Manager Tools - One on Ones: Recent Episodes
Manager Tools
Effective managers know their team really well. They know what's up with them, what they're doing, what they're good at and how to motivate them. One On Ones are specific weekly meetings which give managers the knowledge they need to get the most out of their team. In this feed, we give you all the guidance you need to start and continue One On Ones effectively. Manager Tools is a weekly business podcast focused on helping professionals become more effective managers and leaders. Each week, we discuss specific actions for professionals to take to achieve their desired management and career objectives. Manager Tools won Best Business Podcast Award in 2006, 2007, 2008, and 2012 as well as the People's Choice Award in 2008. The Business Podcast Award is now named after Manager Tools. Go to http://www.manager-tools.com/testimonials to read what others are saying about the impact Manager Tools has had on their careers and lives. Our goal: Every Manager Effective (TM).
Our guidance on how to use RoadMap to coach your team members and delegate to your directs.
RoadMap is the revolutionary new interactive app to help you become an effective manager. Here's what it is and how to use it.
This cast describes how to refresh your One on Ones with your directs after you've been doing them for 1-2 years.
This guidance recommends evaluating directs' performances by the content of what they bring to their One on One with you.
How to handle your One On One with your directs after you've had a disagreement with them, or a conflict.
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.
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.
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.
Sometimes managers don't want to do One On Ones. One of the reasons they give is,"I'm a creative person." Or, "I don't like step-by-step solutions." These reasons are weak, and you can overcome them easily.
Sometimes managers don't want to do One On Ones. One of the reasons they give is,"I'm a creative person." Or, "I don't like step-by-step solutions." These reasons are weak, and you can overcome them easily.
How to ask questions of a direct who doesn't communicate during One on Ones, and why this approach is NOT micromanaging.
How to ask questions of a direct who doesn't communicate during One on Ones, and why this approach is NOT micromanaging.
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.
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.
This guidance tells you what to do when directs resist One on Ones because they are a form of "micromanaging."
This cast concludes our guidance on the right way to conduct One on Ones with your contract employees.
This guidance describes the right way to conduct One on Ones with your contract employees.
This guidance tells you how to do One on Ones with your directs who work a different shift than you do.
This cast explains the basics of how to have One on Ones with project team members who do not report to you.
This guidance completes our recommendations on how to do One on Ones while you are traveling.
This guidance recommends how to have effective One on Ones with directs who are initially resistant.
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.
Despite our guidance to not use your laptop to take notes in One On Ones, there are many
This guidance describes some simple improvements most managers can make to help them take better notes during their One on Ones.
This guidance addresses questions about the purpose and value of One on Ones, particularly for those directs who challenge the need for them.
This guidance addresses how personal One on Ones ought to be - should they be all about family and personal stuff, or just about work?
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.
In this 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.
Mark and Mike conclude their discussion on the single most effective management tool available today - the weekly One-on-One.
Mark and Mike continue their discussion on the single most effective management tool available today - the weekly One-on-One. In the podcast, we refer to both a written summary of the key points for conducting One-on-Ones, as well as a form useful for documenting your One-on-Ones.
This cast begins our series on the Management Trinity, and our reasons for each of its three (four) components: One on Ones, Feedback, Coaching and Delegation.