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).
Episodes
Manager Tools
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Episodes
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.
Documentation Basics - Part 2
How To Document Performance - Part 2.
Documentation Basics - Part 1
How To Document Performance.
Writing a Job Description - Part 2
The conclusion of our series on how to write a simple job description.
Writing a Job Description - Part 1
How to write a simple job description.
Assume Positive Intent
Assume positive intent when analyzing the actions of others, especially directs.
Handling Special Emails
Certain emails DO justify reading them with some urgency. The key is keeping a very short list.
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.
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.
Communicating Lateness
This guidance describes how to communicate lateness for one's responsibilities.
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..."
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).
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).
Don't Change Metrics
This guidance describes why not to change the metrics you use for your team's behaviors.
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.
Three Strikes Delegation
This guidance describes what to do when a direct repeatedly says no to delegation asks.
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."
Politics 101 - Chapter 4 - Know Thine Enemies
How to be more effective by planning for your enemies' inevitable efforts to undermine you.
Horstman's Noon Rule of Scheduling
This guidance describes why your day "gets away from" you, and how to schedule more effectively.
Hiring "Overqualifieds" - Part 4
The conclusion of our guidance on how – and why – to hire "overqualified" candidates.
Hiring "Overqualifieds" - Part 3
Part 3 of our guidance on how – and why – to hire "overqualified" candidates.
Hiring "Overqualifieds" - Part 2
This cast continues our guidance on how – and why – to hire "overqualified" candidates.
Hiring "Overqualifieds" - Part 1
This guidance describes how – and why – to hire overqualified candidates.
No Dropping Dimes - Part 2
The conclusion of our guidance recommending NOT announcing a colleague’s failure without a courtesy notification.
No Dropping Dimes - Part 1
This guidance recommends NOT announcing a colleague’s failure without a courtesy notification.
Direct Internal Passport
This guidance describes how to help directs understand how to work across organizational boundaries.
Effective Relationships Announcement
Effective Relationship Product Announcement
Coaching Example - Interrupting (Part 3)
The conclusion of our series on how to coach someone to stop interrupting, using the Manager Tools Coaching Model.
Coaching Example - Interrupting (Part 2)
Another cast on our series on how to coach someone to stop interrupting, using the Manager Tools Coaching Model.