Podcasts in the category “Manager Basics (The Trinity)”:
- 8 Positive Feedback Examples
- A Different Feedback Model Question
- A Notebook And A Pen
- After Your One On One
- Authenticity And The Manager Tools Trinity™ - Part 1 (Hall of Fame Guidance)
- Authenticity And The Manager Tools Trinity™ - Part 2 (Hall of Fame Guidance)
- Being Told "No" To Feedback - Part 1
- Being Told "No" To Feedback - Part 2
- Boss One-on-One Pushback
- Brainstorming - Part 1 (Hall Of Fame Guidance)
- Brainstorming - Part 2 (Hall Of Fame Guidance)
- Brief Before You Change
- Coaching Example - Interrupting (Part 1)
- Coaching Example - Interrupting (Part 2)
- Coaching Example - Interrupting (Part 3)
- Coaching Is Self Development - Part 1
- Coaching Is Self Development - Part 2
- Coaching Presenting Skills With Toastmasters
- Coaching the Meeting Delegation- Part 1
- Coaching the Meeting Delegation- Part 2
- Coaching/Feedback Template For Presentations
- Common One On One Mistakes - Chapter 1 - Agenda Fascism
- Common One-On-One Mistakes - Chapter 2 - Not Following Through
- Contract Employee One On Ones - Part 1
- Contract Employee One On Ones - Part 2
- Conversational One on Ones
- COVID: Pandemic Management - People And Communication - Part 1 (Hall of Fame Guidance)
- COVID: Pandemic Management - People And Communication - Part 2 (Hall of Fame Guidance)
- Dealing With Vague Feedback - Part 1
- Dealing With Vague Feedback - Part 2
- Decisions, Not Choices - Part 1 (Hall of Fame Guidance)
- Decisions, Not Choices - Part 2 (Hall of Fame Guidance)
- Delegate Your Reporting - Part 1
- Delegate Your Reporting - Part 2
- Delegating To The Floor (Hall Of Fame Guidance)
- Delegating To The Floor - For Directs - Part 1 (Hall Of Fame Guidance)
- Delegating To The Floor - For Directs - Part 2 (Hall Of Fame Guidance)
- Direct Relationships Acid Test
- Don't Change Metrics
- Don't Do Skip Level One On Ones
- Effective Documentation - Part 1
- Effective Documentation - Part 2
- Effective Relationships - I'm a D, My Direct is a C - Part 3
- Effective Relationships - I’m a D, My Direct is a C - Part 1
- Effective Relationships - I’m a D, My Direct is a C - Part 2
- Effective Relationships - I’m a D, My Direct is a C - Part 4
- Event Based Feedback
- Event Based Peer Feedback - Part 1
- Event Based Peer Feedback - Part 2
- Feedback 'Dialog' Is Stupid Guidance - Part 1 (Hall of Fame Guidance)
- Feedback 'Dialog' Is Stupid Guidance - Part 2 (Hall of Fame Guidance)
- Feedback 'Dialog' Is Stupid Guidance - Part 3 (Hall of Fame Guidance)
- Feedback 'Dialog' Is Stupid Guidance - Part 4 (Hall of Fame Guidance)
- Feedback - Public Or Private?
- Feedback - Revisited
- Feedback and the Shot Across the Bow (Hall Of Fame Guidance)
- Feedback Doesn't Preclude - Chapter 1
- Feedback From Your Directs - What To Say - Part 1
- Feedback From Your Directs - What To Say - Part 2
- Feedback Grace Period
- Feedback Immediacy
- Feedback Is Not A Personal Attack (Hall Of Fame Guidance)
- Feedback on Status Reporting - Nothing is "Fine"
- Feedback Step 3 - Emotions Are Okay
- Feedback: When Yes Means No - Part 1
- Feedback: When Yes Means No - Part 2
- Flavor Of The Month Pushback - Part 1 (Hall of Fame Guidance)
- Flavor Of The Month Pushback - Part 2 (Hall of Fame Guidance)
- Flexible Coaching Deadlines
- Getting Your Goals From Your Boss - Part 1
- Getting Your Goals From Your Boss - Part 2
- Getting Your Goals From Your Boss - Part 3
- Giving Effective Feedback - Part 1 (Hall Of Fame Guidance)
- Giving Effective Feedback - Part 2 (Hall Of Fame Guidance)
- Giving Effective Feedback - Part 3 (Hall Of Fame Guidance)
- Giving Effective Feedback - Part 4 (Hall Of Fame Guidance)
- Giving Feedback To Remote Directs - Part 1
- Giving Feedback To Remote Directs - Part 2
- Giving Feedback To Remote Directs - Part 3
- Hire Slow, Fire Fast Is Wrong - Part 1
- Hire Slow, Fire Fast Is Wrong - Part 2
- How Do You Help Employees Develop?
