Over Assigning And Delegating Work - Part 1

One on Ones - Part 1 (Updated)

Mark and Mike discuss the single most effective management tool - the one-on-one.

One on Ones - Part 2 (Updated)

Mark and Mike continue their discussion on the single most effective management tool - the one-on-one.

One on Ones - Part 3 (Updated)

Mark and Mike finish their discussion on the single most effective management tool - the one-on-one.

Questions and Answers on One-on-Ones

In today's show we continue our conversation on one-on-ones. In addition to a brief review (very brief -- not a substitute for listening to the previous two shows!), we review a number of questions and finer points.

Giving Effective Feedback - Part 1 (Updated)

In this week's podcast, Mike and Mark share a technique managers can use to give feedback to their team members. Feedback is the most frequently-used tool of effective managers. What is 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.

Giving Effective Feedback - Part 2 (Updated)

In this week's podcast, Mike and Mark share a technique managers can use to give feedback to their team members. Feedback is the most frequently-used tool of effective managers. What is 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.

Giving Effective Feedback - Part 3 (Updated)

In this week's podcast, Mike and Mark share a technique managers can use to give feedback to their team members. Feedback is the most frequently-used tool of effective managers. What is 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.

Giving Effective Feedback - Part 4 (Updated)

In this week's podcast, Mike and Mark share a technique managers can use to give feedback to their team members. Feedback is the most frequently-used tool of effective managers. What is 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.

Feedback - Revisited!

We've received a great many questions, comments, and kudos for our show in July on the Feedback Model. Many listeners are discovering the power of feedback, of taking it out of the realm of the rare and into the stream of the every day. Not to sound repetitive, but most managers see feedback as akin to holding their breath - waiting as long as possible, and then creating a lot of sound and often fury. The Feedback Model tells us to see feedback like breathing - so regular as to become unnoticed.Many of you have written asking questions about how to counter some of the typical responses to the feedback you give. "What do I do or say when they tell me they'll 'think about it'? What if they SAY they'll make the change, only to continue in their ineffective behavior patterns? As you might imagine, we've dealt with these issues before, and this show talks about the approach to take, and once again, gives you SPECIFIC things to say and why they work.We do a brief review of the feedback model at the front of the cast, but still encourage you to give a listen to our original cast, in the July Archives.

Improve Your Feedback

It's been quite a while since we talked about feedback. We think one of the reasons for that is that there's some negativity to it. What we mean by that is that one on ones are an easy winner. It's about your team member, they want more time with you, a half hour with you every week seems too good to be true. And, if you've stuck to it, you've noticed improvements in areas that go beyond just employee relationships. Maybe they're kind of hard on your schedule INITIALLY, but they're perceived positively.

The Art of Delegation - Part 1 (Updated)

Today, Mark and I discuss the topic of Delegation. There probably isn't a management book out there that doesn't talk about the importance of delegation. However, very seldom does the author get into the type of detail we'll discuss today. Today, we cover the "how to" ... how to determine what and to whom to delegate and specifically what specific steps to take when delegating to an individual.

The Art of Delegation - Part 2 (Updated)

Today, Mark and I discuss the topic of Delegation. There probably isn't a management book out there that doesn't talk about the importance of delegation. However, very seldom does the author get into the type of detail we'll discuss today. Today, we cover the "how to" ... how to determine what and to whom to delegate and specifically what specific steps to take when delegating to an individual.

The Juggling Koan

Mark recently blogged with our first ever management koan, "What Would An Effective Manager Do?" In this cast, we share the answer.

Effective Meetings - Get Out of Jail!

How to do you feel about most of the meetings you attend? Are they productive, or generally considered a waste of time? Do you attend too many meetings? How do others value the meetings *you* run? If you are like most managers we know, your experience in running and participating in meetings is less than ideal.

Effective Meetings - Part Two

Today we cover the second in our series on effective meetings.

Effective Meetings - There’s More!

Today we wrap-up our conversation on effective meetings, as well as answer some listener questions on meetings, one-on-ones, and feedback.

Rolling Out the Manager Tools’ Trinity - Part 1

This cast describes how to gradually implement Manager Tools’ Management Trinity (One on Ones, Feedback, Coaching - and Delegation!). We’ve been asked a thousand questions about what to do and when to do it when it comes to the Management Trinity, and we’ve finally gotten frustrated enough to do something about it. We assumed that [...]

Rolling Out the Manager Tools’ Trinity - Part 2

This cast includes Part 2 of our discussion on how to implement the Manager Tools’ Management Trinity (One on Ones, Feedback, Coaching - and Delegation!).

Rolling Out the Manager Tools’ Trinity - Part 3

This cast includes Part 3 of our discussion on how to implement the Manager Tools’ Management Trinity (One on Ones, Feedback, Coaching).

Rolling Out the Manager Tools’ Trinity - Part 4

This cast includes Part 4 of our discussion on how to implement the Manager Tools’ Management Trinity (One on Ones, Feedback, Coaching).

Horstman's Law of Project Management - Part 1

In this cast we describe Horstman's Law of Project Management: Who Does What By When. We've talked and joked about it many times, and this cast will put to rest the details of Horstman's Law of Project Management (HLPM). Mark came up with it several years ago, to help a group of young managers get over their fear of working on fairly complex software development projects. It was actually born over a dinner at Mexican restaurant in Dallas! The concept is simple: all projects are simply tasks, done by people, within certain time frames. Despite all protestations to the contrary, no matter how complex the project, they all boil down to who is responsible for doing something, what they're responsible for, and when they have to have it done by. Complex tools can be helpful, but only on really large projects (and almost nobody looks at them anyway ;-) ). Keep it simple with HLPM. Here's how.

Horstman's Law of Project Management - Part 2

Part 2 of our series on Horstman's Law of Project Management.

Horstman's Law of Project Management - Part 3

Part 3 of our series on Horstman's Law of Project Management.

Horstman's Law of Project Management - Part 4

Part 4 of our series on Horstman's Law of Project Management.

Bench Development in a Downturn

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

Manager Tools ONE DAY Effective Manager Conference Washington DC Area

March 24, 2009 - Embassy Suites Dulles - North/Loudon We’re pleased to offer you the first ever opportunity to attend a ONE DAY Effective Manager Conference (EMC) on March 24th in the Washington DC area.

How To Handle Two Viable Job Candidates

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.

The Starter Feedback Model - Part 1

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

The Starter Feedback Model - Part 2

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

Effective Meetings - No Laptops

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!"

The Heart of Feedback

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 Model, but wasn't getting results? Why is that? Because he was violating the purpose of feedback, to encourage effective behavior. Feedback that meets the purpose of feedback must come from a positive place, from emotions of love and not fear, of respect and not intimidation. We have a series of recommendations for all of us to do before we give feedback, so that we all stay mindful of WHY we're giving feedback, and what its purpose is: to encourage effective behavior.

Deciding Between Two Good Candidates

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.

Bad Boss #1 - When You Have Directs

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 directs ONLY see our boss at his or her worst. And, we almost always underestimate how much more fear our directs feel for their "skip‐boss" than we do. We've got to talk to our directs about this kind of boss, in a professional way, and we've got to have a consistent approach for dealing with the problems an angry and demeaning boss creates for our team. Here's how.

Layoff Communications Part 1: Openly Confidential

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 a rumor of a rumor will induce fear. So what are the rules about communicating about layoffs? What do we say when asked? How should we say it? Can we lie?

Systemic Feedback

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 implement...yet its simplicity belies its power. Really well delivered systemic feedback is exceptionally hard to ignore, and lays excellent groundwork for further efforts if the direct doesn't change his or her behavior.

The Feedback Continuum

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

One Less Thing - Free Up Your Calendar

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

Staff Meeting Delegation and Succession Planning

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

Coaching the Meeting Delegation- Part 1

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

Coaching the Meeting Delegation- Part 2

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.

