Manager Tools: Recent Episodes
Manager Tools
Tired of management theory? Want to learn specific skills to help improve your management performance? Then Manager Tools is the podcast for you! 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. Go to http://www.manager-tools.com/recommendations to read what others are saying about the impact Manager Tools has had on their careers and lives.
Too many managers rely on HR to bring them candidates for their hiring needs. HR is a necessary part of sourcing candidates, and it's important to work with them. But there is often a disconnect, because they don't know your work or needs as well as you do. Effective managers build a bench of possible candidates, and hire from their own bench whenever they can.
Effective managers need a good relationship with HR. But HR may be the hardest staff organization to have a good relationship with, because their incentives are often misaligned with everyday managers. Even if you have an "HR Business Partner," they work for someone else, and probably support other managers. This isn't inherently bad, but a smart manager knows to work with them, while understanding the challenges.
Effective managers need a good relationship with HR. But HR may be the hardest staff organization to have a good relationship with, because their incentives are often misaligned with everyday managers. Even if you have an "HR Business Partner," they work for someone else, and probably support other managers. This isn't inherently bad, but a smart manager knows to work with them, while understanding the challenges.
If feedback is so important to high performance - and it is - it makes sense to study if and when and how the very best athletes get feedback about their performance. While there are 500 CEOs of Fortune 500 companies - truly rarified air - there are only 32 starting players at each position on each NFL team. There are more than 10 times more of the very best CEOs in the entire world than the very best starting quarterbacks, middle linebackers, centers, and defensive ends.. Even if you count all 11 starting players on offense or defense, there are still more Fortune 500 CEOs than starting offensive or defensive players. It is harder to become a starting NFL player than it is to become a Fortune 500 CEO. And they get more feedback than the CEOs do. There’s a connection.
Everyone is always complaining that they have too much work to do. Too many tasks, too many projects, too many meetings. Theree's not enough time in the day to get everything done. What no one realizes is this is the way it's supposed to be.
Everyone is always complaining that they have too much work to do. Too many tasks, too many projects, too many meetings. There's not enough time in the day to get everything done. What no one realizes is this is the way it's supposed to be.
Part 2 of our guidance on why interviewing must not only select the right candidate, but also build organizational trust through a fair, known, challenging, and respectful process.
Interviewing must not only select the right candidate, but also build organizational trust through a fair, known, challenging, and respectful process.
It takes hard work to get ahead in your professional life. As you progress into more demanding roles, more is expected of you. To climb to the top, if that is what you aspire to do, takes an incredible amount of work. But it is a MYTH that “working hard” simply means working more hours. In fact, working more hours, in the long run, is NOT the way to think about “working hard.” In this series of guidance, we will lay out how to get the most out of yourself without constantly sacrificing your personal and family life.
It takes hard work to get ahead in your professional life. As you progress into more demanding roles, more is expected of you. To climb to the top, if that is what you aspire to do, takes an incredible amount of work. But it is a MYTH that “working hard” simply means working more hours. In fact, working more hours, in the long run, is NOT the way to think about “working hard.” In this series of guidance, we will lay out how to get the most out of yourself without constantly sacrificing your personal and family life.
Learn about our Effective Senior Manager Conference: its purpose, its agenda, its topics. If you’re a manager and are thinking about your career as a Senior Manager and even Executive, you need to learn why the job is different, and how to succeed.
Interviewing internal candidates is different than interviewing external candidates. Internal interviews are not just efforts to fill positions, but also part of professional development for your organization.
Part 2 of our guidance on Swimming Upstream introduces executive-level insights into our Manager Tools content to help managers become more effective by understanding organizational dynamics beyond their role, ultimately preparing them for greater leadership opportunities.
Our guidance on Swimming Upstream introduces executive-level insights into our Manager Tools content to help managers become more effective by understanding organizational dynamics beyond their role, ultimately preparing them for greater leadership opportunities.
Scheduling your One On Ones is surprisingly the most important component of One On Ones. Too many managers mistakenly believe that they are “too busy” to do One On Ones becuase of their full calendars. But scheduling them is actually more important than having weekly One On Ones. Why is that? Our data show why. And directs tell us why when we ask them. And for those who are just getting started, what rules should I use in scheduling my One On Ones.
Scheduling your One On Ones is surprisingly the most important component of One On Ones. Too many managers mistakenly believe that they are “too busy” to do One On Ones becuase of their full calendars. But scheduling them is actually more important than having weekly One On Ones. Why is that? Our data show why. And directs tell us why when we ask them. And for those who are just getting started, what rules should I use in scheduling my One On Ones.
Lots of managers - hundreds of thousand, and perhaps millions by now - start doing Manager Tools One On Ones, and they love them. They love them because they work, and they’re not as hard as the manager thought they would be. And very few managers who do Manager Tools One On Ones never stop.
Lots of managers - hundreds of thousand, and perhaps millions by now - start doing Manager Tools One On Ones, and they love them. They love them because they work, and they’re not as hard as the manager thought they would be. And very few managers who do Manager Tools One On Ones never stop.But feedback is a different story. We would guess that around half of Manager Tools managers don’t ever fully implement feedback so that it’s second nature in a way that their directs know this is how their boss will talk to them about their performance. Why is it so hard?
Most managers think that performance reviews are their most significant contribution to performance management and improvement. But that’s wrong. Frequent feedback is the greatest tool we managers have to improve performance. In fact, performance reviews aren’t even really part of the performance improvement efforts managers engage in. Performance reviews are an organizational system that is primarily designed to help the organization manage succession planning.
Almost every Non-Manager Tools manager thinks feedback is hard. And yet every year thousands of managers start giving feedback successfully. These managers have discovered that not only is it NOT that hard, but it’s well received, it works, and frankly, it’s easy to get addicted to giving it.
Almost every Non-Manager Tools manager thinks feedback is hard. And yet every year thousands of managers start giving feedback successfully. These managers have discovered that not only is it NOT that hard, but it’s well received, it works, and frankly, it’s easy to get addicted to giving it.
Almost every Non-Manager Tools manager thinks feedback is hard. And yet every year thousands of managers start giving feedback successfully. These managers have discovered that not only is it NOT that hard, but it's well received, it works, and frankly, it's easy to get addicted to giving it.
In this guidance, we share what we think the base culture ought to be for all managers. You may wish to add more - that can be fine. Just be careful you don't have too many culture touch points - at some point they'll start conflicting with each other.
In this guidance, we share what we think the base culture ought to be for all managers. You may wish to add more - that can be fine. Just be careful you don't have too many culture touch points - at some point they'll start conflicting with each other.
Part 2 of our guidance on how to change the ways you interact with your team when it comes to keeping work on time.
Part 1 of our guidance on how to change the ways you interact with your team when it comes to keeping work on time.
What happens when you ask a direct to change for the better and they say no? Are they resisting all changes now? Is there something going on you don’t know about? Are they going to be a problem going forward? Are they developing an attitude? Uh-oh.
What happens when one of your directs, or even not a direct, files a grievance against you? How should you respond? What are the rules? What can you do, and what should you do, and how should you do it? It's a rare event for a Manager Tools manager, so the Christmas Rule applies. But we'll tell you here exactly what to do and how to respond.
