Manager Tools

Part 3 of our guidance describing the most effective method of letting your directs know how they are performing: Feedback. Feedback shows someone the impact of their behavior, allowing them to change ineffective actions or continue doing things that help the team achieve its goals.

Part 2 of our guidance describing the most effective method of letting your directs know how they are performing: Feedback. Feedback shows someone the impact of their behavior, allowing them to change ineffective actions or continue doing things that help the team achieve its goals.

Part 1 of our guidance describing the most effective method of letting your directs know how they are performing: Feedback. Feedback shows someone the impact of their behavior, allowing them to change ineffective actions or continue doing things that help the team achieve its goals.

Part 3 of our detailed guidance on how to conduct the most important "manager tool" we've ever known or seen: Manager Tools One On Ones. These meetings help managers build trust, the professional measurement that correlates better than any other with results and retention.

Part 2 of our detailed guidance on how to conduct the most important "manager tool" we've ever known or seen: Manager Tools One On Ones. These meetings help managers build trust, the professional measurement that correlates better than any other with results and retention.

Part 1 of our detailed guidance on how to conduct the most important "manager tool" we've ever known or seen: Manager Tools One On Ones. These meetings help managers build trust, the professional measurement that correlates better than any other with results and retention.

Part 2 of our chapter two guidance on meetings for the proactive manager.

Part 1 of our chapter two guidance on meetings for the proactive manager.

Part 2 of our chapter one guidance on reporting for the proactive manager.

Part 1 of our chapter one guidance on reporting for the proactive manager.

Part 2 of our guidance on how to choose a managerial successor.

Part 1 of our guidance on how to choose a managerial successor.

Part 2 of our guidance on what to do when we don't understand in relationships.

You're going to get chewed out by your boss in public. It happens. Don't do anything publicly.

Part 1 of our guidance on what to do when we don't understand in relationships.

Part 2 of our guidance on what to do when your directs tell you they are too busy.

Part 1 of our guidance on what to do when your directs tell you they are too busy.

Our guidance on how to handle a sudden demotion.

Part 2 of our guidance on educating your directs on performance reviews early.

Part 1 of our guidance on educating your directs on performance reviews early.

Part 2 of our guidance on the salary discussions 2x2 matrix tool.

Just because a direct’s performance is exceptional doesn’t mean that they deserve a raise, believe it or not. Employee performance is only half of the equation.

You're going to get asked yes or no questions, and there are only three effective answers. Anything else is unprofessional, and what might be interpreted as weak. There's a difference between asked, "How's the project" - Inevitably, "fine;" and, "Are you 100% green this week?' Better questions get better answers. And when a professional gets a better question, a better answer is the best answer.

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.