Phone One on Ones

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.

Project Manager One on Ones - Part 1

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

Project Manager One on Ones - Part 2

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

Change Leadership, What's My Visual - Part 1

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

Change Leadership, What's My Visual - Part 2

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

Simple DiSC, Delegation, And Project Management - Part 1

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

Simple DiSC®, Delegation, And Project Management - Part 2

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.

Fighting The Downturn Silence

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

The Coaching Model - Part 1

This cast describes the Manager Tools Revised Coaching Model.

The Coaching Model - Part 2

In this cast, we complete our discussion of the Revised Manager Tools Coaching Model.

What To Delegate

This cast recommends simple choices for what to delegate to our directs.

Team Formation – How Big?

This cast describes how big to size a team when forming it.

Project Manager Feedback

This cast describes how give feedback to a project team member if you are a project manager.

Quick and Dirty Choosing a Number Two

This cast describes a quick and dirty way to choose an interim replacement or number two for your role as manager.

Direct Relationships Acid Test

This cast prescribes asking your directs what their children's names are.

Admin Trip Folders - Part 1

This cast describes a standard practice of administrative assistants helping managers prepare for business travel.

Admin Trip Folders – Part 2

This cast concludes our discussion on a standard practice of administrative assistants helping managers prepare for business travel.

The First Question In Your One on One

This cast describes how to start every One on One.

Timely Meetings – Part 1

This cast describes how to run timely meetings.

Timely Meetings – Part 2

This cast concludes our conversation on how to run timely meetings.

The Management Trinity - Part 1

This cast describes the origins of the Management Trinity: why we preach it, and how it came to be.

The Management Trinity - Part 2

In this cast, we continue our conversation on the origins of the Management Trinity, focusing on One on Ones and Feedback.

The Management Trinity - Part 3

In this cast, we conclude our conversation on the origins of the Management Trinity, focusing on Coaching and Delegation.

Managers and Confidentiality

This cast recommends how managers handle requests for confidentiality from their directs.

Owning The Inputs - Part 1

This cast recommends how to handle a direct who blames another direct for their failure to deliver a task on time.

Owning The Inputs - Part 2

This cast concludes our conversation on handling a direct who blames another direct for their failure to deliver a task on time.

My Boss Skips Me

This cast describes how to work with a boss who repeatedly skips over a manager and works directly with your directs (his or her "skips").

The One On One Refresh

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

High C Manager Simple Downfall - Part 1

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

High C Manager Simple Downfall - Part 2

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

Favorite Candidate Interview Preparation - Part 1

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.

Favorite Candidate Interview Preparation - Part 2

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.

Coaching/Feedback Template For Presentations

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

Developing Subordinate Managers - Chapter 1

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

The High I Manager Simple Downfall

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

How To Stop Gossip

This cast addresses how to stop intra-office gossip.

How To Manage An Arrogant Producer

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

Managing Cultural Diversity - The Wendii Curve

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

Intra-Company Training Network Building

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

High S Manager Simple Downfall

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

High D Manager Simple Downfall

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

Delegate Your Reporting

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

Delegate Your Reporting - Part 2

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

The Manager Tools Promotion Standard: 150% - Part 1

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

The Manager Tools Promotion Standard: 150% - Part 2

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

Rolling DOWN The Trinity

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.

LinkedIn For Managers - Part 1

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.

LinkedIn For Managers - Part 2

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

Influence Through Verbal Commitments - Part 1

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

Influence Through Verbal Commitments - Part 2

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

How To Choose What To Delegate

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

Small Company Systems – The Rule of 150, Part 1

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

Small Company Systems – The Rule of 150, Part 2

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.

When NOT To Give Feedback - Part 1

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.

When NOT To Give Feedback - Part 2

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.

Feedback Immediacy

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

Feedback – Public Or Private?

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

Yes, Please Praise, Thank You

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

Praise In Public, Criticize In Private Is WRONG

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

Assign Work AND Reporting

This guidance recommends assigning both the reporting of work and the work itself when delegating.

Calendar Control #1 – Say No

This cast describes a simple technique for controlling one's calendar, thereby keeping more time available for primary objectives.

Skip Level Feedback

This cast describes how to deliver feedback to skip level associates.

Third Party Negative Feedback – How To Decide

This cast describes how to decide whether or not to give feedback to one of your directs based on someone else's input.

How To Handle Public Disagreement - Part 1

This cast describes how to respond when someone disagrees publicly in an unprofessional way.

How To Handle Public Disagreement - Part 2

This cast concludes our conversation on how to respond when someone disagrees publicly in an unprofessional way.

One On Ones Are Business Meetings

This guidance addresses questions about the purpose and value of One on Ones, particularly for those directs who challenge the need for them.

One on Ones – Work or Personal?

This guidance addresses how personal One on Ones ought to be – should they be all about family and personal stuff, or just about work?

Effective Meetings Starter Model - Part 1

This cast describes an even more basic model for effective meetings than in our original guidance.

Effective Meetings Starter Model - Part 2

This cast concludes our conversation on an even more basic model for effective meetings than in our original guidance.

Succession Planning - Extending Your Network

This guidance recommends how to further your succession planning efforts by extending your network to your directs.

Managers and Governmental Politics – Part 1

This guidance recommends how effective managers address governmental politics at work.

Managers and Governmental Politics – Part 2

This cast concludes our discussion on how effective managers address governmental politics at work.

Resistant Directs In One on Ones

This guidance recommends how to have effective One on Ones with directs who are initially resistant.

Introducing Managerial Change

This guidance recommends how to introduce changes in how you manage your team.

Distant Manager Basics - Part 1

This guidance recommends some simple things managers can do to improve the accountability and productivity of distant team members.

Distant Manager Basics - Part 2

This cast concludes our guidance on some simple things managers can do to improve the accountability and productivity of distant team members.

Simple Project Reporting Guidance

This guidance describes how to assign a project to a direct and set up some simple reporting that will greatly increase early (and overall) success.

Calendar Changes And Your Admin

This guidance describes some simple things your admin can do to help you manage your calendar.

Mentoring With Political Smarts

This guidance describes whom to choose to mentor internally based on political considerations.

Not Too Picky Feedback

This guidance recommends giving negative feedback only after a second instance, and only ON the second instance.

Managing A High I: Dangers Part 1

This guidance describes how to manage a High I direct based on some natural tendencies and weaknesses.

Managing A High I: Dangers Part 2

This cast concludes our discussion on how to manage a High I direct based on some natural tendencies and weaknesses.

Professional Subordination - Part 1

This guidance recommends the professional approach to supporting choices you didn't champion.

Professional Subordination - Part 2

This show concludes our recommendations on the professional approach to supporting choices you didn't champion.

Managers Are Communicated THROUGH

This guidance describes how managers ought to communicate organizational information to their team members.

Assumptive Goal Setting

This guidance describes a technique for how to think more creatively about annual planning goals.

Conduct Multiple Interviews, Chapter 1 - Part 1

This guidance describes how to interview candidates by conducting multiple interviews.

Conduct Multiple Interviews, Chapter 1 - Part 2

In this cast, we continue our conversation on how to interview candidates by conducting multiple interviews.

Conduct Multiple Interviews, Chapter 1 - Part 3

In this cast, we conclude our conversation on how to interview candidates by conducting multiple interviews.

Boss Meeting Prep - No Surprises

This guidance describes how to prepare your boss for attending any meeting you are running.

How To Manage A Massive Workload Increase - Part 1

This guidance describes how to respond when, through any number of factors, you and your team are OVERWHELMED with lots of new work.

How To Manage A Massive Workload Increase - Part 2

This cast continues our guidance on how to respond when, through any number of factors, you and your team are OVERWHELMED with lots of new work.