What happens when one of your directs, or even not a direct, files a grievance against you? How should you respond? What are the rules? What can you do, and what should you do, and how should you do it? It's a rare event for a Manager Tools manager, so the Christmas Rule applies. But we'll tell you here exactly what to do and how to respond.
What happens when one of your directs, or even not a direct, files a grievance against you? How should you respond? What are the rules? What can you do, and what should you do, and how should you do it? It's a rare event for a Manager Tools manager, so the Christmas Rule applies. But we'll tell you here exactly what to do and how to respond.
What happens when one of your directs, or even not a direct, files a grievance against you? How should you respond? What are the rules? What can you do, and what should you do, and how should you do it? It's a rare event for a Manager Tools manager, so the Christmas Rule applies. But we'll tell you here exactly what to do and how to respond.
To find the time to get your own work done, you've got to name a successor: a Number Two. You can be forgiven for thinking that Number Two's aren't really a thing, because so few managers use them. But the best do. And here's how they delegate to them, for both the Number Two's benefit, and for YOU.
To find the time to get your own work done, you've got to name a successor: a Number Two. You can be forgiven for thinking that Number Two's aren't really a thing, because so few managers use them. But the best do. And here's how they delegate to them, for both the Number Two's benefit, and for YOU.
Hiring is a critical skill for managers, and especially so for executives. And managers and executives have been making the same hiring mistakes for the past 30 years. Here's your rogue's gallery of hiring (which is separate from interviewing.)
It's actually usually a good thing when directs ask for a promotion. Yes, some folks aren't ready, and some folks just want more money, or to make their resume look better for their career planning. But for the most part, people asking for promotions is good. Most managers don't think that, because when a direct asks for a promotion and isn't ready - and most are not - that means we managers have to have a "difficult conversation." We have to, "tell them they're not ready." But that's seeing the glass as half empty. The half full way to think of the conversation is simple: no direct who wants a promotion is assuming they won't get more responsibilities.. The right way to handle this conversation is to tell them that they're asking for the wrong thing - the promotion - rather than the right thing - more responsibilities.
The common wisdom these days says that "interviewing is a two-way street." In other words, the candidate is evaluating you and your company and your opportunity at the same time. Unfortunately, like most common wisdom - wisdom not being common - this is very bad advice! Candidates should not be trying to interview you while you are interviewing them. Here's what to do when they start asking questions. They'll get their chance to ask questions, but not just yet.
Our founders, Mark Horstman and Michael Auzenne, introduce the Manager Tools chatbot and share features, development details, and benefits for professional individual contributors, managers, and executives.
Part 3 of our updated guidance on how to gradually implement The Manager Tools Management Trinity (One on Ones, Feedback, Coaching, and Delegation). When managers try to implement all the tools all at once it can end in disaster. Most of us can only learn one new significant skill at a time. And that goes for our directs, too: they're learning along with us. This process for implementation will ensure success in your roll out.
Part 2 of our updated guidance on how to gradually implement The Manager Tools Management Trinity (One on Ones, Feedback, Coaching, and Delegation). When managers try to implement all the tools all at once it can end in disaster. Most of us can only learn one new significant skill at a time. And that goes for our directs, too: they're learning along with us. This process for implementation will ensure success in your roll out.
Part 1 of our updated guidance on how to gradually implement The Manager Tools Management Trinity (One on Ones, Feedback, Coaching, and Delegation). When managers try to implement all the tools all at once it can end in disaster. Most of us can only learn one new significant skill at a time. And that goes for our directs, too: they're learning along with us. This process for implementation will ensure success in your roll out.
Part 3 of our guidance describing the most effective method of letting your directs know how they are performing: 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.
Part 2 of our guidance describing the most effective method of letting your directs know how they are performing: 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.
Part 1 of our guidance describing the most effective method of letting your directs know how they are performing: 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.
Part 3 of our detailed guidance on how to conduct the most important "manager tool" we've ever known or seen: Manager Tools One On Ones. These meetings help managers build trust, the professional measurement that correlates better than any other with results and retention.
Part 2 of our detailed guidance on how to conduct the most important "manager tool" we've ever known or seen: Manager Tools One On Ones. These meetings help managers build trust, the professional measurement that correlates better than any other with results and retention.
Part 1 of our detailed guidance on how to conduct the most important "manager tool" we've ever known or seen: Manager Tools One On Ones. These meetings help managers build trust, the professional measurement that correlates better than any other with results and retention.
You're going to get chewed out by your boss in public. It happens. Don't do anything publicly.
Just because a direct’s performance is exceptional doesn’t mean that they deserve a raise, believe it or not. Employee performance is only half of the equation.
You're going to get asked yes or no questions, and there are only three effective answers. Anything else is unprofessional, and what might be interpreted as weak. There's a difference between asked, "How's the project" - Inevitably, "fine;" and, "Are you 100% green this week?' Better questions get better answers. And when a professional gets a better question, a better answer is the best answer.
Our Hall Of Fame guidance on how to start setting annual goals, and why we do not like "SMART" goals.
A WSJ article says the word “feedback” is too stressful for some, and recommends calling it something else. We disagree.
Part 3 of our guidance on working with an administrative assistant, updated for remote, hybrid, and shared assistants.
Part 2 of our guidance on working with an administrative assistant, updated for remote, hybrid, and shared assistants.
Part 1 of our guidance on working with an administrative assistant, updated for remote, hybrid, and shared assistants.
It's the end of the year. Most managers we know are thinking about the holidays... and annual reviews. After years of managing, training and consulting, we've concluded this is one of the most poorly managed and implemented processes we're aware of. It's not hard to do, but for plenty of (bad) reasons, managers just don't handle this responsibility well. For those few who do, it's an enormous competitive advantage.
It's the end of the year. Most managers we know are thinking about the holidays... and annual reviews. After years of managing, training and consulting, we've concluded this is one of the most poorly managed and implemented processes we're aware of. It's not hard to do, but for plenty of (bad) reasons, managers just don't handle this responsibility well. For those few who do, it's an enormous competitive advantage.
Part 10 of our Manager Tools guidance on how to action Engagement Survey results question by question.
Part 9 of our Manager Tools guidance on how to action Engagement Survey results question by question.
Part 8 of our Manager Tools guidance on how to action Engagement Survey results question by question.
Part 7 of our Manager Tools guidance on how to action Engagement Survey results question by question.
Part 6 of our Manager Tools guidance on how to action Engagement Survey results question by question.
Part 5 of our Manager Tools guidance on how to action Engagement Survey results question by question.
Part 4 of our Manager Tools guidance on how to action Engagement Survey results question by question.
Part 3 of our Manager Tools guidance on how to action Engagement Survey results question by question.
Part 2 of our Manager Tools guidance on how to action Engagement Survey results question by question.
Part 1 of our Manager Tools guidance on how to action Engagement Survey results question by question.
Many directs' common response to negative feedback is to say, "It's not my fault." It's understandable, it's self protective, but it also completely misses the mark of the purpose of feedback. Here's how to handle it.
Almost all managers are scared about giving feedback. But there's a reason to be positive about it: it's just like buying insurance.
