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."
This cast describes how to gradually implement Manager Tools' Management Trinity (One on Ones, Feedback, Coaching - and Delegation!). We've been asked a thousand questions about what to do and when to do it when it comes to the Management Trinity, and we've finally gotten frustrated enough to do something about it. We assumed that [...]
This cast includes Part 2 of our discussion on how to implement the Manager Tools' Management Trinity (One on Ones, Feedback, Coaching - and Delegation!).
This cast begins our series on the the Management Trinity, and our reasons for each of its three (four) components: One on Ones, Feedback, Coaching and Delegation. We’ve talked about the Management Trinity for nearly three years, but we’ve never really laid out specifically how and why it works. The best managers we know [...]
This show describes the The Feedback Model's inclusion in the Management Trinity. We continue here our recent theme of revisiting the high level rationale and actions involved in the Management Trinity. In our discussion of feedback, we talk about the basics, of course: What the Feedback Model gives the effective manager, and how the effective [...]
This cast describes the role of Coaching in the Management Trinity, and makes a KEY recommendation regarding development of directs and performance management. This week, we cover the Coaching Model's inclusion in the Management Trinity. It’s BY FAR the least used of the Trinity. That's too bad, because it only takes 5 minutes a [...]
Time management is a fallacy, we like to say. Time doesn't need you to "manage" it - it's been getting along just fine without you for billions of years. We can't manage time. But what we CAN manage is what we do with that time. And yet, the overwhelming evidence is that managers do NOT "manage what they do with that time." There's a shocking CHASM between our behavior in [...]
Today, we cover the second in a two-part series of podcasts on Time Management. If you're new to the show or you didn't listen to last week's podcast, it's probably worth while going back and listening to the previous show first. Otherwise, you'll be joining the conversation half-way through and we all know how comfortable that feels. :-(
Mark and Mike continue their discussion on the single most effective management tool available today - the weekly One-on-One. In the podcast, we refer to both a written summary of the key points for conducting One-on-Ones, as well as a form useful for documenting your One-on-Ones.
In today's show we continue our conversation on one-on-ones. In addition to a brief review (very brief -- not a substitute for listening to the previous two shows!), we review a number of questions and finer points.
We've gotten a great many questions, comments, and kudos for our show in July on the Feedback Model. Many listeners are discovering the power of feedback, of taking it out of the realm of the rare and into the stream of the every day. Not to sound repetitive, but most managers see feedback as akin to holding their breath - waiting as long as possible, and then creating a [...]
This cast describes behaviors for managers to engage in to ensure that they deliver feedback ethically and professionally. Mark recently had an experience that was somewhat chilling for him. He was talking to a manager who wanted to show him how good he was at improving. This was a High D, forceful manager who described himself as "a recovering jerk". He was following the [...]
A lot of managers implement MTO3's and quickly swear by them. But lots of managers mistakenly talk themselves out of giving feedback. Here's one way to look at it.
In today's fast and flat world, ideas are becoming critical competitive advantages. Managers - and many others - need to be good at getting the most and best ideas from themselves and their teams. And, if you ask a hundred managers what are some of the tools they might use to generate ideas, the ONLY tool that would get 100 votes is brainstorming. The funny thing is, [...]
In today's fast and flat world, ideas are becoming critical competitive advantages. Managers - and many others - need to be good at getting the most and best ideas from themselves and their teams. And, if you ask a hundred managers what are some of the tools they might use to generate ideas, the ONLY tool that would get 100 votes is brainstorming. The funny thing is, [...]
Today, Mark and Mike discuss the topic of Delegation. There probably isn't a management book out there that doesn't talk about the importance of delegation. However, very seldom does the author get into the type of detail we'll discuss today. Today, we cover the "how to"... how to determine what and to whom to delegate and specifically what specific steps to take when [...]
Today, Mark and Mike discuss the topic of Delegation. There probably isn't a management book out there that doesn't talk about the importance of delegation. However, very seldom does the author get into the type of detail we'll discuss today. Today, we cover the "how to" ... how to determine what and to whom to delegate and specifically what specific steps to take when [...]
This guidance describes how to choose what to delegate using a simple Venn Diagram – the intersection between the direct, the manager, and the organization.
It's the end of the year. Most managers we know are thinking about the holidays... and annual reviews. After years of managing, training and consulting, we've concluded this is one of the most poorly managed and implemented processes we're aware of. It's not hard to do, but for plenty of (bad) reasons, managers just don't handle this responsibility well. For those few who [...]