- How To Address Social Media Abuse
- How To Assign Work Tasks - Part 1 (Hall Of Fame Guidance)
- How To Assign Work Tasks - Part 2 (Hall Of Fame Guidance)
- How To Avoid Reverse Delegation
- How To Choose What To Delegate (Hall Of Fame Guidance)
- How to Coach Directs on Interpersonal Skills - Part 1
- How to Coach Directs on Interpersonal Skills - Part 2
- How To Do One On Ones With Shift Workers
- How to Fire Someone (Well, Almost)
- How to Give Feedback About Attire
- How To Manage A Massive Workload Increase - Part 1 (Hall Of Fame Guidance)
- How To Manage A Massive Workload Increase - Part 2 (Hall Of Fame Guidance)
- How To Manage A Massive Workload Increase - Part 3 (Hall Of Fame Guidance)
- How To Manage A Massive Workload Increase - Part 4 (Hall Of Fame Guidance)
- How To Measure Feedback Implementation - Chapter 1 - Asking
- How to Run Your Staff Meeting - Part 1 (Hall Of Fame Guidance)
- How to Run Your Staff Meeting - Part 2 (Hall Of Fame Guidance)
- How To Stop Gossip
- Improve Your Feedback With DISC
- Inheriting A Poor Performer - Part 1 (Hall Of Fame Guidance)
- Inheriting A Poor Performer - Part 2 (Hall Of Fame Guidance)
- Job Transparency For Development - Part 1
- Job Transparency For Development - Part 2
- Leading Change - Model And Measure - Part 2
- Leading Change - Model And Measure, Part 1
- Lists And Agendas In One On Ones
- Manager Tools® and Race and Gender (Hall of Fame Guidance)
- Managerial Economics 101, 102 and 103: Reporting, Delegation, and Coaching - Part 1
- Managerial Economics 101, 102 and 103: Reporting, Delegation, and Coaching - Part 2
- Measuring Feedback - Chapter 1 - Start With Quantity - Part 1
- Measuring Feedback - Chapter 1 - Start With Quantity - Part 2
- Measuring Feedback - Chapter 2 - Overweight Top Performers - Part 1
- Measuring Feedback - Chapter 2 - Overweight Top Performers - Part 2
- Measuring The Trinity - Chapter 1
- Meeting Distractions - Don't Wait To Give Feedback
- My Direct Doesn't Want To Change
- My Directs Aren't Addressing My Agenda in One On Ones
- My Feelings Are Hurt - Part 1
- My Feelings Are Hurt - Part 2
- Negative Feedback Before Its Time
- Negative Feedback Pushback Examples - Part 1
- Negative Feedback Pushback Examples - Part 2
- Not Too Picky Feedback
- One On One Development Analysis Check
- One On One Note-Taking Recommendations
- One on One Scheduling Guidance (Part 1 of 2)
- One on One Scheduling Guidance (Part 2 of 2)
- One on Ones - Work or Personal?