How To Manage A Massive Workload Increase - Part 3

This cast continues (Part 3 of 4) our guidance on how to respond when, through any number of factors, you and your team are OVERWHELMED with lots of new work. Perhaps it's a layoff, perhaps it's a re-organization, perhaps it's because you're GOOD. Regardless, what do you DO??

How To Manage A Massive Workload Increase - Part 4

This cast concludes (Part 4 of 4) our guidance on how to respond when, through any number of factors, you and your team are OVERWHELMED with lots of new work. Perhaps it's a layoff, perhaps it's a re-organization, perhaps it's because you're GOOD. Regardless, what do you DO??

How To Assign Work Tasks - Part 1

This guidance describes how to assign tasks to your directs.

How To Assign Work Tasks - Part 2

This cast concludes our discussion on how to assign tasks to your directs.

How To Run A SPOT Project Kickoff Meeting

This guidance describes how to run the first meeting you have with your team about a new project your team will be doing.

Internal Team Pre-Wires

This guidance describes why and how effective managers insist on their directs pre-wiring information they brief to you.

How To Manage A Disgruntled Non-Promoted Direct - Part 1

This guidance recommends how to manage one of your directs who wanted the job you’re in now, and you may have reason to believe that they will hold it against you.

How To Manage A Disgruntled Non-Promoted Direct - Part 2

This cast continues our guidance on how to manage one of your directs who wanted the job you’re in now, and you may have reason to believe that they will hold it against you.

How To Manage A Disgruntled Non-Promoted Direct - Part 3

This cast concludes our guidance on how to manage one of your directs who wanted the job you’re in now, and you may have reason to believe that they will hold it against you.

Event Based Feedback

This guidance recommends how to give a lot of feedback about a specific event all at once.

Peer One on Ones - Part 1

This guidance recommends why and how to met weekly, or regularly, with your peer managers.

Peer One on Ones - Part 2

This cast concludes our recommendations on why and how to meet weekly, or regularly, with your peer managers.

Over Assigning And Delegating Work - Part 1

This guidance recommends developing your directs by always having them have more to do than they have time to do…by assigning and delegating more work than they think they can do.

Over Assigning And Delegating Work - Part 2

This cast continues our recommendations on developing your directs by always having them have more to do than they have time to do ... by assigning and delegating more work than they think they can do.

Over Assigning And Delegating Work - Part 3

This cast concludes our recommendations on developing your directs by always having them have more to do than they have time to do ... by assigning and delegating more work than they think they can do.

The One Third-Planning Rule - Part 1

This guidance explains the One-Third Planning Rule: when assessing and assigning work to your team, never take more than 1/3 of the available time to do so.

The One Third-Planning Rule - Part 2

This cast concludes our guidance explaining the One-Third Planning Rule: when assessing and assigning work to your team, never take more than 1/3 of the available time to do so.

Measuring The Trinity - Chapter 1

This guidance explains how to BEGIN to measure YOUR success in rolling out the Manager Tools Trinity – One on Ones, Feedback, Coaching, and Delegation.

Coaching Presenting Skills With Toastmasters

This guidance recommends having any of your directs who present, and maybe even yourself, join and attend a Toastmasters Chapter.

There Is No Why In Feedback - Part 1

This guidance describes what to do and why when directs want to describe why they did what they did when you have given them negative feedback.

There Is No Why In Feedback - Part 2

This cast concludes our guidance on what to do and why when directs want to describe why they did what they did when you have given them negative feedback.

Can I Be Friends With My Directs? - Part 1

This guidance describes what a professional manager's role and limits are when it comes to being friends with our directs.

Can I Be Friends With My Directs? - Part 2

This cast concludes our guidance on what a professional manager's role and limits are when it comes to being friends with our directs.

Travel EMP

This guidance describes how to prepare for the inevitable loss of gadgets and gadget power, most likely on while traveling.

Bi-Monthly Skip Level Reviews - Part 1

This guidance describes how to learn about your skips and develop your direct report managers by discussing your skips on a regular basis.

Bi-Monthly Skip Level Reviews - Part 2

This guidance concludes our discussion on how to learn about your skips and develop your direct report managers by discussing your skips on a regular basis.

Contract Employee One On Ones - Part 1

This guidance describes the right way to conduct One on Ones with your contract employees.

Contract Employee One On Ones - Part 2

This cast concludes our guidance on the right way to conduct One on Ones with your contract employees.

Right Of First Refusal - Part 1

This guidance describes how to use your calendar more proactively.

Right Of First Refusal - Part 2

This cast concludes our discussion on how to use your calendar more proactively.

The Coaching Dilemma Introduction

A short (8 min) extra cast where Mark introduces the Coaching Dilemma and solicits YOUR responses. What do you think is the correct answer to the dilemma?

The Coaching Dilemma - Part 1

This guidance describes whom to coach and develop on your team with your marginal time.

The Coaching Dilemma - Part 2

This cast continues our discussion on whom to coach and develop on your team with your marginal time.

Top And Bottom Performer Reporting

This guidance describes how to be ready to talk with your boss about your team.

One On One Note-Taking Recommendations

This guidance describes some simple improvements most managers can make to help them take better notes during their One on Ones.

Project Meeting Reporting - Part 1

This guidance describes how to have project statuses reported and discussed.

Project Meeting Reporting - Part 2

This cast concludes our guidance on how to have project statuses reported and discussed.

Interview with Jim Collins, Author of Great by Choice

Mark recently had a chance to sit down and talk with Jim Collins about his most recent book, Great by Choice. You won't want to miss it.

Taking Notes In Interviews - Chapter 1

This guidance recommends the best way to take notes during interviews.

The Project Management Drumbeat Meeting - Part 1

This guidance describes how to manage work and decisions being done on a project.

The Project Management Drumbeat Meeting - Part 2

This guidance describes how to manage work and decisions being done on a project.

Project Status Reporting Simple Feedback - Part 1

This guidance describes how to give feedback on how you want projects reported on.

Project Status Reporting Simple Feedback - Part 2

This cast concludes our guidance on how to give feedback on how you want projects reported on.

The Steel Cage Death Match Meetings - Part 1

This guidance describes how to prepare for Steel Cage Death Match Meetings.

The Steel Cage Death Match Meetings - Part 2

This cast concludes our guidance on how to prepare for Steel Cage Death Match Meetings.

Ending A Bad Interview - Part 1

This guidance describes when and how to end an interview with a candidate you won't hire.

Ending A Bad Interview - Part 2

This guidance concludes our discussion on when and how to end an interview with a candidate you won't hire.

New Direct - First Day Meeting (500th Cast)

This guidance describes the first meeting a manager ought to have with a new team member.

Routine Town Hall Meetings - Part 1

This guidance describes how to run a Routine Town Hall Meeting for your organization.

Routine Town Hall Meetings - Part 2

This cast concludes our guidance on how to run a Routine Town Hall Meeting for your organization.

The First Rule Of Probing In An Interview

This guidance describes the most important to ask further questions about during an interview.

The 45 Minute Meeting

This guidance describes how to schedule hour-long meetings, which are often back-to-back-to-back, in only 45 minutes.

Measuring Feedback Chapter 1 - Part 1

This guidance describes how to measure the amount of feedback you’re delivering to your directs.

Measuring Feedback Chapter 1 - Part 2

This cast concludes our guidance on how to measure the amount of feedback you’re delivering to your directs.

Internal Support Roles And Responsibilities - Part 1

We believe this podcast, while a Career Tools cast, is of particular interest to our Manager Tools listeners as well. So, we're providing this as an additional cast for our Manager Tools listeners and Individual Licensees – Our guidance how to obtain the requirements you need when working as an internal support provider.

Do NOT Give Feedback To Your Boss

This guidance describes how and why NOT to give feedback to your boss.

Internal Support Roles And Responsibilities - Part 2

The conclusion of our guidance on how to obtain the requirements you need when working as an internal support provider.