Sometimes it's easier to mention to everyone on your team when one member of your team messes up. But this is what lazy, ineffective managers do.
Now that you've gotten your engagement survey results back, how do you respond? In this guidance, we take an actual engagement survey, question by question, and show you how to respond to a low score on that question.
Now that you've gotten your engagement survey results back, how do you respond? In this guidance, we take an actual engagement survey, question by question, and show you how to respond to a low score on that question.
Part 4 of our guidance on how to prepare for and communicate a layoff effectively and compassionately.
Part 3 of our guidance on how to prepare for and communicate a layoff effectively and compassionately.
Part 2 of our guidance on how to prepare for and communicate a layoff effectively and compassionately.
Part 1 of our guidance on how to prepare for and communicate a layoff effectively and compassionately.
Culture is an often discussed topic in management and leadership circles. But culture is not what most managers and leaders think.
You're going to get a lot of input as a manager. There are all kinds of reasons for this, but the answer is almost always the same: the first thing to do is nothing.
Our Hall Of Fame guidance on how to start setting annual goals, and why we do not like "SMART" goals.
The Manager Tools Interview Creation Tool will make you a better interviewer, and teach your team how to interview.
This week, we're re-releasing one of our Hall of Fame casts on how to prepare performance reviews.
Part 2 of our chapter one guidance on improving your chances of being promoted by being a good lieutenant.
Part 1 of our chapter one guidance on improving your chances of being promoted by being a good lieutenant.
Too many managers give negative feedback by trying to win an argument about what happened. It never works.
Managers and Directs often have different agendas in our One On Ones. Here's what to do about it.
Everybody thinks content knowledge is what makes for a good presenter. They're wrong, and that's why most of them stink as presenters. Especially trainers: ugh.
Part 2 of our interview with Richard Rumelt, strategy professor at UCLA Anderson and author of Good Strategy/Bad Strategy.
Part 1 of our interview with Richard Rumelt, strategy professor at UCLA Anderson and author of Good Strategy/Bad Strategy.
This cast describes how and why behavior is the primary focus of an effective professional and/or manager.
Our Hall of Fame guidance on preparing for meetings or presentations where you need to persuade.
If you're trying to change things - and you should be - you're going to experience the Horstman Curve. So you ought to know what it is.
Part 2 of our response to a recent WSJ article that said annual reviews are a terrible way to evaluate employees.
Part 1 of our response to a recent WSJ article that said annual reviews are a terrible way to evaluate employees.
Our interview with a member of the Manager Tools community to help you understand as a manager, or potentially as an executive, about the kind of relationship you need to have with some of the people who make a difference in your organization and your career.
Part 2 of our guidance on how to roll out the MTDISC Behavioral Instrument to your team.
Our interview with Maggie Tucker, marketing executive and co-host of the friends on FIRE podcast.
Part 2 of the executive "War Room" experiences of Trevor Woods, Chief Information Officer, University of Sydney.
Part 1 of the executive "War Room" experiences of Trevor Woods, Chief Information Officer, University of Sydney.
We have launched our own DISC Profile: MTDISC. Here's what it is, why we did it, and what its benefits are.
The average manager is a terrible interviewer. In this series, we cover the most frequent and egregious mistakes, and how to correct them.
Part 2 of our guidance on what to do when someone claims their feelings are hurt by someone else.
Part 1 of our guidance on what to do when someone claims their feelings are hurt by someone else.
Politics are necessary, and that means the effective manager learns how to compromise. Here are some simple rules.
Part 2 of the "family first" chapter of our continuing series on what to communicate to new directs.
Part 1 of the "family first" chapter of our continuing series on what to communicate to new directs.
Our Hall Of Fame guidance on how to start setting annual goals, and why we do not like "SMART" goals.
In this special edition, Mark discusses management versus leadership with David Wallace, the Deputy Director of Leadership Eduction and Development at the United States Naval Academy.
This week, we're re-releasing one of our Hall of Fame casts on how to prepare performance reviews.
Here's what your managerial responsibilities are when your company brings its office workers back to the office.
Part 2 of our guidance on coaching is self-development. Managers play an important role, and managers can't make it happen without a willing direct.
Part 1 of our guidance on coaching is self-development. Managers play an important role, and managers can't make it happen without a willing direct.
Performance conversations and career conversations are connected, but also completely different.
A lot of managers implement MTO3's and quickly swear by them. But lots of managers mistakenly talk themselves out of giving feedback. Here's one way to look at it.
Part 2 of our guidance on what to tell directs who want to have One On Ones less often than weekly.
Part 1 of our guidance on what to tell directs who want to have One On Ones less often than weekly.
Part 5 of our review of the data behind our guidance on feedback, which relies on tests we have run over the past nearly 30 years.
Part 4 of our review of the data behind our guidance on feedback, which relies on tests we have run over the past nearly 30 years.
Part 3 of our review of the data behind our guidance on feedback, which relies on tests we have run over the past nearly 30 years.
Part 2 of our review of the data behind our guidance on feedback, which relies on tests we have run over the past nearly 30 years.
Part 1 of our review of the data behind our guidance on feedback, which relies on tests we have run over the past nearly 30 years.
For any project or initiative you're starting, announce it to your team before you start. Announce it during Zero Week.
When your boss's peer tasks you, or requires work from you, we call that the The Aunt Trap. It used to be The Uncle Trap, but we modernized the reference.
If you're looking for efficiencies, cut out some of the reporting nobody reads anyway. Use Zero-Based Reporting.
Our Hall Of Fame guidance on how to get a better understanding of what your goals are from your boss.
Our Hall Of Fame guidance on how to start setting annual goals, and why we do not like "SMART" goals.
This week, we're re-releasing one of our Hall of Fame casts on how to prepare performance reviews.
Part 2 of our guidance on what to do when a direct says yes to feedback, but you can tell they don't mean it.
Part 1 of our guidance on what to do when a direct says yes to feedback, but you can tell they don't mean it.
Part 3 of our guidance on creating organizational hiring criteria. There's more to creating great questions for interviews. You've got to know what and who you want, and how to evaluate answers.
Part 2 of our guidance on creating organizational hiring criteria. There's more to creating great questions for interviews. You've got to know what and who you want, and how to evaluate answers.
Part 1 of our guidance on creating organizational hiring criteria. There's more to creating great questions for interviews. You've got to know what and who you want, and how to evaluate answers.
Part 3 of our guidance on what to do after you get your goals from your boss or your org.
Part 2 of our guidance on what to do after you get your goals from your boss or your org.
Part 1 of our guidance on what to do after you get your goals from your boss or your org.
You've kept your network warm by staying in touch. If you see an opportunity through them, reach out.
Too many of us managers think that "someone just doing their jobs" isn't worthy of praise, or positive feedback, or even just a simple thanks. We're wrong. Thanks matter.
Part 3 of our guidance on performance communication between bosses and directs that has come under attack in the past couple of years. Some say performance reviews don't work. Some say delivering performance communications doesn't work. They're completely wrong.
Part 2 of our guidance on performance communication between bosses and directs that has come under attack in the past couple of years. Some say performance reviews don't work. Some say delivering performance communications doesn't work. They're completely wrong.