- One On Ones After Conflict
- One On Ones Are Business Meetings
- One on Ones for the DIRECT
- One On Ones In a Hybrid Office Environment (Hall of Fame Guidance)
- One on Ones While Traveling - Part 1
- One on Ones While Traveling - Part 2
- One-on-Ones - Part 1 (Hall Of Fame Guidance)
- One-on-Ones - Part 2 (Hall Of Fame Guidance)
- One-on-Ones - Part 3 (Hall Of Fame Guidance)
- Over Assigning And Delegating Work - Part 1
- Over Assigning And Delegating Work - Part 2
- Over Assigning And Delegating Work - Part 3
- Overcoming Trinity Pushback - Chapter 1 - “One on Ones Are Micromanaging”
- Overcoming Trinity Pushback - Chapter 2 - No Time For One on Ones - Part 1
- Overcoming Trinity Pushback - Chapter 2 - No Time For One on Ones - Part 2
- Overcoming Trinity Pushback - Chapter 3 - One On Ones - Creative People - Part 1
- Overcoming Trinity Pushback - Chapter 3 - One On Ones - Creative People - Part 2
- Overcoming Trinity Pushback - Chapter 4 - Feedback Is Nitpicking - Part 1
- Overcoming Trinity Pushback - Chapter 4 - Feedback Is Nitpicking - Part 2
- Peer One on Ones - Part 1
- Performance Conversations Don't Lead To Career Conversations
- Phone One on Ones
- Positive Feedback Before Its Time
- Praise In Public, Criticize In Private Is WRONG
- Preparing For Your One On One
- Project Manager Feedback
- Project Manager One on Ones - Part 1
- Project Manager One on Ones - Part 2
- Project Status Reporting Simple Feedback - Part 1
- Project Status Reporting Simple Feedback - Part 2
- Questions and Answers on One-on-Ones
- Receiving Feedback About Your Directs
- Resistant Directs In One on Ones - Chapter 1 - (Hall Of Fame Guidance)
- Resistant Directs In One On Ones - Chapter 2 - Part 1
- Resistant Directs In One On Ones - Chapter 2 - Part 2
- Results and Retention - Part 1 (Hall Of Fame Guidance)
- Results and Retention - Part 2 (Hall Of Fame Guidance)
- RoadMap For The Individual Manager
- Rolling DOWN The Trinity
- Rolling Out One On Ones - The Briefing
- Rolling Out the Manager Tools’ Trinity - Part 1 (Hall Of Fame Guidance)
- Rolling Out the Manager Tools’ Trinity - Part 2 (Hall Of Fame Guidance)
- Rolling Out the Manager Tools’ Trinity - Part 3 (Hall Of Fame Guidance)
- Rolling Out the Manager Tools’ Trinity - Part 4 (Hall Of Fame Guidance)
- Simple DISC, Delegation, And Project Management - Part 1
- Simple DISC, Delegation, And Project Management - Part 2
- Skip Level Feedback
- Skip Levels (Part 1)
- Skip Levels (Part 2)
- Soft Coaching - Running Meetings - Part 1
- Soft Coaching - Running Meetings - Part 2
- Soft One On Ones - Part 1
- Soft One On Ones - Part 2
- Staff Meeting Delegation and Succession Planning
- Systemic Feedback (Hall Of Fame Guidance)
- Team Formation - How Big?
- Technology in One On Ones
- The Art of Delegation - Part 1 (Hall Of Fame Guidance)
- The Art of Delegation - Part 2 (Hall Of Fame Guidance)
- The Big 4 of Performance Communications - Part 1
- The Bridge Between Feedback And Coaching - Part 1
- The Bridge Between Feedback And Coaching - Part 2
- The Bridge Between Feedback And Coaching - Part 3
- The Coaching Dilemma - Part 1 (Hall Of Fame Guidance)
- The Coaching Dilemma - Part 2 (Hall Of Fame Guidance)
- The Coaching Dilemma Introduction (Hall Of Fame Guidance)
- The Coaching Model - Part 1 (Hall Of Fame Guidance)
- The Coaching Model - Part 2 (Hall Of Fame Guidance)
- The Collaborative Manager - Chapter 2 - Tell Some To Wait
- The Corky Story - Part 1 (Hall Of Fame Guidance)
- The Corky Story - Part 2 (Hall Of Fame Guidance)
- The Corky Story - Part 3 (Hall Of Fame Guidance)
- THE Development Question
- The Effective Manager Book Promotion
- The Effective Manager Value Chain: Fixing Deliverables - Part 1
- The Effective Manager Value Chain: Fixing Deliverables - Part 2
- The Effective Manager Value Chain: Fixing Deliverables - Part 3
- The Feedback Continuum
- The Feedback Model - Optional Upgrade!
