. And wrong.

Uncommunicated processes are tyranny. Full stop.

Uncommunicated processes are tyranny. Full stop.

Part 4 of our overview of Case Study Interview techniques, questions, and preparation.

Part 3 of our overview of Case Study Interview techniques, questions, and preparation.

Part 2 of our overview of Case Study Interview techniques, questions, and preparation.

Part 1 of our overview of Case Study Interview techniques, questions, and preparation.

Part 2 of our responses to listeners' recommendations to the Inaugural MT Case Study, and reveal what actually happened.

We respond to listeners' recommendations to the Inaugural MT Case Study, and reveal what actually happened.

The Manager Tools Inaugural Interactive Case Study.

What are case studies? Taught in part with the Manager Tools Inaugural Interactive Case Study.

Part 4 of the the sixth chapter of our guidance on politics. Don't play politics. Build relationships. It's the same thing.

Part 3 of the the sixth chapter of our guidance on politics. Don't play politics. Build relationships. It's the same thing.

Part 2 of the the sixth chapter of our guidance on politics. Don't play politics. Build relationships. It's the same thing.

Part 1 of the the sixth chapter of our guidance on politics. Don't play politics. Build relationships. It's the same thing.

Despite our guidance to not use your laptop to take notes in One On Ones, there are many other uses of technology that will improve your critical weekly meetings with each of your directs.

This Hall of Fame guidance describes what to say when you don't have an answer to a question, even when it's urgent.

If you're hugging your colleagues, you're running the risk of a sexual harassment claim.

Our Hall of Fame guidance on employee retention. The best managers we know do a great job of retention. As a matter of fact, because it goes to the future potential of the organization, retention is one of Mark's favorite delineators of management talent. Strategy gets done more effectively in places where retention is good.

The Manager Tools Onboarding Checklist. Every task necessary to help a new hire become effective as quickly as possible.

The Manager Tools Onboarding Checklist. Every task necessary to help a new hire become effective as quickly as possible.

Your questions, our answers on what to do once you make a candidate an offer to turn them into a great team member.

Your questions, our answers on what to do once you make a candidate an offer to turn them into a great team member.

What to do once you make a candidate an offer to turn them into a great team member. Chapter 1 is the basics, why to have a process.

What to do once you make a candidate an offer to turn them into a great team member. Chapter 1 is the basics, why to have a process.

What to do once you make a candidate an offer to turn them into a great team member. Part 1 is the basics, why to have a process.

Our guidance on how you can improve someone's performance without fully coaching them. We use the example of running a meeting to illustrate.

Our guidance on how you can improve someone's performance without fully coaching them. We use the example of running a meeting to illustrate.

Sometimes managers don't want to do One On Ones. One of the reasons they give is, "I'm a creative person." Or, "I don't like step-by-step solutions." These reasons are weak, and you can overcome them easily.

Sometimes managers don't want to do One On Ones. One of the reasons they give is,"I'm a creative person." Or, "I don't like step-by-step solutions." These reasons are weak, and you can overcome them easily.

Power is necessary for organizational change and success, even if some of us would rather call it influence. But what is it? And how can I get some? And some more? It's not as hard as it sounds.

Power is necessary for organizational change and success, even if some of us would rather call it influence. But what is it? And how can I get some? And some more? It's not as hard as it sounds.

Power is necessary for organizational change and success, even if some of us would rather call it influence. But what is it? And how can I get some? And some more? It's not as hard as it sounds.