Manager Tools Podcast
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Measuring Feedback Chapter 2 Overweight Top Performers -...
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.
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Measuring Feedback Chapter 2 Overweight Top Performers -...
This guidance recommends giving more positive (and then negative) feedback to a manager’s top performers, rather than trying to spread feedback out equally.
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Politics 101 - Chapter 3 - The Myth Of The Just World...
The conclusion of our recommendations on professionals abandoning their belief in the myth of a just world and 'play politics'.
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Politics 101 - Chapter 3 - The Myth Of The Just World...
This guidance recommends professionals abandon their belief in the myth of a just world and "play politics".
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The Collaborative Manager - Chapter 1 - More Ideas
This guidance helps managers be more collaborative by getting more input from their team members.
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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.
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Project Management Basics - Now And Later Tasks
This guidance describes how to quickly assign tasks in a project without getting bogged down in details.
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Lists And Agendas In One On Ones
This guidance describes if and how to use lists and agendas during your One on Ones.
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Diffusing Disagreements
This guidance recommends a straightforward way to diffuse tension around, and overcome, objections others have to your ideas.
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Conferences Promotion
Find out about the value of Manager Tools' Conferences.
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Email Three Times A Day - Part 2
The conclusion of our guidance recommending doing email three times a day. ONLY three times a day.
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Email Three Times A Day - Part 1
This guidance recommends doing email three times a day. ONLY three times a day.
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Never Step Out Of The Middle
This guidance recommends managers never willingly allow their boss to talk to a skip directly.
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Dealing With Vague Feedback - Part 2
This guidance completes our discussion on how to respond to vague feedback from your boss or others.
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Dealing With Vague Feedback - Part 1
This guidance explains how to respond to vague feedback from your boss or others.
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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).
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Thank You For The Bad News
This guidance tells you what to do when directs bring you bad news.
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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.
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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.
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Overcoming Trinity Pushback - Chapter 1 - "One on Ones...
This guidance tells you what to do when directs resist One on Ones because they are a form of "micromanaging."
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How To Do Succession Planning - Chapter 4 - The Delivery...
This guidance tells you how to structure your briefing to your team around Simple Succession Planning.
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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.
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Calendar Management Details – Chapter 2 Priorities In...
This guidance recommends proactively scheduling time for your key responsibilities in the morning, versus afternoon or early evening, when everyone’s gone.
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Your Directs' Resumes
This guidance describes when we recommend a manager consider their directs’ resumes.
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How To Do Succession Planning Chapter 3 – The Simple Form
How to create a dead-simple Succession Planning Form.
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One on Ones While Traveling - Part 2
This guidance completes our recommendations on how to do One on Ones while you are traveling.
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Effective Documentation - Part 2
Part 2 of our guidance on how to document the performance of your directs and your communications with them.
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Effective Documentation - Part 1
Our guidance for how to document the performance of your directs and your communications with them.
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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.
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Calendar Management Details Chapter 1 – Shorten Free Time
How to improve your effectiveness by eliminating long open periods from of your calendar.
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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.
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One on Ones While Traveling - Part 1
This guidance recommends how to do One on Ones while you are traveling.
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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.
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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.
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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.
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Podcast Awards 2012
The Podcast Awards are here!
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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.
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Never Ask A Question Of A Direct (Whose Answer You Don’t...
We recently published guidance recommending that managers ask directs for their efforts, rather than commanding. Can't they say "no"? Yes.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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How To Do Succession Planning - Chapter 2
This guidance tells you how to use performance evaluations to improve your basic succession planning.
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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.
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Self Development Informal 360
This guidance tells you how to potentially get some informal self development guidance from your manager by asking three simple questions.
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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.
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How To Handle Meeting Killers - The Dominator
This guidance recommends how to address behaviors in meetings that reduce meeting effectiveness.
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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.
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How To Do Succession Planning Chapter 1 – Ready Now,...
This guidance recommends the 'Ready Now/Ready Next' Approach to Succession Planning.
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The Morning Greeting
This guidance recommends greeting all of your directs when you first interact with them each morning, and how to do it.
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How To Handle Meeting Killers - The Jokester
This guidance recommends how to address behaviors in meetings that reduce meeting effectiveness.
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Big To Small Meeting Agendas
This guidance tells you how to structure meeting agendas around the biggest, most important items.
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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.
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"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.
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Aggregated Behaviors Are Performance - Part 2
This cast concludes our recommendations on focusing on behaviors because behaviors are measurable and aggregated behaviors ARE performance.
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Aggregated Behaviors Are Performance - Part 1
This guidance recommends focusing on behaviors because behaviors are measurable and aggregated behaviors ARE performance.