The Fruit Bowl At Meetings

This guidance describes how to use a “Fruit Bowl” to eliminate cell phone distractions at meetings.

Delegating To The Floor

This guidance describes how to help individual contributors handle an overload in work.

Bench Evaluation Chapter 1: Probing

This guidance describes how to interview those colleagues on your bench…without interviewing them.

Ethics - Part 1

Our guidance on ethical behavior. Although this show was originally recorded as a Career Tools cast, we've included it for free for our Manager Tools listeners and Licensees given the underlying assumption of ethical behavior in all our recommendations.

How To Avoid Reverse Delegation

This guidance describes how to avoid having your directs give you work that you’ve already assigned to them.

Ethics - Part 2

The conclusion of our guidance on ethical behavior.

How To Use A RACI Matrix

This guidance describes how to use a RACI [Responsible, Accountable, Consult, Inform] Matrix when determining project responsibilities.

And Not But Meeting Ground Rule

This guidance recommends a standing ground rule at all meetings: No “buts,” only “and”.

Feedback From Your Directs - What To Say - Part 1

This guidance tells you what to say when your directs say, "Can I give YOU some feedback?"

Feedback From Your Directs - What To Say - Part 2

This cast concludes our guidance on what to say when your directs say, “Can I give YOU some feedback?”

Aggregated Behaviors Are Performance - Part 1

This guidance recommends focusing on behaviors because behaviors are measurable and aggregated behaviors ARE performance.

Aggregated Behaviors Are Performance - Part 2

This cast concludes our recommendations on focusing on behaviors because behaviors are measurable and aggregated behaviors ARE performance.

"But I LIKE Doing That Part Of My Job!"

This guidance recommends how to address a direct who likes part of his/her job and won’t stop doing it, or won’t focus on other areas that are more valuable.

How To Address Social Media Abuse

This guidance tells you what to do when one of your directs spends too much time on social media.

Big To Small Meeting Agendas

This guidance tells you how to structure meeting agendas around the biggest, most important items.

How To Handle Meeting Killers - The Jokester

This guidance recommends how to address behaviors in meetings that reduce meeting effectiveness.

The Morning Greeting

This guidance recommends greeting all of your directs when you first interact with them each morning, and how to do it.

How To Do Succession Planning Chapter 1 – Ready Now, Ready Next

This guidance recommends the 'Ready Now/Ready Next' Approach to Succession Planning.

How To Do One On Ones With Shift Workers

This guidance tells you how to do One on Ones with your directs who work a different shift than you do.

How To Handle Meeting Killers - The Dominator

This guidance recommends how to address behaviors in meetings that reduce meeting effectiveness.

Common One On One Mistakes - Chapter One - Agenda Fascism

This guidance tells you how to avoid the mistake of “Agenda Fascism” in One on Ones.

Self Development Informal 360 Degree

This guidance tells you how to potentially get some informal self development guidance from your manager by asking three simple questions.

How To Handle Meeting Killers - The Naysayer

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 Naysayer – someone who tries to kill every idea, even after everyone’s agreed.

How To Do Succession Planning - Chapter 2

This guidance tells you how to use performance evaluations to improve your basic succession planning.

How To Deliver An Unofficial Review

This guidance describes how to deliver an unofficial performance evaluation when you need to communicate something that can’t go on an official eval.

How To Deliver A Shot Across The Bow Review

This guidance describes how to deliver an unofficial performance evaluation when your direct is failing and may either not realize it or is resisting changing.

Ask For What You Want

This guidance recommends asking your directs for work to be done - meaning requesting things in the form of a question – rather than stating your desire for something to occur.

The Part After Feedback - Chapter One - Part 1

This guidance describes how to respond initially to a direct who pushes back in various ways to an instance of feedback.

The Part After Feedback - Chapter One - Part 2

The conclusion of our guidance on how to respond initially to a direct who pushes back in various ways to an instance of feedback.

Work Family Balance - Chapter 1 - Go Home

This guidance describes the fundamental error in trying to achieve “Work-Family Balance” and how to solve it forever.

How To Handle Meeting Killers - The Silent Plotter

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 Silent Plotter – someone who tries to kill every idea, even after everyone’s agreed.

Executive Career Management - If Not You Who?

This guidance describes a simple way executive succession planning is often done, and the key to mastering it.

Never Ask A Question Of A Direct (Whose Answer You Don’t Intend to Honor)

We recently published guidance recommending that managers ask directs for their efforts, rather than commanding. Can't they say "no"? Yes.

Admit Your Mistakes

This guidance recommends admitting your mistakes openly as a manager, to your team, to enhance candor and openness from your team members.

How To Handle Meeting Killers - The Rambler

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 Rambler – someone who talks and talks and talks ... and talks.

Inheriting A Poor Performer - Part 1

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 2

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

One on Ones While Traveling - Part 1

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

Podcast Awards 2012 Voting

The Podcast Awards voting phase has arrived, and we'd like you to vote for Manager Tools in the Business and People's Choice categories at PodcastAwards.com every day for the next 15 days.

Calendar Management Details Chapter 1 – Shorten Free Time

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

How To Handle Meeting Killers – Chapter 6 Multitasking

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.

Effective Documentation - Part 1

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

Effective Documentation - Part 2

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

One on Ones While Traveling - Part 2

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

How To Do Succession Planning Chapter 3 – The Simple Form

How to create a dead-simple Succession Planning Form.

Your Directs' Resumes

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

Calendar Management Details – Chapter 2 Priorities In The Morning

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

Rules of Politics – Chapter One – Count Your Votes

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

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

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

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

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

Positive Feedback Before Its Time

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.

Negative Feedback Before Its Time

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.

Thank You For The Bad News

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

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

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

Dealing With Vague Feedback - Part 1

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

Dealing With Vague Feedback - Part 2

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

Never Step Out Of The Middle

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

Email Three Times A Day - Part 1

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

Email Three Times A Day - Part 2

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

Conferences Promotion

Find out about the value of Manager Tools' Conferences.

Diffusing Disagreements

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

Lists And Agendas In One On Ones

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

Project Management Basics - Now And Later Tasks

This guidance describes how to quickly assign tasks in a project without getting bogged down in details.

First Meeting With A New Direct - Ask Questions

This guidance continues our recommendations about topics to cover with new directs, encouraging them to ask questions about everything they don’t understand.

The Collaborative Manager - Chapter 1 - More Ideas

This guidance helps managers be more collaborative by getting more input from their team members.

Politics 101 - Chapter 3 - The Myth Of The Just World (Part 1)

This guidance recommends professionals abandon their belief in the myth of a just world and "play politics".

Politics 101 - Chapter 3 - The Myth Of The Just World (Part 2)

The conclusion of our recommendations on professionals abandoning their belief in the myth of a just world and 'play politics'.

Measuring Feedback Chapter 2 Overweight Top Performers - Part 1

This guidance recommends giving more positive (and then negative) feedback to a manager’s top performers, rather than trying to spread feedback out equally.

Measuring Feedback Chapter 2 Overweight Top Performers - Part 2

The conclusion of our guidance recommending giving more positive (and then negative) feedback to a manager’s top performers, rather than trying to spread feedback out equally.

One On One Development Analysis Check

This guidance recommends evaluating directs’ performances by the content of what they bring to their One on One with you.

Questions To Ask Candidate References - Part 1

This guidance recommends what questions to ask of a job candidate’s references, if you progress to that stage.

Questions To Ask Candidate References - Part 2

This guidance recommends what questions to ask of a job candidate’s references, if you progress to that stage.

Increasing Team Input Strategies Chapter 1 – Measure It

This guidance recommends measuring the input proffered from quieter team members, to increase their contributions and collaboration.

Ordering Multiple Interviews - Part 1

Our recommendations for how to set up the order of interviews you conduct for a day of in-person interviews of a candidate. This guidance is part of our Effective Interviewer Series.