Part 1 of our guidance on performance communication between bosses and directs that has come under attack in the past couple of years. Some say performance reviews don't work. Some say delivering performance communications doesn't work. They're completely wrong.
On our 15th Anniversary show, we review some brief history of Manager Tools, and talk about our new license promotion honoring our initial offering.
Internal Talent Markets should be nearly frictionless. That starts with how each manager communicates the internal to our directs.
A lot of managers want to do One On Ones with their directs' directs, also known as skips. This is a bad idea.
Part 2 of our guidance recommending NOT announcing a colleague’s failure without a courtesy notification.
Part 1 of our guidance recommending NOT announcing a colleague’s failure without a courtesy notification.
This cast describes how to interview effectively during a downturn, particularly for difficult to fill positions.
This cast helps you word your request to your network for help with looking for a new opportunity.
Part 2 of our guidance on how to create and use a Career Management Document as a key part of your career management system.
This cast explains how to respond to the announcement of impending layoffs at your firm.
This cast explains how to improve an especially important relationship during economic downturns: your boss's peers.
This cast describes the reasons why leaving your company or industry in a downturn CAN be a bad idea, and recommends options to consider in those situations.
This cast describes how to combat the normal tendency of directs to communicate LESS during a downturn.
A rerelease of our guidance on how to conduct layoffs efficiently, with candor and compassion, which addresses problems related to headcount and budget reductions that you may now be facing as a manager because of COVID-19 (Coronavirus).
Part 3 of our guidance related to how we at Manager Tools addressed the COVID pandemic, and the coming dangerous economic aftermath.
Part 2 of our guidance related to how we at Manager Tools addressed the COVID pandemic, and the coming dangerous economic aftermath.
Part 1 of our guidance related to how we at Manager Tools addressed the COVID pandemic, and the coming dangerous economic aftermath.
Part 2 of our guidance on managing during a pandemic, such as COVID-19 (Coronavirus), or a similar international crisis.
Part 1 of our guidance on managing during a pandemic, such as COVID-19 (Coronavirus), or a similar international crisis.
A rerelease of part 2 of our guidance on preparing for a staffing decision meeting, which addresses problems related to headcount and budget reductions that you may now be facing as a professional or manager because of coronavirus.
A rerelease of part 1 of our guidance on preparing for a staffing decision meeting, which addresses problems related to headcount and budget reductions that you may now be facing as a professional or manager because of coronavirus.
A rerelease of part 2 of our guidance on budget management in a downturn, which addresses problems related to headcount and budget reductions that you may now be facing as a professional or manager because of coronavirus.
A rerelease of of our guidance on contributing to the team when working remotely, which addresses problems related to working from home and managing remote employees that you may now be facing because of coronavirus.
A rerelease of of our guidance on getting results when working remotely, which addresses problems related to working from home and managing remote employees that you may now be facing because of coronavirus.
A rerelease of part 2 of our guidance on how to work with a remotely located manager, which addresses problems related to working from home and managing remote employees that you may now be facing because of coronavirus.
A rerelease of part 1 of our guidance on how to work with a remotely located manager, which addresses problems related to working from home and managing remote employees that you may now be facing because of coronavirus.
A rerelease of part 2 of our guidance on managing distant team members, which addresses problems related to working from home and managing remote employees that you may now be facing because of coronavirus.
A rerelease of part 1 of our guidance on managing distant team members, which addresses problems related to working from home and managing remote employees that you may now be facing because of coronavirus.
A rerelease of our guidance on phone One on Ones, which addresses problems related to working from home and managing remote employees that you may now be facing because of coronavirus.
Training is the go-to answer for skill development. But training isn't really what you want.
Part 2 of our guidance for managers and directs expressing concern that Manager Tools' Trinity guidance is formulaic, and not authentic. Here's how to think through those concerns, and/or address them from a colleague.
Part 1 of our guidance for managers and directs expressing concern that Manager Tools' Trinity guidance is formulaic, and not authentic. Here's how to think through those concerns, and/or address them from a colleague.
The data on how race and gender affect behaviors and outcomes for the Manager Tools trinity.
Part 2 of our guidance on reducing interviewee stress. Adding more stress to a candidate reduces the effectiveness of your interview process. Don't do it.
Our Hall Of Fame guidance on how to start setting annual goals, and why we do not like "SMART" goals.
Part 1 of our guidance on reducing interviewee stress. Adding more stress to a candidate reduces the effectiveness of your interview process. Don't do it.
Part 2 of our Hall Of Fame guidance on how to teach directs how to interview candidates for hiring.
Part 1 of our Hall Of Fame guidance on how to teach directs how to interview candidates for hiring.
This week, we're re-releasing one of our Hall of Fame casts on how to prepare performance reviews.
There are some rarely forgivable interviewing mistakes that justify ruling a candidate out even when there are good reasons to hire them. Lack of preparation is one of them.
Mark and Mike talk about what happened at the Manager Tools 2019 inaugural M Conference.
Our Hall Of Fame guidance on effective and ineffective ways to notify a candidate you’ve interviewed that you won’t be offering them.
New team members need guidance about your key issues early on. This is a continuation of our series about messages that shouldn't wait.
The M Conference is our new in-person development opportunity, looking to your future in management.
Part 4 of our guidance on what to do when directs ask how they can get promoted. Rather than get frustrated, give them a professional answer.
Part 3 of our guidance on what to do when directs ask how they can get promoted. Rather than get frustrated, give them a professional answer.
Part 2 of our guidance on what to do when directs ask how they can get promoted. Rather than get frustrated, give them a professional answer.
Part 1 of our guidance on what to do when directs ask how they can get promoted. Rather than get frustrated, give them a professional answer.
Two of the most common mistakes managers make with One-On-Ones is not following up on topics of conversations and not following through on their commitment to do them at all.
When someone new joins your team, we recommend you communicate early about your key priorities. One of those must be communication.
Our Hall of Fame guidance on how to share shortcomings in evaluations like reviews and interviews.
Part 2 of our guidance where we don't recommend you use Role Power very often. But when you do, it's good to know it's more powerful than you realize.
Part 1 of our guidance where we don't recommend you use Role Power very often. But when you do, it's good to know it's more powerful than you realize.
Human Resources often conducts phone screens of job opening candidates. Some times this is okay, but usually it's not.
Our guidance on how to use RoadMap to coach your team members and delegate to your directs.
This Hall of Fame cast explains how to capture interview results in a fast and simple meeting.
This Hall of Fame cast shares our most important principle in The Manager Tools Effective Hiring Process: Set the Bar HIGH.
Some folks push back against our feedback model because it's "nitpicking." It's not. Here's why.
Some folks push back against our feedback model because it's "nitpicking." It's not. Here's why.
If you've ever wondered whether what you're going through is normal, 'Is It Normal' will help you sort things out. Lots of us wonder if our experience is different enough from others that we should do something about it.
If you've ever wondered whether what you're going through is normal, 'Is It Normal' will help you sort things out. Lots of us wonder if our experience is different enough from others that we should do something about it.
This week, we're re-releasing one of our Hall of Fame casts on how to prepare performance reviews.
This Hall of Fame guidance describes how to rollout the DiSC Behavioral Instrument to your team.
