Manager Tools

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

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

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

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

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.

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.

This cast concludes our conversation on the Rule of 150, how it affects the growth of small companies and organizations, and how to address it.

This cast describes The Rule of 150, how it affects the growth of small companies and organizations, and how to address it.

This guidance describes how to choose what to delegate using a simple Venn Diagram – the intersection between the direct, the manager, and the organization.

The conclusion of our recommendations on how to influence others by asking for verbal commitments.

In this recommendation, Manager Tools describes how to influence others by asking for verbal commitments.

This cast concludes our conversation on LinkedIn and what it means for Managers.

This cast reviews our recent Career Tools guidance on LinkedIn, as well as highlights LinkedIn's recent Fortune magazine cover story, and recommends some basic LinkedIn behaviors for managers.

This cast describes one way to help your directs – when they are managers – to begin using the Manager Tools Management Trinity: One on Ones, Feedback, Coaching, and Delegation.

This cast concludes our conversation on a more effective way to set standards for getting one of your directs promoted.

This cast describes a more effective way to set standards for getting one of your directs promoted.

We conclude our conversation on how and why to delegate almost all of your routine reporting to your directs.

This cast describes how and why to delegate almost all of your routine reporting to your directs.

This cast addresses a behavioral change for an insidious practice of High D Managers: always putting results in front of relationships. People MATTER!

This cast addresses a behavioral change for an insidious practice of High S Managers: overprotecting your team.

This cast recommends building relationships internally at your organization when you attend training events.

This cast describes Manager Tools' first principle about managing directs from different cultures, based on the Wendii curve.

This cast addresses how to manage a high performer who is arrogant or dismissive of others.

This cast addresses how to stop intra-office gossip.

This cast addresses a behavioral change for an insidious practice of High I Managers: starting well and ending poorly.