The Corky Story - Part 3
Part 3 of Dani's best management story about how she used the Manager Tools Trinity to terminate a poor performer in an organization where "you can't fire anyone."
May 26, 2014
Manager Tools
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Episodes
The Corky Story - Part 2
Part 2 of Dani's best management story about how she used the Manager Tools Trinity to terminate a poor performer in an organization where "you can't fire anyone."
May 19, 2014
The Corky Story - Part 1
Dani's best management story about how she used the Manager Tools Trinity to terminate a poor performer in an organization where "you can't fire anyone."
May 12, 2014
Politics 101 – Chapter 5 – Favors Matter (Part 2)
Doing "favors" for colleagues is an important part of the political/relationship culture in all organizations. It pays to give and to receive them.
May 05, 2014
Politics 101 – Chapter 5 – Favors Matter (Part 1)
Doing "favors" for colleagues is an important part of the political/relationship culture in all organizations. It pays to give and to receive them.
Apr 28, 2014
THE Development Question
Learn to ask your directs, "What do YOU think?" when they come to you with problems. THAT is the simple way to develop their skills – have them learn new ones.
Apr 21, 2014
Span of Control Guidelines
How many people the average manager can supervise, and what rules to apply when creating team sizes.
Apr 14, 2014
Don't Waste Your Vote - Part 2
Don't vote against a plan or decision if you're the only one doing so, unless it's for ethics or principles (and it usually isn't).
Apr 07, 2014
Don't Waste Your Vote - Part 1
Don't vote against a plan or decision if you're the only one doing so, unless it's for ethics or principles (and it usually isn't).
Mar 31, 2014
Insist on Behavior When Assisting
The best way to help colleagues and fellow managers with their employees is to insist on behaviors. But most managers don't think this way.
Mar 24, 2014
Documentation Basics - Part 2
How To Document Performance - Part 2.
Mar 17, 2014
Documentation Basics - Part 1
How To Document Performance.
Mar 09, 2014
Writing a Job Description - Part 2
The conclusion of our series on how to write a simple job description.
Mar 03, 2014
Writing a Job Description - Part 1
How to write a simple job description.
Feb 24, 2014
Assume Positive Intent
Assume positive intent when analyzing the actions of others, especially directs.
Feb 17, 2014
Handling Special Emails
Certain emails DO justify reading them with some urgency. The key is keeping a very short list.
Feb 10, 2014
Project Status is Never "Fine"
Never ask how a project is going. You'll get information that isn't helpful…and it's your fault. Ask for status, and define what status is.
Feb 03, 2014
Flexible Coaching Deadlines
This guidance recommends extending short coaching deadlines when your directs show that they can meet them, and keeping deadlines flexible based on performance.
Jan 27, 2014
Communicating Lateness
This guidance describes how to communicate lateness for one's responsibilities.
Jan 20, 2014
You Might Want to Consider ...
Executives are often vague or indirect in giving feedback. One way they do so is to say, "You might want to think about..."
Dec 30, 2013
Visual Record-Keeping - Part 2
The conclusion of our recommendation of using Visual Record-Keeping for meetings that require collaboration and discussion about future plans and discussions (versus historical discussions like status reporting).
Dec 23, 2013
Visual Record-Keeping - Part 1
This guidance recommends using Visual Record-Keeping for meetings that require collaboration and discussion about future plans and discussions (versus historical discussions like status reporting).
Dec 16, 2013
Don't Change Metrics
This guidance describes why not to change the metrics you use for your team's behaviors.
Dec 09, 2013
Horstman's Law Of Uncertainty
This guidance describes what to say when you don't have an answer to a question, even when it's urgent.
Dec 02, 2013
Three Strikes Delegation
This guidance describes what to do when a direct repeatedly says no to delegation asks.
Nov 25, 2013
My Direct Doesn't Want To Change
This guidance describes how to interact with a direct who resists or refuses more, new, or different work because they're "comfortable where they are", or "not interested in promotion."
Nov 18, 2013
Politics 101 - Chapter 4 - Know Thine Enemies
How to be more effective by planning for your enemies' inevitable efforts to undermine you.
Nov 11, 2013
Horstman's Noon Rule of Scheduling
This guidance describes why your day "gets away from" you, and how to schedule more effectively.
Nov 04, 2013
Hiring "Overqualifieds" - Part 4
The conclusion of our guidance on how – and why – to hire "overqualified" candidates.
Oct 28, 2013
Hiring "Overqualifieds" - Part 3
Part 3 of our guidance on how – and why – to hire "overqualified" candidates.
Oct 21, 2013