This Hall of Fame guidance describes how to rollout the DiSC Behavioral Instrument to your team.
Part 2 of our responses to listeners' recommendations to the Inaugural MT Case Study, and reveal what actually happened.
We respond to listeners' recommendations to the Inaugural MT Case Study, and reveal what actually happened.
What are case studies? Taught in part with the Manager Tools Inaugural Interactive Case Study.
Part 4 of the the sixth chapter of our guidance on politics. Don't play politics. Build relationships. It's the same thing.
Part 3 of the the sixth chapter of our guidance on politics. Don't play politics. Build relationships. It's the same thing.
Part 2 of the the sixth chapter of our guidance on politics. Don't play politics. Build relationships. It's the same thing.
Part 1 of the the sixth chapter of our guidance on politics. Don't play politics. Build relationships. It's the same thing.
Despite our guidance to not use your laptop to take notes in One On Ones, there are many other uses of technology that will improve your critical weekly meetings with each of your directs.
This Hall of Fame guidance describes what to say when you don't have an answer to a question, even when it's urgent.
If you're hugging your colleagues, you're running the risk of a sexual harassment claim.
Our Hall of Fame guidance on employee retention. The best managers we know do a great job of retention. As a matter of fact, because it goes to the future potential of the organization, retention is one of Mark's favorite delineators of management talent. Strategy gets done more effectively in places where retention is good.
The Manager Tools Onboarding Checklist. Every task necessary to help a new hire become effective as quickly as possible.
The Manager Tools Onboarding Checklist. Every task necessary to help a new hire become effective as quickly as possible.
Your questions, our answers on what to do once you make a candidate an offer to turn them into a great team member.
Your questions, our answers on what to do once you make a candidate an offer to turn them into a great team member.
What to do once you make a candidate an offer to turn them into a great team member. Chapter 1 is the basics, why to have a process.
What to do once you make a candidate an offer to turn them into a great team member. Chapter 1 is the basics, why to have a process.
What to do once you make a candidate an offer to turn them into a great team member. Part 1 is the basics, why to have a process.
Our guidance on how you can improve someone's performance without fully coaching them. We use the example of running a meeting to illustrate.
Our guidance on how you can improve someone's performance without fully coaching them. We use the example of running a meeting to illustrate.
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.
Power is necessary for organizational change and success, even if some of us would rather call it influence. But what is it? And how can I get some? And some more? It's not as hard as it sounds.
Power is necessary for organizational change and success, even if some of us would rather call it influence. But what is it? And how can I get some? And some more? It's not as hard as it sounds.
Power is necessary for organizational change and success, even if some of us would rather call it influence. But what is it? And how can I get some? And some more? It's not as hard as it sounds.
Power is necessary for organizational change and success, even if some of us would rather call it influence. But what is it? And how can I get some? And some more? It's not as hard as it sounds.
Our Hall of Fame cast that describes how to create a simple behavioral interview question.
If you're an executive, you probably think training is for your organization, but not you. You're partially right, but mostly wrong.
How come executives don't do all the stuff managers do? How come they don't attend training but expect managers to? There's a reason.
How come executives don't do all the stuff managers do? How come they don't attend training but expect managers to? There's a reason.
If you want to ensure the right things are getting done, one of the easiest things to do is start asking the right questions.
RoadMap is the revolutionary new interactive app to help you become an effective manager. Here's what it is and how to use it.
Part 4 of our guidance on a simple way to structure an entire performance review system for any organization.
Part 3 of our guidance on a simple way to structure an entire performance review system for any organization.
Part 2 of our guidance on a simple way to structure an entire performance review system for any organization.
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.
Part 1 of our guidance on a simple way to structure an entire performance review system for any organization.
Part 4 of our guidance regarding the trend among businesses to get rid of their performance review system. This is dumb. Don't do it.
Part 3 of our guidance regarding the trend among businesses to get rid of their performance review system. This is dumb. Don't do it.
This week, we're re-releasing one of our Hall of Fame casts on how to prepare performance reviews.
Part 2 of our guidance regarding the trend among businesses to get rid of their performance review system. This is dumb. Don't do it.
Part 1 of our guidance regarding the trend among businesses to get rid of their performance review system. This is dumb. Don't do it.
Part 2 of our guidance on creating and using a performance review form if your company doesn't have one.
Part 1 of our guidance on creating and using a performance review form if your company doesn't have one.
A lot of managers try to psychoanalyze their directs. Don't bother. We're all terrible at it.
A lot of managers try to psychoanalyze their directs. Don't bother. We're all terrible at it.
When someone new joins your team, we recommend you communicate early about your key priorities.
Part 3 of our guidance on how to guide or help a direct when feedback doesn't work and coaching isn't necessary.
Part 2 of our guidance on how to guide or help a direct when feedback doesn't work and coaching isn't necessary.
Part 1 of our guidance on how to guide or help a direct when feedback doesn't work and coaching isn't necessary.
Part 3 of our guidance on asking and evaluating the weakness question when interviewing candidates.
Part 2 of our guidance on asking and evaluating the weakness question when interviewing candidates.
Part 1 of our guidance on asking and evaluating the weakness question when interviewing candidates.
What to do as a new manager when you're in danger of losing staff who are critical to your team.
Part 2 of our guidance on how to SIMPLY measure whether or not managers who work for you are doing One On Ones.
Part 1 of our guidance on how to SIMPLY measure whether or not managers who work for you are doing One On Ones.
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.
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.
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.
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.
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.
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.
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.
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 lead a group from a blank slate to a choice on where to focus on future.
Part 2 of our guidance on how to lead a group from a blank slate to a choice on where to focus on future.
Part 1 of our guidance on how to lead a group from a blank slate to a choice on where to focus on future.
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."
Part 2 of our guidance on what kind of jokes you can and can't tell as a manager and professional. And why.
Part 1 of our guidance on what kind of jokes you can and can't tell as a manager and professional. And why.
In this bonus podcast, Mark comments on the recent Wall Street Journal article that featured Manager Tools.
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.
This week, we're re-releasing one of our Hall of Fame casts on how to prepare performance reviews (part 1).
Don't rank candidates as you are interviewing, individually or collectively. It biases the hiring process.
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.
There are two general reasons to consider firing someone. Only one of them is "job performance." The other is tearing down the team.
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.
How to define a direct's "bad attitude" in terms of behaviors, to encourage them to change them.
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.
How to handle the politically delicate moment when you're asked to talk about a difficult person or situation.
Most managers have too high a standard for giving positive feedback. Here are some simple examples.
The common response to questions about status is, "Fine." This isn't acceptable or effective.
Even though great interviewers are looking for reasons to say no doesn't mean they aren't forgiving of mistakes in interviews.
What to do when people are on their phones/laptops during meetings, or doing anything else counterproductive to the meeting.
One of the biggest mistakes in interviewing candidates is using panel interviews. Here's why.
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.
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.
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.
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.
Part 6 of our guidance on how to scan a resume to decide whether or not to phone screen a job candidate.
Part 5 of our guidance on how to scan a resume to decide whether or not to phone screen a job candidate.
Part 4 of our guidance on how to scan a resume to decide whether or not to phone screen a job candidate.