- The First Question In Your One on One
- The Heart of Feedback
- The Juggling Koan (Hall Of Fame Guidance)
- The Late (and Early) Stage Coaching Model - Part 1
- The Late (and Early) Stage Coaching Model - Part 2
- The Management Trinity - Coaching (Hall Of Fame Guidance)
- The Management Trinity - Delegation (Hall Of Fame Guidance)
- The Management Trinity - Feedback (Hall Of Fame Guidance)
- The Management Trinity - One on Ones (Hall Of Fame Guidance)
- The Management Trinity - Part 1
- The Management Trinity - Part 2
- The Management Trinity - Part 3
- The Manager Tools® Data - Feedback - Part 1 (Hall of Fame Guidance)
- The Manager Tools® Data - Feedback - Part 2 (Hall of Fame Guidance)
- The Manager Tools® Data - Feedback - Part 3 (Hall of Fame Guidance)
- The Manager Tools® Data - Feedback - Part 4 (Hall of Fame Guidance)
- The Manager Tools® Data - Feedback - Part 5 (Hall of Fame Guidance)
- The Manager Tools® Data - One-On-Ones - Part 1 (Hall Of Fame Guidance)
- The Manager Tools® Data - One-On-Ones - Part 2 (Hall Of Fame Guidance)
- The Manager Tools® Data - One-On-Ones - Part 3 (Hall Of Fame Guidance)
- The Manager Tools® Data - One-On-Ones - Part 4 (Hall Of Fame Guidance)
- The Middleman Test Chapter 2 - Feedback
- The Myth of the Feedback Myth - Part 1
- The Myth of the Feedback Myth - Part 2
- The Myth of the Feedback Myth - Part 3
- The One On One Refresh
- The Part After Feedback - Chapter One - Part 1 (Hall Of Fame Guidance)
- The Part After Feedback - Chapter One - Part 2 (Hall Of Fame Guidance)
- The Peer Feedback Model
- The Previous Boss Rule - Part 1
- The Previous Boss Rule - Part 2
- The Starter Feedback Model - Part 1
- The Starter Feedback Model - Part 2
- The Weekly Thank You
- There Is No Magic In The Word Feedback
- There Is No Why In Feedback - Part 1 (Hall Of Fame Guidance)
- There Is No Why In Feedback - Part 2 (Hall Of Fame Guidance)
- Third Party Negative Feedback - How To Decide
- Three Strikes Delegation
- Time (Priority) Management - Part 1 (Hall Of Fame Guidance)
- Time (Priority) Management - Part 2 (Hall Of Fame Guidance)
- Timely Meetings - Part 1
- Timely Meetings - Part 2
- Too Full Calendar Solutions - Meeting Attendance Delegation - Part 1
- Too Full Calendar Solutions - Meeting Attendance Delegation - Part 2
- Trinity Frequently Asked Questions #1: Why Wait Three Weeks To Start?
- Trinity Pushback - One On Ones - Why Weekly? - Part 1
- Trinity Pushback - One On Ones - Why Weekly? - Part 2
- Uncommunicative Direct Conversation - This is NOT Micromanagement - Part 1
- Uncommunicative Direct Conversation - This is NOT Micromanagement - Part 2
- Using RoadMap To Implement Coaching and Delegation
- What To Delegate
- What To Do When Your Direct Complains About The Company - Part 1
- What To Do When Your Direct Complains About The Company - Part 2
- What Your Work From Home Habits Say About You - Part 2
- When a Direct Says No Repeatedly To Feedback - Part 1
- When a Direct Says No Repeatedly To Feedback - Part 2
- When a Direct Says No Repeatedly To Feedback - Part 3
- When a Direct Says No Repeatedly To Feedback - Part 4
- When Angry, Disengage
- When NOT To Give Feedback - Part 1
- When NOT To Give Feedback - Part 2
- When You HAVE to Train
- Why Experienced Directs Need One On Ones
- Winning The Feedback "Argument"
- Yes, Please Praise, Thank You
- You Might Want to Consider ...
- Zero Week
- “But I LIKE Doing That Part Of My Job!”