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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?”
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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?"
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And Not But Meeting Ground Rule
This guidance recommends a standing ground rule at all meetings: No “buts,” only “and”.
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How To Use A RACI Matrix
This guidance describes how to use a RACI [Responsible, Accountable, Consult, Inform] Matrix when determining project responsibilities.
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Ethics - Part 2
The conclusion of our guidance on ethical behavior.
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How To Avoid Reverse Delegation
This guidance describes how to avoid having your directs give you work that you’ve already assigned to them.
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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.
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Bench Evaluation Chapter 1: Probing
This guidance describes how to interview those colleagues on your bench…without interviewing them.
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Delegating To The Floor
This guidance describes how to help individual contributors handle an overload in work.
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The Fruit Bowl At Meetings
This guidance describes how to use a “Fruit Bowl” to eliminate cell phone distractions at meetings.
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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.
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Career Tools Special Interviewing Series Offer
A quick message on a special Career Tools offer.
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Do NOT Give Feedback To Your Boss
This guidance describes how and why NOT to give feedback to your boss.
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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.
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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.
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Measuring Feedback Chapter 1 - Part 1
This guidance describes how to measure the amount of feedback you’re delivering to your directs.
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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.
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The First Rule Of Probing In An Interview
This guidance describes the most important to ask further questions about during an interview.
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Routine Town Hall Meetings - Part 2
This cast concludes our guidance on how to run a Routine Town Hall Meeting for your organization.
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Routine Town Hall Meetings - Part 1
This guidance describes how to run a Routine Town Hall Meeting for your organization.
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New Direct - First Day Meeting (500th Cast)
This guidance describes the first meeting a manager ought to have with a new team member.
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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.
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Ending A Bad Interview - Part 1
This guidance describes when and how to end an interview with a candidate you won't hire.
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500th Podcast Special Message
On January 1, 2012, Manager Tools LLC is proud to release our 500th cast (Manager Tools and Career Tools). We're privileged to have been able to share our learnings with you, and humbled by your letters and emails which tell us how we've made a difference to you, your directs and your careers.
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The Steel Cage Death Match Meetings - Part 2
This cast concludes our guidance on how to prepare for Steel Cage Death Match Meetings.
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The Steel Cage Death Match Meetings - Part 1
This guidance describes how to prepare for Steel Cage Death Match Meetings.
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Project Status Reporting Simple Feedback - Part 2
This cast concludes our guidance on how to give feedback on how you want projects reported on.
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Project Status Reporting Simple Feedback - Part 1
This guidance describes how to give feedback on how you want projects reported on.
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The Project Management Drumbeat Meeting - Part 2
This guidance describes how to manage work and decisions being done on a project.
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The Project Management Drumbeat Meeting - Part 1
This guidance describes how to manage work and decisions being done on a project.
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Taking Notes In Interviews - Chapter 1
This guidance recommends the best way to take notes during interviews.
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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.
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Project Meeting Reporting - Part 2
This cast concludes our guidance on how to have project statuses reported and discussed.
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Project Meeting Reporting - Part 1
This guidance describes how to have project statuses reported and discussed.
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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.
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Top And Bottom Performer Reporting
This guidance describes how to be ready to talk with your boss about your team.
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The Coaching Dilemma - Part 2
This cast continues our discussion on whom to coach and develop on your team with your marginal time.
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The Coaching Dilemma - Part 1
This guidance describes whom to coach and develop on your team with your marginal time.
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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?
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Right Of First Refusal - Part 2
This cast concludes our discussion on how to use your calendar more proactively.
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Right Of First Refusal - Part 1
This guidance describes how to use your calendar more proactively.
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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.
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Contract Employee One On Ones - Part 1
This guidance describes the right way to conduct One on Ones with your contract employees.
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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.
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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.
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Travel EMP
This guidance describes how to prepare for the inevitable loss of gadgets and gadget power, most likely on while traveling.
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Special Announcement
Not our typical show for sure. An exciting announcement about upcoming changes at Manager Tools.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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Peer One on Ones - Part 2
This cast concludes our recommendations on why and how to meet weekly, or regularly, with your peer managers.
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Peer One on Ones - Part 1
This guidance recommends why and how to met weekly, or regularly, with your peer managers.
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Event Based Feedback
This guidance recommends how to give a lot of feedback about a specific event all at once.
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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.
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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.
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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.
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Internal Team Pre-Wires
This guidance describes why and how effective managers insist on their directs pre-wiring information they brief to you.
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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.
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How To Assign Work Tasks - Part 2
This cast concludes our discussion on how to assign tasks to your directs.