Part 3 of our guidance on how to scan a resume to decide whether or not to phone screen a job candidate.
Part 2 of our guidance on how to scan a resume to decide whether or not to phone screen a job candidate.
Part 1 of our guidance on how to scan a resume to decide whether or not to phone screen a job candidate.
Part 3 of our guidance on how to get a better understanding of what your goals are from your boss.
Part 2 of our guidance on how to get a better understanding of what your goals are from your boss.
Part 1 of our guidance on how to get a better understanding of what your goals are from your boss.
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.
This week, we're re-releasing one of our Hall of Fame casts on our recommendations for an effective teleconference meeting, or conference call.
This week, we're re-releasing one of our Hall of Fame casts on feedback and the shot across the bow.
This week, we're re-releasing part 2 of one of our Hall of Fame casts on mergers and acquisitions.
This week, we're re-releasing part 1 of one of our Hall of Fame casts on mergers and acquisitions.
Part 2 of our guidance on what to do if your direct keeps saying no when you ask if they're open to feedback.
Part 1 of our guidance on what to do if your direct keeps saying no when you ask if they're open to feedback.
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.
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.
This week, we're re-releasing one of our Hall of Fame casts on on delivering a performance review (part 2).
This week, we're re-releasing one of our Hall of Fame casts on on delivering a performance review (part 1).
This week, we're re-releasing one of our Hall of Fame casts on how to prepare performance reviews (part 2).
This week, we're re-releasing one of our Hall of Fame casts on how to prepare performance reviews (part 1).
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.
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.
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.
This week, we're re-releasing one of our Hall of Fame casts on assigning work and reporting.
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.
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.
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.
This week, we're re-releasing one of our Hall of Fame casts on the Late Stage Coaching Model.
How Directors can easily measure their subordinate manager's implementation of feedback.
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.
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.
Explaining your Leader's Intent - the "why" of the work - allows more individual decision making and speeds up results.
Explaining your Leader's Intent - the "why" of the work - allows more individual decision making and speeds up results.
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.
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.
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.
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.
The definition of an Effective Manager is to achieve results while retaining your team members.
The definition of an Effective Manager is to achieve results while retaining your team members.
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.
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.
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 tell when complaining from a direct about the company is becoming malignant, and how to address it.
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 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?
The conclusion of our guidance on how to regain control of a calendar that is regularly full of back to back meetings.
Our guidance on how to regain control of a calendar that is regularly full of back to back meetings.
The conclusion of our guidance on how to delegate meeting attendance, to address a chronically overbooked calendar.
Our guidance on how to delegate meeting attendance, to address a chronically overbooked calendar.
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.
How to handle the situation where you got a "promotion" but didn't get the title/raise that should have gone with it.
Our guidance on your obligation to proactively communicate when your projects or tasks are at risk in some way.
We recommend you create, maintain, and periodically test a telephone alert system or "Phone Tree" for use in exigencies.
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.
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.
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.
An example of our Effective Relationships Series - How to work with a direct who is a High C, if you are a High D.
There are effective and ineffective ways to notify a candidate you've interviewed that you won't be offering them.
There are effective and ineffective ways to notify a candidate you've interviewed that you won't be offering them.
You don't have to say the word "feedback" to give feedback in the MT model. But we do recommend you ask first.
The conclusion of our guidance to never make a counter-offer to an employee who has a competing offer.
Part 2 of our series on our guidance to never make a counter-offer to an employee who has a competing offer.
When decisions are made you may disagree with, you must communicate the decision supportively both in public and in private.
When decisions are made you may disagree with, you must communicate the decision supportively both in public and in private.
It's okay to tell your directs how you feel (within professional limits) when giving them feedback.
When your directs want you to adjudicate a fight, start by asking, "Have you talked to them?"
To better be able to delegate parts of your job, it's best to be transparent about your job.
To better be able to delegate parts of your job, it's best to be transparent about your job.
In this podcast, we answer the question, "How can HR improve Manager Tools' impression of them?"
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.
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."
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."
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."
Doing "favors" for colleagues is an important part of the political/relationship culture in all organizations. It pays to give and to receive them.
Doing "favors" for colleagues is an important part of the political/relationship culture in all organizations. It pays to give and to receive them.
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.
How many people the average manager can supervise, and what rules to apply when creating team sizes.
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 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).
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.
Certain emails DO justify reading them with some urgency. The key is keeping a very short list.
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.
This guidance recommends extending short coaching deadlines when your directs show that they can meet them, and keeping deadlines flexible based on performance.
This guidance concludes our series on how to rollout the DiSC Behavioral Instrument to your team.
Executives are often vague or indirect in giving feedback. One way they do so is to say, "You might want to think about..."
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).
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).
This guidance describes why not to change the metrics you use for your team's behaviors.
This guidance describes what to say when you don't have an answer to a question, even when it's urgent.
This guidance describes what to do when a direct repeatedly says no to delegation asks.
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."
How to be more effective by planning for your enemies' inevitable efforts to undermine you.
This guidance describes why your day "gets away from" you, and how to schedule more effectively.
This cast continues our guidance on how – and why – to hire "overqualified" candidates.
The conclusion of our guidance recommending NOT announcing a colleague’s failure without a courtesy notification.
This guidance recommends NOT announcing a colleague’s failure without a courtesy notification.
This guidance describes how to help directs understand how to work across organizational boundaries.
The conclusion of our series on how to coach someone to stop interrupting, using the Manager Tools Coaching Model.
Another cast on our series on how to coach someone to stop interrupting, using the Manager Tools Coaching Model.
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.
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.
The conclusion of our guidance on how to share shortcomings in evaluations like reviews and interviews.
This guidance explains how to share shortcomings in evaluations like reviews and interviews.
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.
Our guidance on how to deal with objections. This Career Tools podcast is included as a special bonus for Manager Tools Listeners.
The conclusion of our guidance on how to have a brief meeting with your team immediately after you resign.
This guidance explains how to have a brief meeting with your team immediately after you resign.
This guidance recommends asking your assertive communicators to wait to contribute, and to reinforce what you want with feedback.
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.
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.
This guidance recommends measuring the input proffered from quieter team members, to increase their contributions and collaboration.
This guidance recommends what questions to ask of a job candidate’s references, if you progress to that stage.
This guidance recommends what questions to ask of a job candidate’s references, if you progress to that stage.
This guidance recommends evaluating directs’ performances by the content of what they bring to their One on One with you.
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.
This guidance recommends giving more positive (and then negative) feedback to a manager’s top performers, rather than trying to spread feedback out equally.
The conclusion of our recommendations on professionals abandoning their belief in the myth of a just world and 'play politics'.
This guidance recommends professionals abandon their belief in the myth of a just world and "play politics".
This guidance helps managers be more collaborative by getting more input from their team members.
This guidance continues our recommendations about topics to cover with new directs, encouraging them to ask questions about everything they don’t understand.
This guidance describes how to quickly assign tasks in a project without getting bogged down in details.
This guidance recommends a straightforward way to diffuse tension around, and overcome, objections others have to your ideas.
The conclusion of our guidance recommending doing email three times a day. ONLY three times a day.
