Manager Tools

Lists And Agendas In One On Ones 01.04.2013 ↓

This guidance describes if and how to use lists and agendas during your One on Ones.

Diffusing Disagreements 25.03.2013 ↓

This guidance recommends a straightforward way to diffuse tension around, and overcome, objections others have to your ideas.

Email Three Times A Day - Part 2 18.03.2013 ↓

The conclusion of our guidance recommending doing email three times a day. ONLY three times a day.

Email Three Times A Day - Part 1 11.03.2013 ↓

This guidance recommends doing email three times a day. ONLY three times a day.

Never Step Out Of The Middle 04.03.2013 ↓

This guidance recommends managers never willingly allow their boss to talk to a skip directly.

Dealing With Vague Feedback - Part 2 25.02.2013 ↓

This guidance completes our discussion on how to respond to vague feedback from your boss or others.

Dealing With Vague Feedback - Part 1 18.02.2013 ↓

This guidance explains how to respond to vague feedback from your boss or others.

Politics 101 - Chapter 2 - Meeting Prep: Who Wants What 11.02.2013 ↓

This guidance tells you how to prepare for meetings where politics are going to play a role (which is to say, ALL of them).

Thank You For The Bad News 03.02.2013 ↓

This guidance tells you what to do when directs bring you bad news.

Negative Feedback Before Its Time 28.01.2013 ↓

This guidance recommends what to do when a direct would get negative feedback but it’s not yet time for it in the Trinity Rollout Process.

Positive Feedback Before Its Time 21.01.2013 ↓

This guidance recommends what to do when a direct would get positive feedback but it’s not yet time for it in the Trinity Rollout Process.

Overcoming Trinity Pushback - Chapter 1 - "One on Ones Are Micromanaging" 14.01.2013 ↓

This guidance tells you what to do when directs resist One on Ones because they are a form of "micromanaging."

How To Do Succession Planning - Chapter 4 - The Delivery Meeting 07.01.2013 ↓

This guidance tells you how to structure your briefing to your team around Simple Succession Planning.

Rules of Politics – Chapter One – Count Your Votes 31.12.2012 ↓

This guidance recommends knowing where decision makers and influencers stand on proposals and decisions that matter to you and your team.

Calendar Management Details – Chapter 2 Priorities In The Morning 24.12.2012 ↓

This guidance recommends proactively scheduling time for your key responsibilities in the morning, versus afternoon or early evening, "when everyone’s gone.

Your Directs' Resumes 17.12.2012 ↓

This guidance describes when we recommend a manager consider their directs’ resumes.

How To Do Succession Planning Chapter 3 – The Simple Form 10.12.2012 ↓

How to create a dead-simple Succession Planning Form.

One on Ones While Traveling - Part 2 02.12.2012 ↓

This guidance completes our recommendations on how to do One on Ones while you are traveling.

Effective Documentation - Part 2 25.11.2012 ↓

Part 2 of our guidance on how to document the performance of your directs and your communications with them.

Effective Documentation - Part 1 18.11.2012 ↓

Our guidance for how to document the performance of your directs and your communications with them.

How To Handle Meeting Killers – Chapter 6 Multitasking 12.11.2012 ↓

This guidance recommends how to address behaviors in meetings that reduce meeting effectiveness, based on a popular 2012 Wall Street Journal article. This Chapter deals with handling a multi-tasker and also reviews the Journal’s general meeting guidance.

Calendar Management Details Chapter 1 – Shorten Free Time 05.11.2012 ↓

How to improve your effectiveness by eliminating long open periods from of your calendar.

One on Ones While Traveling - Part 1 28.10.2012 ↓

This guidance recommends how to do One on Ones while you are traveling.

Inheriting A Poor Performer - Part 2 22.10.2012 ↓

This guidance discusses how to manage those directs whom you didn’t hire and who have a history of poor performance.

Inheriting A Poor Performer - Part 1 15.10.2012 ↓

This guidance discusses how to manage those directs whom you didn’t hire and who have a history of poor performance.