Professional Subordination - Part 1
This guidance recommends the professional approach to supporting choices you didn't champion.
Episodes
Manager Tools
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Episodes
Managing A High I: Dangers Part 2
This cast concludes our discussion on how to manage a High I direct based on some natural tendencies and weaknesses.
Managing A High I: Dangers Part 1
This guidance describes how to manage a High I direct based on some natural tendencies and weaknesses.
Not Too Picky Feedback
This guidance recommends giving negative feedback only after a second instance, and only ON the second instance.
Mentoring With Political Smarts
This guidance describes whom to choose to mentor internally based on political considerations.
Calendar Changes And Your Admin
This guidance describes some simple things your admin can do to help you manage your calendar.
Simple Project Reporting Guidance
This guidance describes how to assign a project to a direct and set up some simple reporting that will greatly increase early (and overall) success.
Distant Manager Basics - Part 2
This cast concludes our guidance on some simple things managers can do to improve the accountability and productivity of distant team members.
Distant Manager Basics - Part 1
This guidance recommends some simple things managers can do to improve the accountability and productivity of distant team members.
Introducing Managerial Change
This guidance recommends how to introduce changes in how you manage your team.
Resistant Directs In One on Ones
This guidance recommends how to have effective One on Ones with directs who are initially resistant.
Managers and Governmental Politics – Part 2
This cast concludes our discussion on how effective managers address governmental politics at work.
Managers and Governmental Politics – Part 1
This guidance recommends how effective managers address governmental politics at work.
Succession Planning - Extending Your Network
This guidance recommends how to further your succession planning efforts by extending your network to your directs.
Effective Meetings Starter Model - Part 2
This cast concludes our conversation on an even more basic model for effective meetings than in our original guidance.
Effective Meetings Starter Model - Part 1
This cast describes an even more basic model for effective meetings than in our original guidance.
One on Ones – Work or Personal?
This guidance addresses how personal One on Ones ought to be – should they be all about family and personal stuff, or just about work?
One On Ones Are Business Meetings
This guidance addresses questions about the purpose and value of One on Ones, particularly for those directs who challenge the need for them.
How To Handle Public Disagreement - Part 2
This cast concludes our conversation on how to respond when someone disagrees publicly in an unprofessional way.
How To Handle Public Disagreement - Part 1
This cast describes how to respond when someone disagrees publicly in an unprofessional way.
Third Party Negative Feedback – How To Decide
This cast describes how to decide whether or not to give feedback to one of your directs based on someone else's input.
Skip Level Feedback
This cast describes how to deliver feedback to skip level associates.
Calendar Control #1 – Say No
This cast describes a simple technique for controlling one's calendar, thereby keeping more time available for primary objectives.
Assign Work AND Reporting
This guidance recommends assigning both the reporting of work and the work itself when delegating.
Praise In Public, Criticize In Private Is WRONG
This guidance disagrees with the old notion of praise in public, criticize in private, and recommends more effective behaviors.
Yes, Please Praise, Thank You
This guidance recommends how to deliver both praise and feedback (though not together), and why they are both valuable – and completely different.
Feedback – Public Or Private?
This guidance describes whether or not to give feedback in public, or in private . . . or neither.
Feedback Immediacy
This cast describes WHEN to give feedback. How fast is too fast? How slow is too slow?
When NOT To Give Feedback - Part 2
This cast concludes our conversation on some situations where feedback isn't appropriate, because the error/mistake/infraction is so egregious, encouragement of effective future behavior isn't enough.
When NOT To Give Feedback - Part 1
This cast describes some situations where feedback isn't appropriate, because the error/mistake/infraction is so egregious, encouragement of effective future behavior isn't enough.