Manager Tools

Simple Project Reporting Guidance 01.11.2010 ↓

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.

Distant Manager Basics - Part 2 25.10.2010 ↓

This cast concludes our guidance on some simple things managers can do to improve the accountability and productivity of distant team members.

Distant Manager Basics - Part 1 17.10.2010 ↓

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

Introducing Managerial Change 09.10.2010 ↓

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

Resistant Directs In One on Ones 04.10.2010 ↓

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

Managers and Governmental Politics – Part 2 27.09.2010 ↓

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

Managers and Governmental Politics – Part 1 19.09.2010 ↓

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

Succession Planning - Extending Your Network 12.09.2010 ↓

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

Effective Meetings Starter Model - Part 2 07.09.2010 ↓

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

Effective Meetings Starter Model - Part 1 30.08.2010 ↓

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

One on Ones – Work or Personal? 22.08.2010 ↓

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

One On Ones Are Business Meetings 15.08.2010 ↓

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

How To Handle Public Disagreement - Part 2 09.08.2010 ↓

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

How To Handle Public Disagreement - Part 1 02.08.2010 ↓

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

Third Party Negative Feedback – How To Decide 26.07.2010 ↓

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

Skip Level Feedback 19.07.2010 ↓

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

Calendar Control #1 – Say No 12.07.2010 ↓

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

Resolving Conflict With Internal Support Providers 10.07.2010 ↓

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

Assign Work AND Reporting 05.07.2010 ↓

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

Praise In Public, Criticize In Private Is WRONG 27.06.2010 ↓

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

Yes, Please Praise, Thank You 20.06.2010 ↓

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

Feedback – Public Or Private? 14.06.2010 ↓

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

Feedback Immediacy 07.06.2010 ↓

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

When NOT To Give Feedback - Part 2 31.05.2010 ↓

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.

When NOT To Give Feedback - Part 1 23.05.2010 ↓

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.