I have been lurking for a little while on forums, and enjoy reading everyone's posts and responses. It's great to have a resource devoted to great managers helping others become great managers! 

I've been listening to MT and CT casts for a short while now and hope to attend conference(s) this year. I am not a manager, but work within a very small team of 6 people and am second-most senior, so am in a position with seniority over others. While the trinity principles don't apply directly to me I find the guidance and intent is very much applicable to helping me be a better team member.

I find so many great tips and action items to follow within the podcasts, so much so that it  becomes a bit overwhelming to figure out where to start. I want to take every cast's advice but suffer for a bit of overload? Anyone have suggestions on the top 5 crucial skills to develop? What have you found to be the MOST valuable casts? 

mike_bruns_99's picture
Licensee BadgeTraining Badge

Listen to the basics, here:

If you don't yet have directs, learn and practice the feedback model. Particularly the peer feedback model.  

it's something you can do now, to make you more effective.

mark_odell's picture

I haven't got the links to hand, but most useful ones for me:

- Got email

- Priority management (there's a few)

-Feedback - It gives good perspective on how to think about your own 'behaviour'

- Coaching - Apply it to yourself


Chief Executive, Connect Support Services Ltd. - London based cloud & traditional IT services for SMEs -

DiogenesPerez's picture
Licensee Badge

As a member of the IT world my soft skills were the ones I had the most trouble with before becoming a manager.

Time management cast

- The Juggling Koan: taught me to never say no and the reason why.

- Never say BUT: I can't find the podcast.

- Peter Drucker rules, read his book and you'll understand why Mark and Mike love him.

- Never try to manage your boss or peers.


naraa's picture
Training Badge

 I agree with Senegoid, the juggling koan was a breakthrough to me, also the advice to never say but.  I have also found extremely useful all the DISC podcast.  In my case, the cast describing a high I, and the Dangers in managing a high I was very good because I applied it to me.  I could really get from those casts what I should do to be more effective working with a number of high C's and C/D's, and to be more effective on my work. The saying "save your greatest idea ever to when you have your next greatest idea ever"." You are overwhelming all your high C's that are trying to get it all done." Was very useful.  All of the DISC casts are great but if want one to start, do your DISC profile and start with the description of your own style.


lisas2's picture

 leaving an effective voicemail and effective everyday conversations 

delivering a decision briefing (SOCCR) 

developing a sense of urgency 

managing email (there are several) 

delta file & keeping a career data file 

self development, MT goals & even the coaching ones - just coach yourself :) 



mfculbert's picture

Mike and Mark recommend Getting Things Done by David Allen. It has changed my life. EVERY direct who works for me will be coached through that book within the first 18 months. 

lisas2's picture

 If I were your direct, I would not react well to being "coached through" GTD.  At least not what I interpret those words to mean. Your plan is probably different than what I imagine .  As a reference point, my DISC profile is 5137. 

I'd tolerate it. But I'd be annoyed. 



donm's picture
Training Badge


For me to put your comment into perspective, do you know what M-T considers "coaching?"

lisas2's picture

 I do know what MT considers coaching.  And I'm not saying that some directs wouldn't benefit from the principles and practices of GTD.   

You, of course, known your own people. Your approach will probably work fine for you and your directs. 

I was just expressing my reaction to the concept of pre-determining what a required coaching topic would be for all of one's directs; the implication being that it would be implemented without any input from the direct on their goals or directions or interests and without any consideration of their current levels of organization. The way I read the statement led me to believe that there would be no discussions with the directs but rather a directive from above that this would be one of their items for coaching over the next year, with everything that that implied.  It struck me as coming off as heavy-handed and the opposite of the joint planning that I associate with coaching. It wasn't nuanced as "this is something I'm going to suggest to all my directs the next time we brainstorm coaching opportunities".  That is what I heard and is what prompted my response. 

As I also said, what I heard through my own filters was probably not what you meant nor what you intended to implement with your team. 

If my response has given offence, that was not my intention and I apologize. 





tlhausmann's picture
Licensee BadgeTraining Badge

Hi Kelston and welcome to the forums,

In last night's Summer Licensee conference call a similar question came up...if you are not already a licensee then I encourage you to give it strong consideration.

I have been a listener for nearly the full 8 years MT has been releasing podcasts and can share a few thoughts. The best casts to follow varies, in part, on your role within the organization and the areas where you feel you want to grow. That said, here are casts that, to me, have had broad utility:

- Go through the MT basics. This provides the foundational knowledge and builds familiarity with the MT vernacular

- Decision Briefing

- How to Prewire a Meeting (the hidden gem in this cast is about building knowledge about organizational influence)

- Race Don't Chase (knowing your budget, cold)

- Building a Sense of Urgency

kelston79's picture

Thanks to you all for your input and suggestions. I'm starting a list of my to-do casts and am working through those now.

Have a great day!