Ordering Multiple Interviews - Part 2

The conclusion of our recommendations for how to set up the order of interviews you conduct for a day of in-person interviews of a candidate.

The Collaborative Manager - Chapter 2 - Tell Some To Wait

This guidance recommends asking your assertive communicators to wait to contribute, and to reinforce what you want with feedback.

Post-Resignation Team Meeting - Part 1

This guidance explains how to have a brief meeting with your team immediately after you resign.

Post-Resignation Team Meeting - Part 2

The conclusion of our guidance on how to have a brief meeting with your team immediately after you resign.

Career Tools: Dealing With Objections - Part 1

Our guidance on how to deal with objections. This Career Tools podcast is included as a special bonus for Manager Tools Listeners.

Career Tools: Dealing With Objections - Part 2

The conclusion of our guidance on how to deal with objections. This Career Tools podcast is included as a special bonus for Manager Tools Listeners.

You Did Not Demonstrate - Part 1

This guidance explains how to share shortcomings in evaluations like reviews and interviews.

You Did Not Demonstrate - Part 2

The conclusion of our guidance on how to share shortcomings in evaluations like reviews and interviews.

First Meeting New Direct Series - Be Timely

This guidance continues our recommendations about topics to cover with new directs, encouraging them to be on time with themselves, their work, and their commitments.

Effective Interviewer Series - Logistics Clarity

Our recommendations on how to communicate about logistics and schedules in advance of bringing a job candidate in for an interview. This cast is a public part of The Effective Interviewer Series of casts, which are a paid product.

Coaching Example - Interrupting (Part 1)

How to coach someone to stop interrupting, using the Manager Tools Coaching Model.

Coaching Example - Interrupting (Part 2)

Another cast on our series on how to coach someone to stop interrupting, using the Manager Tools Coaching Model.

Coaching Example - Interrupting (Part 3)

The conclusion of our series on how to coach someone to stop interrupting, using the Manager Tools Coaching Model.

Effective Relationships Announcement

Effective Relationship Product Announcement

Direct Internal Passport

This guidance describes how to help directs understand how to work across organizational boundaries.

No Dropping Dimes - Part 1

This guidance recommends NOT announcing a colleague’s failure without a courtesy notification.

No Dropping Dimes - Part 2

The conclusion of our guidance recommending NOT announcing a colleague’s failure without a courtesy notification.

Hiring "Overqualifieds" - Part 1

This guidance describes how – and why – to hire overqualified candidates.

Hiring "Overqualifieds" - Part 2

This cast continues our guidance on how – and why – to hire "overqualified" candidates.

Hiring "Overqualifieds" - Part 3

Part 3 of our guidance on how – and why – to hire "overqualified" candidates.

Hiring "Overqualifieds" - Part 4

The conclusion of our guidance on how – and why – to hire "overqualified" candidates.

Horstman's Noon Rule of Scheduling

This guidance describes why your day "gets away from" you, and how to schedule more effectively.

Politics 101 - Chapter 4 - Know Thine Enemies

How to be more effective by planning for your enemies' inevitable efforts to undermine you.

My Direct Doesn't Want To Change

This guidance describes how to interact with a direct who resists or refuses more, new, or different work because they're "comfortable where they are", or "not interested in promotion."

Three Strikes Delegation

This guidance describes what to do when a direct repeatedly says no to delegation asks.

Horstman's Law Of Uncertainty

This guidance describes what to say when you don't have an answer to a question, even when it's urgent.

Don't Change Metrics

This guidance describes why not to change the metrics you use for your team's behaviors.

Visual Record-Keeping - Part 1

This guidance recommends using Visual Record-Keeping for meetings that require collaboration and discussion about future plans and discussions (versus historical discussions like status reporting).

Visual Record-Keeping - Part 2

The conclusion of our recommendation of using Visual Record-Keeping for meetings that require collaboration and discussion about future plans and discussions (versus historical discussions like status reporting).

You Might Want to Consider ...

Executives are often vague or indirect in giving feedback. One way they do so is to say, "You might want to think about..."

How To Roll Out DiSC To Your Team - Part 1

This guidance describes how to rollout the DiSC Behavioral Instrument to your team.

How To Roll Out DiSC To Your Team - Part 2

This guidance concludes our series on how to rollout the DiSC Behavioral Instrument to your team.

Communicating Lateness

This guidance describes how to communicate lateness for one's responsibilities.

Flexible Coaching Deadlines

This guidance recommends extending short coaching deadlines when your directs show that they can meet them, and keeping deadlines flexible based on performance.

Project Status is Never "Fine"

Never ask how a project is going. You'll get information that isn't helpful…and it's your fault. Ask for status, and define what status is.

Handling Special Emails

Certain emails DO justify reading them with some urgency. The key is keeping a very short list.

Assume Positive Intent

Assume positive intent when analyzing the actions of others, especially directs.

Writing a Job Description - Part 1

How to write a simple job description.

Writing a Job Description - Part 2

The conclusion of our series on how to write a simple job description.

Documentation Basics - Part 1

How To Document Performance.

Documentation Basics - Part 2

How To Document Performance - Part 2.

Insist on Behavior When Assisting

The best way to help colleagues and fellow managers with their employees is to insist on behaviors. But most managers don't think this way.

Don't Waste Your Vote - Part 1

Don't vote against a plan or decision if you're the only one doing so, unless it's for ethics or principles (and it usually isn't).

Don't Waste Your Vote - Part 2

Don't vote against a plan or decision if you're the only one doing so, unless it's for ethics or principles (and it usually isn't).

Span of Control Guidelines

How many people the average manager can supervise, and what rules to apply when creating team sizes.

THE Development Question

Learn to ask your directs, "What do YOU think?" when they come to you with problems. THAT is the simple way to develop their skills – have them learn new ones.

Politics 101 – Chapter 5 – Favors Matter (Part 1)

Doing "favors" for colleagues is an important part of the political/relationship culture in all organizations. It pays to give and to receive them.

Politics 101 – Chapter 5 – Favors Matter (Part 2)

Doing "favors" for colleagues is an important part of the political/relationship culture in all organizations. It pays to give and to receive them.

The Corky Story - Part 1

Dani's best management story about how she used the Manager Tools Trinity to terminate a poor performer in an organization where "you can't fire anyone."

The Corky Story - Part 2

Part 2 of Dani's best management story about how she used the Manager Tools Trinity to terminate a poor performer in an organization where "you can't fire anyone."

The Corky Story - Part 3

Part 3 of Dani's best management story about how she used the Manager Tools Trinity to terminate a poor performer in an organization where "you can't fire anyone."

Boss One-on-One Pushback

How to respond if your boss tells you he/she doesn’t agree with you doing One on Ones.

No Meetings Monday Morning

Don't schedule meetings on Monday mornings. Meetings slow people down.

When Angry, Disengage

Our recommendations on what to do when you are feeling angry with your direct.

Disaster Recovery Part 1 - Check On Your People

The first thing an effective manager does when a disaster strikes is to check on the safety of your people. People trump all organizational and operational needs.

Licensee Call HR Question

In this podcast, we answer the question, "How can HR improve Manager Tools' impression of them?"

Job Transparency For Development

To better be able to delegate parts of your job, it's best to be transparent about your job.

Job Transparency For Development - Part 2

To better be able to delegate parts of your job, it's best to be transparent about your job.

Feedback Doesn't Preclude - Chapter 1

Just saying, "Thank you," is an enormously powerful form of feedback.

Meeting Self-Facilitation

How to manage the time you're given during a meeting.

Meeting Self-Facilitation - Part 2

The conclusion of our series on how to manage the time you're given during a meeting.

Manager Tools Conference Schedule

A brief message from Mark about our upcoming conferences.

Notes From The Field - Q3 2014

We answer recurring questions from the field.

Have You Talked To Them?