This guidance recommends managers never willingly allow their boss to talk to a skip directly.
This guidance completes our discussion on how to respond to vague feedback from your boss or others.
This guidance tells you how to prepare for meetings where politics are going to play a role (which is to say, ALL of them).
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.
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.
This guidance tells you what to do when directs resist One on Ones because they are a form of "micromanaging."
This guidance tells you how to structure your briefing to your team around Simple Succession Planning.
This guidance recommends knowing where decision makers and influencers stand on proposals and decisions that matter to you and your team.
This guidance recommends proactively scheduling time for your key responsibilities in the morning, versus afternoon or early evening, "when everyone’s gone."
This guidance completes our recommendations on how to do One on Ones while you are traveling.
Part 2 of our guidance on how to document the performance of your directs and your communications with them.
Our guidance for how to document the performance of your directs and your communications with them.
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.
How to improve your effectiveness by eliminating long open periods from of your calendar.
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.
This guidance discusses how to manage those directs whom you didn’t hire and who have a history of poor performance.
This guidance discusses how to manage those directs whom you didn’t hire and who have a history of poor performance.
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.
This guidance recommends admitting your mistakes openly as a manager, to your team, to enhance candor and openness from your team members.
We recently published guidance recommending that managers ask directs for their efforts, rather than commanding. Can't they say "no"? Yes.
This guidance describes a simple way executive succession planning is often done, and the key to mastering it.
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.
This guidance describes the fundamental error in trying to achieve “Work-Family Balance” and how to solve it forever.
The conclusion of our guidance on how to respond initially to a direct who pushes back in various ways to an instance of feedback.
This guidance describes how to respond initially to a direct who pushes back in various ways to an instance of feedback.
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.
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.
This guidance describes how to deliver an unofficial performance evaluation when you need to communicate something that can’t go on an official eval.
This guidance tells you how to use performance evaluations to improve your basic succession planning.
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.
This guidance tells you how to potentially get some informal self development guidance from your manager by asking three simple questions.
This guidance recommends how to address behaviors in meetings that reduce meeting effectiveness.
This guidance tells you how to do One on Ones with your directs who work a different shift than you do.
This guidance recommends greeting all of your directs when you first interact with them each morning, and how to do it.
This guidance recommends how to address behaviors in meetings that reduce meeting effectiveness.
This guidance tells you how to structure meeting agendas around the biggest, most important items.
This guidance tells you what to do when one of your directs spends too much time on social media.
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.
This cast concludes our recommendations on focusing on behaviors because behaviors are measurable and aggregated behaviors ARE performance.
This guidance recommends focusing on behaviors because behaviors are measurable and aggregated behaviors ARE performance.
This cast concludes our guidance on what to say when your directs say, “Can I give YOU some feedback?”
This guidance tells you what to say when your directs say, "Can I give YOU some feedback?"
This guidance recommends a standing ground rule at all meetings: No “buts,” only “and”.
This guidance describes how to use a RACI [Responsible, Accountable, Consult, Inform] Matrix when determining project responsibilities.
This guidance describes how to avoid having your directs give you work that you’ve already assigned to them.
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.
This guidance describes how to interview those colleagues on your bench…without interviewing them.
This guidance describes how to help individual contributors handle an overload in work.
This guidance describes how to use a “Fruit Bowl” to eliminate cell phone distractions at meetings.
The conclusion of our guidance on how to obtain the requirements you need when working as an internal support provider.
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.
This cast concludes our guidance on how to measure the amount of feedback you’re delivering to your directs.
This guidance describes how to measure the amount of feedback you’re delivering to your directs.
This guidance describes how to schedule hour-long meetings, which are often back-to-back-to-back, in only 45 minutes.
This guidance describes the most important to ask further questions about during an interview.
This cast concludes our guidance on how to run a Routine Town Hall Meeting for your organization.
This guidance describes the first meeting a manager ought to have with a new team member.
This guidance concludes our discussion on when and how to end an interview with a candidate you won't hire.
This guidance describes when and how to end an interview with a candidate you won't hire.
This cast concludes our guidance on how to prepare for Steel Cage Death Match Meetings.
This cast concludes our guidance on how to give feedback on how you want projects reported on.
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.
This cast concludes our guidance on how to have project statuses reported and discussed.
This guidance describes some simple improvements most managers can make to help them take better notes during their One on Ones.
This cast continues our discussion on whom to coach and develop on your team with your marginal time.
This guidance describes whom to coach and develop on your team with your marginal time.
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?
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 concludes our discussion on how to learn about your skips and develop your direct report managers by discussing your skips on a regular basis.
This guidance describes how to learn about your skips and develop your direct report managers by discussing your skips on a regular basis.
This guidance describes how to prepare for the inevitable loss of gadgets and gadget power, most likely on while traveling.
This cast concludes our guidance on what a professional manager's role and limits are when it comes to being friends with our directs.
This guidance describes what a professional manager's role and limits are when it comes to being friends with our directs.
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.
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.
This guidance recommends having any of your directs who present, and maybe even yourself, join and attend a Toastmasters Chapter.
This guidance explains how to BEGIN to measure YOUR success in rolling out the Manager Tools Trinity – One on Ones, Feedback, Coaching, and Delegation.
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.
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.
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.
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.
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.
This cast concludes our recommendations on why and how to meet weekly, or regularly, with your peer managers.
This guidance recommends why and how to met weekly, or regularly, with your peer managers.
This guidance recommends how to give a lot of feedback about a specific event all at once.
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.
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.
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.
This guidance describes why and how effective managers insist on their directs pre-wiring information they brief to you.
This guidance describes how to run the first meeting you have with your team about a new project your team will be doing.
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??
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??
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.
This guidance describes how to respond when, through any number of factors, you and your team are OVERWHELMED with lots of new work.
This guidance describes how to prepare your boss for attending any meeting you are running.
In this cast, we conclude our conversation on how to interview candidates by conducting multiple interviews.
In this cast, we continue our conversation on how to interview candidates by conducting multiple interviews.
This guidance describes a technique for how to think more creatively about annual planning goals.
This guidance describes how managers ought to communicate organizational information to their team members.
This show concludes our recommendations on the professional approach to supporting choices you didn't champion.
This guidance recommends the professional approach to supporting choices you didn't champion.
This cast concludes our discussion on how to manage a High I direct based on some natural tendencies and weaknesses.
This guidance describes how to manage a High I direct based on some natural tendencies and weaknesses.
This guidance recommends giving negative feedback only after a second instance, and only ON the second instance.
This guidance describes whom to choose to mentor internally based on political considerations.
This guidance describes some simple things your admin can do to help you manage your calendar.
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.
This cast concludes our guidance on some simple things managers can do to improve the accountability and productivity of distant team members.
This guidance recommends some simple things managers can do to improve the accountability and productivity of distant team members.
This guidance recommends how to have effective One on Ones with directs who are initially resistant.
This cast concludes our discussion on how effective managers address governmental politics at work.
This guidance recommends how to further your succession planning efforts by extending your network to your directs.
This cast concludes our conversation on an even more basic model for effective meetings than in our original guidance.
This cast describes an even more basic model for effective meetings than in our original guidance.
