Manager Tools

Part 2 of our updated guidance on the Manager Tools Coaching Model.

Part 1 of our updated guidance on the Manager Tools Coaching Model.

This cast describes how to combat the normal tendency of directs to communicate LESS during a downturn.

In this cast, we conclude our conversation on how to delegate and manage projects more effectively based on the DiSC profiles of your team members.

This cast describes how to delegate and manage projects more effectively based on the DiSC profiles of your team members.

In this cast, we conclude our conversation about beginning change efforts in any organization

This cast describes how to begin any effort to change an organization.

The conclusion of our discussion on Project Manager One on Ones.

This cast explains the basics of how to have One on Ones with project team members  who do not report to you.

We've said it a hundred times, but we've never covered the basics of HOW to conduct a One on One on the phone. Clearly it works - Mark has shared that over half of the O3s he's done have been over the phone. Here's how.

This cast concludes our discussion on how to coach one of our directs on how to run our staff meeting which we have delegated to them.

This cast describes how to coach one of our directs on how to run our staff meeting which we have delegated to them.

This cast describes how to delegate running your staff meeting as part of succession planning.

This cast describes an executive priority management technique - One Less Thing - to free up your calendar.

This cast describes how to give negative feedback in an escalating way, over time, to improve performance.

What do we do when we've tried giving negative feedback but it doesn't seem to be working? We've given repeated instances of feedback, and yet we don't see a change in a direct's behavior? We give systemic feedback. And it's easy to give - it's just the four step standard feedback model with a change in focus. If you already know how to give standard feedback, systemic feedback is simple to implem...

This cast how to talk about layoffs when they are being considered. Many managers are torn when it comes to layoffs. Most of us know that when they happen, they're probably inevitable. We understand that layoffs are often a painful necessity (even though they're an admission of failure). We also know that the thought, rumor, or knowledge of layoffs is likely to create questions from our team. Just...

Most of us, when we have an angry and demeaning boss, tend to worry about ourselves first. We have to deal with most of the yelling, and most of the abuse. But if we have directs, we've got an additional responsibility. And our directs may be somewhat sheltered, but our boss can be REALLY threatening and fear‐inducing. We have a relationship of SOME sorts with this bad boss. But it's likely our di...

This cast describes how to decide between two good candidates in a hiring situation. We're NOT going to tell everyone who's trying to decide between two candidates whom they should pick. What we are going to do with this cast is tell you what factors are most effective in determining whom to hire, as well as walking you through a simple process for the decision.

This cast describes behaviors for managers to engage in to ensure that they deliver feedback ethically and professionally. Mark recently had an experience that was somewhat chilling for him. He was talking to a manager who wanted to show him how good he was at improving. This was a High D, forceful manager who described himself as "a recovering jerk". He was following the Manager Tools Feedback Mo...

This cast describes why and how to run your meetings without laptops. For our original cast on the Effective Meetings Protocol, check out "Effective Meetings - Get Out of Jail!"

In this cast, we complete our 2-part series on the Starter Feedback Model, an EVEN SIMPLER method for delivering feedback.

This cast describes an EVEN SIMPLER method for delivering feedback to help those managers who are struggling to implement it.

This cast describes what to do when a manager has two candidates for a job that meet the standard, but you can only offer one candidate.

This cast discusses a way to build your recruiting "bench" during market downturns.