There Is No Why In Feedback - Part 2
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.
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. Find more at http://www.manager-tools.com/
Episodes
There Is No Why In Feedback - Part 1
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.
Coaching Presenting Skills With Toastmasters
This guidance recommends having any of your directs who present, and maybe even yourself, join and attend a Toastmasters Chapter.
Measuring The Trinity - Chapter 1
This guidance explains how to BEGIN to measure YOUR success in rolling out the Manager Tools Trinity – One on Ones, Feedback, Coaching, and Delegation.
The One Third-Planning Rule - Part 2
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.
The One Third-Planning Rule - Part 1
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.
Over Assigning And Delegating Work - Part 3
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.
Over Assigning And Delegating Work - Part 2
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.
Over Assigning And Delegating Work - Part 1
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.
Peer One on Ones - Part 2
This cast concludes our recommendations on why and how to meet weekly, or regularly, with your peer managers.
Peer One on Ones - Part 1
This guidance recommends why and how to met weekly, or regularly, with your peer managers.
Event Based Feedback
This guidance recommends how to give a lot of feedback about a specific event all at once.
How To Manage A Disgruntled Non-Promoted Direct - Part 3
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.
How To Manage A Disgruntled Non-Promoted Direct - Part 2
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.
How To Manage A Disgruntled Non-Promoted Direct - Part 1
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.
Internal Team Pre-Wires
This guidance describes why and how effective managers insist on their directs pre-wiring information they brief to you.
How To Run A SPOT Project Kickoff Meeting
This guidance describes how to run the first meeting you have with your team about a new project your team will be doing.
How To Assign Work Tasks - Part 2
This cast concludes our discussion on how to assign tasks to your directs.
How To Assign Work Tasks - Part 1
This guidance describes how to assign tasks to your directs.
How To Manage A Massive Workload Increase - Part 4
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??
How To Manage A Massive Workload Increase - Part 3
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??
How To Manage A Massive Workload Increase - Part 2
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.
How To Manage A Massive Workload Increase - Part 1
This guidance describes how to respond when, through any number of factors, you and your team are OVERWHELMED with lots of new work.
Boss Meeting Prep - No Surprises
This guidance describes how to prepare your boss for attending any meeting you are running.
Conduct Multiple Interviews, Chapter 1 - Part 3
In this cast, we conclude our conversation on how to interview candidates by conducting multiple interviews.
Conduct Multiple Interviews, Chapter 1 - Part 2
In this cast, we continue our conversation on how to interview candidates by conducting multiple interviews.
Conduct Multiple Interviews, Chapter 1 - Part 1
This guidance describes how to interview candidates by conducting multiple interviews.
Assumptive Goal Setting
This guidance describes a technique for how to think more creatively about annual planning goals.
Managers Are Communicated THROUGH
This guidance describes how managers ought to communicate organizational information to their team members.
Professional Subordination - Part 2
This show concludes our recommendations on the professional approach to supporting choices you didn't champion.