This guidance addresses how personal One on Ones ought to be – should they be all about family and personal stuff, or just about work?
This guidance addresses questions about the purpose and value of One on Ones, particularly for those directs who challenge the need for them.
This cast concludes our conversation on how to respond when someone disagrees publicly in an unprofessional way.
This cast describes how to respond when someone disagrees publicly in an unprofessional way.
This cast describes how to decide whether or not to give feedback to one of your directs based on someone else's input.
This cast describes a simple technique for controlling one's calendar, thereby keeping more time available for primary objectives.
This guidance recommends assigning both the reporting of work and the work itself when delegating.
This guidance disagrees with the old notion of praise in public, criticize in private, and recommends more effective behaviors.
This guidance recommends how to deliver both praise and feedback (though not together), and why they are both valuable – and completely different.
This guidance describes whether or not to give feedback in public, or in private . . . or neither.
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.
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.
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.
This cast describes The Rule of 150, how it affects the growth of small companies and organizations, and how to address it.
This guidance describes how to choose what to delegate using a simple Venn Diagram – the intersection between the direct, the manager, and the organization.
The conclusion of our recommendations on how to influence others by asking for verbal commitments.
In this recommendation, Manager Tools describes how to influence others by asking for verbal commitments.
This cast reviews our recent Career Tools guidance on LinkedIn, as well as highlights LinkedIn's recent Fortune magazine cover story, and recommends some basic LinkedIn behaviors for managers.
This cast describes one way to help your directs – when they are managers – to begin using the Manager Tools Management Trinity: One on Ones, Feedback, Coaching, and Delegation.
This cast concludes our conversation on a more effective way to set standards for getting one of your directs promoted.
This cast describes a more effective way to set standards for getting one of your directs promoted.
We conclude our conversation on how and why to delegate almost all of your routine reporting to your directs.
This cast describes how and why to delegate almost all of your routine reporting to your directs.
This cast addresses a behavioral change for an insidious practice of High D Managers: always putting results in front of relationships. People MATTER!
This cast addresses a behavioral change for an insidious practice of High S Managers: overprotecting your team.
This cast recommends building relationships internally at your organization when you attend training events.
This cast describes Manager Tools' first principle about managing directs from different cultures, based on the Wendii curve.
This cast addresses how to manage a high performer who is arrogant or dismissive of others.
This cast addresses a behavioral change for an insidious practice of High I Managers: starting well and ending poorly.
This cast describes the first principle of how to develop subordinate managers - Measure Basic Behaviors.
This cast provides guidance on giving feedback when coaching directs on their presentation skills, AND a detailed template managers can use when doing so.
This cast concludes our conversation on how to increase the chances that you will get to hire your favorite candidate when he or she has to interview elsewhere in the organization.
This cast describes how to increase the chances that you will get to hire your favorite candidate when he or she has to interview elsewhere in the organization.
This cast concludes our conversation on a behavioral change for an insidious practice of High C Managers: finding fault with recommendations and ideas.
This cast addresses a behavioral change for an insidious practice of High C Managers: finding fault with recommendations and ideas.
This cast describes how to refresh your One on Ones with your directs after you've been doing them for 1-2 years.
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").
This cast concludes our conversation on handling a direct who blames another direct for their failure to deliver a task on time.
This cast recommends how to handle a direct who blames another direct for their failure to deliver a task on time.
This cast recommends how managers handle requests for confidentiality from their directs.
In this cast, we conclude our conversation on the origins of the Management Trinity, focusing on Coaching and Delegation.
In this cast, we continue our conversation on the origins of the Management Trinity, focusing on One on Ones and Feedback.
This cast describes the origins of the Management Trinity: why we preach it, and how it came to be.
This cast concludes our discussion on a standard practice of administrative assistants helping managers prepare for business travel.
This cast describes a standard practice of administrative assistants helping managers prepare for business travel.
This cast describes a quick and dirty way to choose an interim replacement or number two for your role as manager.
This cast describes how give feedback to a project team member if you are a project manager.
This cast describes how to combat the normal tendency of directs to communicate LESS during a downturn.
In this cast, we conclude our conversation on how to delegate and manage projects more effectively based on the DiSC profiles of your team members.
This cast describes how to delegate and manage projects more effectively based on the DiSC profiles of your team members.
In this cast, we conclude our conversation about beginning change efforts in any organization
This cast explains the basics of how to have One on Ones with project team members who do not report to you.
We've said it a hundred times, but we've never covered the basics of HOW to conduct a One on One on the phone. Clearly it works - Mark has shared that over half of the O3s he's done have been over the phone. Here's how.
This cast concludes our discussion on how to coach one of our directs on how to run our staff meeting which we have delegated to them.
This cast describes how to coach one of our directs on how to run our staff meeting which we have delegated to them.
This cast describes how to delegate running your staff meeting as part of succession planning.
This cast describes an executive priority management technique - One Less Thing - to free up your calendar.
This cast describes how to give negative feedback in an escalating way, over time, to improve performance.
What do we do when we've tried giving negative feedback but it doesn't seem to be working? We've given repeated instances of feedback, and yet we don't see a change in a direct's behavior?
We give systemic feedback. And it's easy to give - it's just the four step standard feedback model with a change in focus. If you already know how to give standard feedback, systemic feedback is simple to 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.
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?
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.
This cast describes how to decide between two good candidates in a hiring situation. We're NOT going to tell everyone who's trying to decide between two candidates whom they should pick. What we are going to do with this cast is tell you what factors are most effective in determining whom to hire, as well as walking you through a simple process for the decision.
This cast describes behaviors for managers to engage in to ensure that they deliver feedback ethically and professionally.
Mark recently had an experience that was somewhat chilling for him. He was talking to a manager who wanted to show him how good he was at improving. This was a High D, forceful manager who described himself as "a recovering jerk".
He was following the Manager Tools Feedback 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.
This cast describes why and how to run your meetings without laptops. For our original cast on the Effective Meetings Protocol, check out "Effective Meetings - Get Out of Jail!"
In this cast, we complete our 2-part series on the Starter Feedback Model, an EVEN SIMPLER method for delivering feedback.
This cast describes an EVEN SIMPLER method for delivering feedback to help those managers who are struggling to implement it.
This cast describes what to do when a manager has two candidates for a job that meet the standard, but you can only offer one candidate.
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.
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.
This cast includes Part 4 of our discussion on how to implement the Manager Tools’ Management Trinity (One on Ones, Feedback, Coaching).
This cast includes Part 3 of our discussion on how to implement the Manager Tools’ Management Trinity (One on Ones, Feedback, Coaching).
This cast includes Part 2 of our discussion on how to implement the Manager Tools’ Management Trinity (One on Ones, Feedback, Coaching - and Delegation!).
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 [...]
Mark recently blogged with our first ever management koan, "What Would An Effective Manager Do?" In this cast, we share the answer.
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.
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.
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.
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.
Today we wrap-up our conversation on effective meetings, as well as answer some listener questions on meetings, one-on-ones, and feedback.
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.
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.
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.
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.
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.
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.
Mark and Mike finish their discussion on the single most effective management tool - the one-on-one.
Mark and Mike continue their discussion on the single most effective management tool - the one-on-one.