When your directs want you to adjudicate a fight, start by asking, "Have you talked to them?"

Feedback Step 3 - Emotions Are Okay

It's okay to tell your directs how you feel (within professional limits) when giving them feedback.

Get Your Directs a Mentor

Why and how to get mentors for your directs.

Get Your Directs a Mentor - Part 2

The conclusion of our series on why and how to get mentors for your directs.

Adjusting Recurring Agendas

How to adjust a standing agenda for a recurring meeting

Welcome To They - Professional Subordination - Chapter 2

When decisions are made you may disagree with, you must communicate the decision supportively both in public and in private.

Welcome To They - Professional Subordination - Chapter 2 - Part 2

When decisions are made you may disagree with, you must communicate the decision supportively both in public and in private.

Expanded Email Guidance #1

Part of our periodic series with rules about how to professionally handle email.

My Direct is Resigning Chapter 1 - Never Counter Offer - Part 1

Never make a counter-offer to an employee who has a competing offer.

My Direct is Resigning Chapter 1 - Never Counter Offer - Part 2

Part 2 of our series on our guidance to never make a counter-offer to an employee who has a competing offer.

My Direct is Resigning Chapter 1 - Never Counter Offer - Part 3

The conclusion of our guidance to never make a counter-offer to an employee who has a competing offer.

There Is No Magic In The Word Feedback

You don't have to say the word "feedback" to give feedback in the MT model. But we do recommend you ask first.

How To Turn Down a Job Candidate - Part 1

There are effective and ineffective ways to notify a candidate you've interviewed that you won't be offering them.

How To Turn Down a Job Candidate - Part 2

There are effective and ineffective ways to notify a candidate you've interviewed that you won't be offering them.

Effective Relationships - I’m a D, My Direct is a C - Part 1

An example of our Effective Relationships Series - How to work with a direct who is a High C, if you are a High D.

Effective Relationships - I’m a D, My Direct is a C - Part 2

Part 2 of the example of our Effective Relationships Series - How to work with a direct who is a High C, if you are a High D.

Effective Relationships - I’m a D, My Direct is a C - Part 3

Part 3 of the example of our Effective Relationships Series - How to work with a direct who is a High C, if you are a High D.

Effective Relationships - I’m a D, My Direct is a C - Part 4 (Updated)

Part 4 of the example of our Effective Relationships Series - How to work with a direct who is a High C, if you are a High D.

Calendar Soup

Your calendar is not a puzzle, with perfectly interlocking pieces. It’s a soup.

Sending a Direct to an Industry Conference - Part 1

How to get the most out of sending a direct report to an industry conference.

Sending a Direct to an Industry Conference - Part 2 (Corrected)

How to get the most out of sending a direct report to an industry conference.

Phone Trees

We recommend you create, maintain, and periodically test a telephone alert system or "Phone Tree" for use in exigencies.

Meeting Notes - Dead Simple

How to take meeting notes and distribute them within 30 seconds of a meeting.

The Unspoken Commitment - Our 500th MT Cast

Our guidance on your obligation to proactively communicate when your projects or tasks are at risk in some way.

I Didn't Get The Title/Raise - Part 1

How to handle the situation where you got a "promotion" but didn't get the title/raise that should have gone with it.

I Didn't Get The Title/Raise - Part 2

The conclusion of our series on how to handle the situation where you got a "promotion" but didn't get the title/raise that should have gone with it.

Too Full Calendar Solutions - Meeting Attendance Delegation - Part 1

Our guidance on how to delegate meeting attendance, to address a chronically overbooked calendar.

Too Full Calendar Solutions - Meeting Attendance Delegation - Part 2

The conclusion of our guidance on how to delegate meeting attendance, to address a chronically overbooked calendar.

Too Full Calendar Solutions - Back To Back Meetings, Part 1

Our guidance on how to regain control of a calendar that is regularly full of back to back meetings.

Too Full Calendar Solutions - Back To Back Meetings, Part 2

The conclusion of our guidance on how to regain control of a calendar that is regularly full of back to back meetings.

How To Respond To a Request For A Raise - Part 1

Our guidance on how to respond to a request for a raise.

How To Respond To a Request For A Raise - Part 2

The second part of our guidance on how to respond to a request for a raise.

How To Respond To a Request For A Raise - Part 3

The conclusion of our guidance on how to respond to a request for a raise.

Hall of Fame: One on Ones - Part 1

The inaugural episode of our Hall of Fame Series: Our guidance on One on Ones.

Conversational One on Ones

Our guidance on how to make One on Ones more conversational.

Manager Tools Effective Manager Video Course Announcment

Announcing the Effecive Manager Video Course.

Managing a High C - Dangers - Part 1

Managing a rule-following, process focused perfectionist can be infuriating if you don't share their interest in details and data. How can you help a perfectionist "High C" be more effective in a world where deadlines and people matter?

Managing a High C - Dangers - Part 2

Managing a rule-following, process focused perfectionist can be infuriating if you don't share their interest in details and data. How can you help a perfectionist "High C" be more effective in a world where deadlines and people matter?

What To Do When Your Direct Complains About The Company - Part 1

How to tell when complaining from a direct about the company is becoming malignant, and how to address it.

What To Do When Your Direct Complains About The Company - Part 2

The conclusion of our series on how to tell when complaining from a direct about the company is becoming malignant, and how to address it.

How To Go On Vacation - Part 1

How to plan for and take an effective vacation.

Manager Tools Effective Manager Video Course

More details about the Effecive Manager Video Course.

How To Go On Vacation - Part 2

Part 2 of our series on how to plan for and take an effective vacation.

Overcoming Trinity Pushback - Chapter 2 - No Time For One on Ones - Part 1

Some directs will tell you they don't have time for One on Ones. They're wrong, for all kinds of reasons. Here's what to say to get them over the hump.

Overcoming Trinity Pushback - Chapter 2 - No Time For One on Ones - Part 2

Some directs will tell you they don't have time for One on Ones. They're wrong, for all kinds of reasons. Here's what to say to get them over the hump.

Leading Change: The Ore Cart - Chapter 1

Not everyone on your team wants to go along with every change you want to create. Luckily, you don't have to win over everyone.

Results and Retention - 10th Anniversary, Part 1

The definition of an Effective Manager is to achieve results while retaining your team members.

Results and Retention - 10th Anniversary, Part 2

The definition of an Effective Manager is to achieve results while retaining your team members.

How to Prewire a Meeting

For the holidays, we're re-releasing one of our Hall of Fame casts ... the Pre-wire. This cast describes a way to prepare for meetings or presentations where you need to persuade.

First Meeting New Direct Series - Tell The Truth - Part 1

We recommend spending time with each new member of your team encouraging them to tell the truth, and not be afraid of not knowing how to do something or the standard way of doing something in their new role.

First Meeting New Direct Series - Tell The Truth - Part 2

We recommend spending time with each new member of your team encouraging them to tell the truth, and not be afraid of not knowing how to do something or the standard way of doing something in their new role.

Uncommunicative Direct Conversation - This is NOT Micromanagement - Part 1

How to ask questions of a direct who doesn't communicate during One on Ones, and why this approach is NOT micromanaging.

Uncommunicative Direct Conversation - This is NOT Micromanagement - Part 2

How to ask questions of a direct who doesn't communicate during One on Ones, and why this approach is NOT micromanaging.

What You've Been Taught About Management is Wrong

Mark's July 2015 USI Speech in Paris

Leader's Intent - Part 1

Explaining your Leader's Intent - the "why" of the work - allows more individual decision making and speeds up results.

Leader's Intent - Part 2

Explaining your Leader's Intent - the "why" of the work - allows more individual decision making and speeds up results.

First Meeting New Direct Series - Relationships Matter

New Directs need guidance on how to start on the right foot. We recommend a series of meetings in their first weeks, one of which makes clear: you have to create and maintain trusting relationships within the organization to succeed.

