Manager Tools

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.

This cast describes the first principle of how to develop subordinate managers - Measure Basic Behaviors.

This cast provides guidance on giving feedback when coaching directs on their presentation skills, AND a detailed template managers can use when doing so.

This cast concludes our conversation on how to increase the chances that you will get to hire your favorite candidate when he or she has to interview elsewhere in the organization.

This cast describes how to increase the chances that you will get to hire your favorite candidate when he or she has to interview elsewhere in the organization.

This cast concludes our conversation on a behavioral change for an insidious practice of High C Managers: finding fault with recommendations and ideas.

This cast addresses a behavioral change for an insidious practice of High C Managers: finding fault with recommendations and ideas.

This cast describes how to refresh your One on Ones with your directs after you've been doing them for 1-2 years.