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How To Assign Work Tasks - Part 1
This guidance describes how to assign tasks to your directs.
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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??
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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??
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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.
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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.
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Boss Meeting Prep - No Surprises
This guidance describes how to prepare your boss for attending any meeting you are running.
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Conduct Multiple Interviews, Chapter 1 - Part 3
In this cast, we conclude our conversation on how to interview candidates by conducting multiple interviews.
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Conduct Multiple Interviews, Chapter 1 - Part 2
In this cast, we continue our conversation on how to interview candidates by conducting multiple interviews.
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Conduct Multiple Interviews, Chapter 1 - Part 1
This guidance describes how to interview candidates by conducting multiple interviews.
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Managers Are Communicated THROUGH
This guidance describes how managers ought to communicate organizational information to their team members.
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Professional Subordination - Part 2
This show concludes our recommendations on the professional approach to supporting choices you didn't champion.
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Professional Subordination - Part 1
This guidance recommends the professional approach to supporting choices you didn't champion.
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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.
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Managing A High I: Dangers Part 1
This guidance describes how to manage a High I direct based on some natural tendencies and weaknesses.
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Not Too Picky Feedback
This guidance recommends giving negative feedback only after a second instance, and only ON the second instance.
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Mentoring With Political Smarts
This guidance describes whom to choose to mentor internally based on political considerations.
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Calendar Changes And Your Admin
This guidance describes some simple things your admin can do to help you manage your calendar.
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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.
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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.
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Distant Manager Basics - Part 1
This guidance recommends some simple things managers can do to improve the accountability and productivity of distant team members.
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Introducing Managerial Change
This guidance recommends how to introduce changes in how you manage your team.
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Resistant Directs In One on Ones
This guidance recommends how to have effective One on Ones with directs who are initially resistant.
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Managers and Governmental Politics – Part 2
This cast concludes our discussion on how effective managers address governmental politics at work.
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Managers and Governmental Politics – Part 1
This guidance recommends how effective managers address governmental politics at work.
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Succession Planning - Extending Your Network
This guidance recommends how to further your succession planning efforts by extending your network to your directs.
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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.
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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.
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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?
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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.
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How To Handle Public Disagreement - Part 2
This cast concludes our conversation on how to respond when someone disagrees publicly in an unprofessional way.
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How To Handle Public Disagreement - Part 1
This cast describes how to respond when someone disagrees publicly in an unprofessional way.
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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.
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Skip Level Feedback
This cast describes how to deliver feedback to skip level associates.
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Calendar Control #1 – Say No
This cast describes a simple technique for controlling one's calendar, thereby keeping more time available for primary objectives.
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Assign Work AND Reporting
This guidance recommends assigning both the reporting of work and the work itself when delegating.
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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.
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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.
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Feedback – Public Or Private?
This guidance describes whether or not to give feedback in public, or in private . . . or neither.
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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.
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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.
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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.
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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.
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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.
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Influence Through Verbal Commitments - Part 2
The conclusion of our recommendations on how to influence others by asking for verbal commitments.
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Influence Through Verbal Commitments - Part 1
In this recommendation, Manager Tools describes how to influence others by asking for verbal commitments.
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LinkedIn For Managers - Part 2
This cast concludes our conversation on LinkedIn and what it means for Managers.
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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.
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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.
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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.
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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.
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Delegate Your Reporting - Part 2
We conclude our conversation on how and why to delegate almost all of your routine reporting to your directs.
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Delegate Your Reporting
This cast describes how and why to delegate almost all of your routine reporting to your directs.
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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!
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High S Manager Simple Downfall
This cast addresses a behavioral change for an insidious practice of High S Managers: overprotecting your team.
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Intra-Company Training Network Building
This cast recommends building relationships internally at your organization when you attend training events.
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Managing Cultural Diversity - The Wendii Curve
This cast describes Manager Tools' first principle about managing directs from different cultures, based on the Wendii curve.
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How To Stop Gossip
This cast addresses how to stop intra-office gossip.
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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.
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Developing Subordinate Managers - Chapter 1
This cast describes the first principle of how to develop subordinate managers - Measure Basic Behaviors.
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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.
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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.
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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.
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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.
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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.
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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.
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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").
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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.
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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.
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Managers and Confidentiality
This cast recommends how managers handle requests for confidentiality from their directs.
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The Management Trinity - Part 3
In this cast, we conclude our conversation on the origins of the Management Trinity, focusing on Coaching and Delegation.
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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.
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The Management Trinity - Part 1
This cast describes the origins of the Management Trinity: why we preach it, and how it came to be.
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Timely Meetings – Part 2
This cast concludes our conversation on how to run timely meetings.
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