How To Respond To A Departure - Chapter One - Don't Hire

You DON'T have to hire immediately when you have an opening. The strategic-thinking Effective Manager considers other options first. That's what your CEO wants you to do.

How To Measure Feedback Implementation - Chapter 1 - Asking

How Directors can easily measure their subordinate manager's implementation of feedback.

Planning an Offsite - Part 1

Our guidance for how to plan an offsite meeting.

Planning an Offsite - Part 2

Part 2 of our guidance for how to plan an offsite meeting.

Planning an Offsite - Part 3

Part 3 of our guidance for how to plan an offsite meeting.

Planning an Offsite - Part 4

Part 4 of our guidance for how to plan an offsite meeting.

Planning an Offsite - Part 5

The conclusion of our guidance for how to plan an offsite meeting.

Late Stage Coaching Revisited

This week, we're re-releasing one of our Hall of Fame casts on the Late Stage Coaching Model.

MT(2006) - Employee Retention

This week, we're re-releasing one of our Hall of Fame casts on employee retention.

New Manager Tools Mobile App Announcement

We're proud to announce the availability of the new Manager Tools Mobile App.

Your Door Is Not Always Open

Your door as a manager doesn't have to *always* be open. More often than not, yes...but it's okay to say no to impromptu requests. Here's how.

No Surprises Reporting

Submitting a report that will raise eyebrows or cause concerns carries with it the responsibility to communicate additionally the what and why to your boss.

I'm Working On - NOT

When your directs tell you, "I'm working on X, and Y, and Z," it's often a sign that they lack detailed deliverables and deadlines. Here's how to encourage them to deliver.

MT(2010) - Assign Work And Reporting

This week, we're re-releasing one of our Hall of Fame casts on assigning work and reporting.

How To Do A Phone Screen Interview - Part 1

Part 1 of our guidance on phone screen interviews. Before you bring a hiring candidate for a full day of interviews, phone screen your potential candidates to narrow the field even further. Here's how.

How To Do A Phone Screen Interview - Part 2

Part 2 of our guidance on phone screen interviews. Before you bring a hiring candidate for a full day of interviews, phone screen your potential candidates to narrow the field even further. Here's how.

How To Do A Phone Screen Interview - Part 3

Part 3 of our guidance on phone screen interviews. Before you bring a hiring candidate for a full day of interviews, phone screen your potential candidates to narrow the field even further. Here's how.

MT(2005) - Performance Reviews - Part 1

This week, we're re-releasing one of our Hall of Fame casts on how to prepare performance reviews (part 1).

MT(2005) - Performance Reviews - Part 2

This week, we're re-releasing one of our Hall of Fame casts on how to prepare performance reviews (part 2).

MT(2006) - Delivering The Performance Review - Part 1

This week, we're re-releasing one of our Hall of Fame casts on on delivering a performance review (part 1).

MT(2006) - Delivering The Performance Review - Part 2

This week, we're re-releasing one of our Hall of Fame casts on on delivering a performance review (part 2).

How To Do A Phone Screen Interview - Part 4

Part 4 of our guidance on phone screen interviews. Before you bring a hiring candidate for a full day of interviews, phone screen your potential candidates to narrow the field even further. Here's how.

Feedback Grace Period

Our guidance on how long to wait before giving negative feedback to a direct.

Simple Interviewer Training - Part 1

Part 1 of our guidance on how to teach directs how to interview candidates for hiring.

Simple Interviewer Training - Part 2

Part 2 of our guidance on how to teach directs how to interview candidates for hiring.

The Effective Manager Value Chain: Fixing Deliverables - Part 1

Part 1 of our guidance on how to transition from talking about ideas and plans and projects in a general way to talking about the specifics of getting the work done.

The Effective Manager Value Chain: Fixing Deliverables - Part 2

Part 2 of our guidance on how to transition from talking about ideas and plans and projects in a general way to talking about the specifics of getting the work done.

The Effective Manager Value Chain: Fixing Deliverables - Part 3

Part 3 of our guidance on how to transition from talking about ideas and plans and projects in a general way to talking about the specifics of getting the work done.

Being Told "No" To Feedback - Part 1

Part 1 of our guidance on what to do if your direct keeps saying no when you ask if they're open to feedback.

Being Told "No" To Feedback - Part 2

Part 2 of our guidance on what to do if your direct keeps saying no when you ask if they're open to feedback.

MT-2006-08-21 Managing During Mergers and Acquisitions - Part 1

This week, we're re-releasing part 1 of one of our Hall of Fame casts on mergers and acquisitions.

MT-2006-08-28 Managing During Mergers and Acquisitions - Part 2

This week, we're re-releasing part 2 of one of our Hall of Fame casts on mergers and acquisitions.

Feedback and the Shot Across the Bow - HOF

This week, we're re-releasing one of our Hall of Fame casts on feedback and the shot across the bow.

Effective Teleconferencing - Part 1 - HOF

This week, we're re-releasing one of our Hall of Fame casts on our recommendations for an effective teleconference meeting, or conference call.

Effective Teleconferencing - Part 2 - HOF

This week, we're re-releasing part 2 of one of our Hall of Fame casts on our recommendations for an effective teleconference meeting, or conference call.

Getting Your Goals From Your Boss - Part 1

Part 1 of our guidance on how to get a better understanding of what your goals are from your boss.

Getting Your Goals From Your Boss - Part 2

Part 2 of our guidance on how to get a better understanding of what your goals are from your boss.

Getting Your Goals From Your Boss - Part 3

Part 3 of our guidance on how to get a better understanding of what your goals are from your boss.

The Foundations Of Presenting Mastery - Part 1

Part 1 of our guidance on the foundations of presentation mastery.

The Foundations Of Presenting Mastery - Part 2

Part 2 of our guidance on the foundations of presentation mastery.

How To Scan A Resume - Part 1

Part 1 of our guidance on how to scan a resume to decide whether or not to phone screen a job candidate.

How To Scan A Resume - Part 2

Part 2 of our guidance on how to scan a resume to decide whether or not to phone screen a job candidate.

How To Scan A Resume - Part 3

Part 3 of our guidance on how to scan a resume to decide whether or not to phone screen a job candidate.

How To Scan A Resume - Part 4

Part 4 of our guidance on how to scan a resume to decide whether or not to phone screen a job candidate.

How To Scan A Resume - Part 5

Part 5 of our guidance on how to scan a resume to decide whether or not to phone screen a job candidate.

How To Scan A Resume - Part 6

Part 6 of our guidance on how to scan a resume to decide whether or not to phone screen a job candidate.

Brief Before You Change

Never introduce a managerial change without first introducing that change. If you're going to make a change to how you manage your team, it works far better to tell them what you're doing in advance.

The Effective Manager Book Promotion

Never introduce a managerial change without first introducing that change. If you're going to make a change to how you manage your team, it works far better to tell them what you're doing in advance.

Leading Change - Model And Measure, Part 1

If you want your organization to follow you in change efforts - whether it's rolling out the Trinity or anything else - you've got to do 2 things at a minimum: model the behavior, and measure it.

Leading Change - Model And Measure - Part 2

Part 2 of our series on change efforts. If you want your organization to follow you in change efforts - whether it's rolling out the Trinity or anything else - you've got to do 2 things at a minimum: model the behavior, and measure it.

No Panel Interviews

One of the biggest mistakes in interviewing candidates is using panel interviews. Here's why.

Meeting Distractions - Don't Wait To Give Feedback

What to do when people are on their phones/laptops during meetings, or doing anything else counterproductive to the meeting.

Forgive First Mistakes When Interviewing

Even though great interviewers are looking for reasons to say no doesn't mean they aren't forgiving of mistakes in interviews.

Feedback on Status Reporting - Nothing is "Fine"

The common response to questions about status is, "Fine." This isn't acceptable or effective.

