Manager Tools

Flexible Coaching Deadlines 27.01.2014 ↓

This guidance recommends extending short coaching deadlines when your directs show that they can meet them, and keeping deadlines flexible based on performance.

Communicating Lateness 20.01.2014 ↓

This guidance describes how to communicate lateness for one's responsibilities.

Resolving Relationships That Have Gone Sour 02.01.2014 ↓

Our guidance on restarting relationships which have gone sour.

You Might Want to Consider ... 30.12.2013 ↓

Executives are often vague or indirect in giving feedback. One way they do so is to say, "You might want to think about..."

Visual Record-Keeping - Part 2 23.12.2013 ↓

The conclusion of our recommendation of using Visual Record-Keeping for meetings that require collaboration and discussion about future plans and discussions (versus historical discussions like status reporting).

Visual Record-Keeping - Part 1 16.12.2013 ↓

This guidance recommends using Visual Record-Keeping for meetings that require collaboration and discussion about future plans and discussions (versus historical discussions like status reporting).

Don't Change Metrics 09.12.2013 ↓

This guidance describes why not to change the metrics you use for your team's behaviors.

Horstman's Law Of Uncertainty 02.12.2013 ↓

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

Three Strikes Delegation 25.11.2013 ↓

This guidance describes what to do when a direct repeatedly says no to delegation asks.

My Direct Doesn't Want To Change 18.11.2013 ↓

This guidance describes how to interact with a direct who resists or refuses more, new, or different work because they're "comfortable where they are", or "not interested in promotion."

Politics 101 - Chapter 4 - Know Thine Enemies 11.11.2013 ↓

How to be more effective by planning for your enemies' inevitable efforts to undermine you.

Horstman's Noon Rule of Scheduling 04.11.2013 ↓

This guidance describes why your day "gets away from" you, and how to schedule more effectively.

Hiring "Overqualifieds" - Part 4 28.10.2013 ↓

The conclusion of our guidance on how – and why – to hire "overqualified" candidates.

Hiring "Overqualifieds" - Part 3 21.10.2013 ↓

Part 3 of our guidance on how – and why – to hire "overqualified" candidates.

Hiring "Overqualifieds" - Part 2 14.10.2013 ↓

This cast continues our guidance on how – and why – to hire "overqualified" candidates.

Hiring "Overqualifieds" - Part 1 07.10.2013 ↓

This guidance describes how – and why – to hire overqualified candidates.

No Dropping Dimes - Part 2 30.09.2013 ↓

The conclusion of our guidance recommending NOT announcing a colleague’s failure without a courtesy notification.

No Dropping Dimes - Part 1 23.09.2013 ↓

This guidance recommends NOT announcing a colleague’s failure without a courtesy notification.

Direct Internal Passport 14.09.2013 ↓

This guidance describes how to help directs understand how to work across organizational boundaries.

Coaching Example - Interrupting (Part 3) 09.09.2013 ↓

The conclusion of our series on how to coach someone to stop interrupting, using the Manager Tools Coaching Model.

Coaching Example - Interrupting (Part 2) 02.09.2013 ↓

Another cast on our series on how to coach someone to stop interrupting, using the Manager Tools Coaching Model.

Coaching Example - Interrupting (Part 1) 26.08.2013 ↓

How to coach someone to stop interrupting, using the Manager Tools Coaching Model.

Effective Interviewer Series - Logistics Clarity 19.08.2013 ↓

Our recommendations on how to communicate about logistics and schedules in advance of bringing a job candidate in for an interview. This cast is a public part of The Effective Interviewer Series of casts, which are a paid product.

First Meeting New Direct Series - Be Timely 11.08.2013 ↓

This guidance continues our recommendations about topics to cover with new directs, encouraging them to be on time with themselves, their work, and their commitments.

You Did Not Demonstrate - Part 2 05.08.2013 ↓

The conclusion of our guidance on how to share shortcomings in evaluations like reviews and interviews.