8 Positive Feedback Examples

Most managers have too high a standard for giving positive feedback. Here are some simple examples.

Politics: Have Nothing Bad To Say

How to handle the politically delicate moment when you're asked to talk about a difficult person or situation.

No Second Emails

Too many of us follow an unanswered email with another email. That's the definition of insanity: doing the same thing and expecting different results.

Eliminating Bad Attitudes - Part 1

How to define a direct's "bad attitude" in terms of behaviors, to encourage them to change them.

Is This Normal?

Our guidance regarding what is normal in professional and organizational life.

Trinity Frequently Asked Questions #1: Why Wait Three Weeks To Start?

Perhaps the most frequently asked question at conferences about rolling out the tools in the Management Trinity is why we recommend waiting three weeks. Here's why.

The Two Reasons To Fire Someone

There are two general reasons to consider firing someone. Only one of them is "job performance." The other is tearing down the team.

Brainstorming - Part 1 - HOF

In today's fast and flat world, ideas are becoming critical competitive advantages. Managers - and many others - need to be good at getting the most and best ideas from themselves and their teams. This cast tells you how.

Never Rank Candidates

Don't rank candidates as you are interviewing, individually or collectively. It biases the hiring process.

No Surprises In Reviews

It's unprofessional to deliver new information to a direct in a performance review.

Don't Vote! - How to Get Group Input on Decisions - Part 1

Part 1 of our guidance on effective ways to get input for decisions in meetings.

Don't Vote! - How to Get Group Input on Decisions - Part 2

Part 2 of our guidance on effective ways to get input for decisions in meetings.

Performance Reviews - Part 1 - HOF

This week, we're re-releasing one of our Hall of Fame casts on how to prepare performance reviews (part 1).

Performance Reviews - Part 2 - HOF

Part 2 of one of our Hall of Fame casts on how to prepare performance reviews.

Delivering The Performance Review - Part 1 - HOF

Part 1 of our Hall of Fame guidance on delivering a performance review.

Delivering The Performance Review - Part 2 - HOF

Part 2 of our Hall of Fame guidance on delivering a performance review.

Teach As If Teach Not Performance Communication

How to provide some guidance or corrective input when feedback might be more than enough, or to ease a less experienced direct into a performance culture.

Special Edition - The Wall Street Journal Features Manager Tools

In this bonus podcast, Mark comments on the recent Wall Street Journal article that featured Manager Tools.

Is This Normal? Episode 2

Is This Normal? Episode 2

A Professional Sense of Humor - Part 1

Part 1 of our guidance on what kind of jokes you can and can't tell as a manager and professional. And why.

A Professional Sense of Humor - Part 2

Part 2 of our guidance on what kind of jokes you can and can't tell as a manager and professional. And why.

How to Run Your Staff Meeting - Part 1 - HOF

Part 1 of our Hall of Fame guidance on running your staff meeting.

How to Run Your Staff Meeting - Part 2 - HOF

Part 2 of our Hall of Fame guidance on running your staff meeting.

The Written Review Scale - Less Absolute Value

You can and often should deliver a different message verbally than your written comments on a performance review. The key is to moderate your written comments with "Less Absolute Value."

Simple Facilitation - Choosing a Plan - Part 1

Part 1 of our guidance on how to lead a group from a blank slate to a choice on where to focus on future.

Simple Facilitation - Choosing a Plan - Part 2

Part 2 of our guidance on how to lead a group from a blank slate to a choice on where to focus on future.

Simple Facilitation - Choosing a Plan - Part 3

Part 3 of our guidance on how to lead a group from a blank slate to a choice on where to focus on future.

One On Ones After Conflict

How to handle your One On One with your directs after you've had a disagreement with them, or a conflict.

Teaching Decision Making - The Responsibility Ladder - Part 1

Part 1 of our guidance on using The Responsibility Ladder to teach directs how to go from handling individual tasks to managing their own work independently.

Teaching Decision Making - The Responsibility Ladder - Part 2

Part 2 of our guidance on using The Responsibility Ladder to teach directs how to go from handling individual tasks to managing their own work independently.

Teaching Decision Making - The Responsibility Ladder - Part 3

Part 3 of our guidance on using The Responsibility Ladder to teach directs how to go from handling individual tasks to managing their own work independently.

Teaching Decision Making - The Responsibility Ladder - Part 4

Part 4 of our guidance on using The Responsibility Ladder to teach directs how to go from handling individual tasks to managing their own work independently.

Teaching Decision Making - The Responsibility Ladder - Part 5

Part 5 of our guidance on using The Responsibility Ladder to teach directs how to go from handling individual tasks to managing their own work independently.

Adding Headcount Basics

Just because your people "are too busy" doesn't mean it's time to add more.

Secrets of a Great Handshake - HOF

Our Hall of Fame guidance on how to give a great handshake.

The Myth of the Working Manager

If you think you're a "working manager", and that's harder somehow, you're wrong.

Manager Tools Middleman Test - Part 1

Part 1 of our guidance on what you can do when a direct refuses or disagrees with a reasonable request: Use The Manager Tools Middleman Test.

Manager Tools Middleman Test - Part 2

Part 2 of our guidance on what you can do when a direct refuses or disagrees with a reasonable request: Use The Manager Tools Middleman Test.

Sparking Innovation and Creativity

Our interview with Dr. Jeffrey Sanchez-Burks.

Executive Tools - Measuring Your Organization's One On Ones - Part 1

Part 1 of our guidance on how to SIMPLY measure whether or not managers who work for you are doing One On Ones.

Executive Tools - Measuring Your Organization's One On Ones - Part 2

Part 2 of our guidance on how to SIMPLY measure whether or not managers who work for you are doing One On Ones.

The Pinch Crunch Relationship Model

How to maintain trusting relationships when things go wrong.

When NOT To Use Email - Part 1

Email is useful but much more narrowly than most managers think.

When NOT To Use Email - Part 2

Email is useful but much more narrowly than most managers think.

Retaining Disgruntled Staff As a New Manager

What to do as a new manager when you're in danger of losing staff who are critical to your team.

My Direct Disagrees With Me Privately - Part 1

Part 1 of our guidance on what to do if your direct disagrees with you privately.

Fostering New Ideas and Innovation

A special podcast brought to you by the University of Michigan Ross School of Management on fostering new ideas and innovation in organizations.

My Direct Disagrees With Me Privately - Part 2

Part 2 of our guidance on what to do if your direct disagrees with you privately.

How To Evaluate Answers To The Weakness Question - Part 1

Part 1 of our guidance on asking and evaluating the weakness question when interviewing candidates.

How To Evaluate Answers To The Weakness Question - Part 2

Part 2 of our guidance on asking and evaluating the weakness question when interviewing candidates.

How To Evaluate Answers To The Weakness Question - Part 3

Part 3 of our guidance on asking and evaluating the weakness question when interviewing candidates.

What Do You Want To Do And Where Do You Want To Do It?

How to qualify your ability to help someone during a job/career transition.

The Bridge Between Feedback And Coaching - Part 1

Part 1 of our guidance on how to guide or help a direct when feedback doesn't work and coaching isn't necessary.

The Bridge Between Feedback And Coaching - Part 2

Part 2 of our guidance on how to guide or help a direct when feedback doesn't work and coaching isn't necessary.

The Bridge Between Feedback And Coaching - Part 3

Part 3 of our guidance on how to guide or help a direct when feedback doesn't work and coaching isn't necessary.

Resistant Directs In One On Ones - Chapter 2 - Part 1

Part 1 of our second chapter on directs resisting One On Ones.

Resistant Directs In One On Ones - Chapter 2 - Part 2

Part 2 of our second chapter on directs resisting One On Ones.

First Meeting With A New Direct - Results

When someone new joins your team, we recommend you communicate early about your key priorities.