Manager Tools

The conclusion of our series on how to write a simple job description.

How to write a simple job description.

Assume positive intent when analyzing the actions of others, especially directs.

Certain emails DO justify reading them with some urgency. The key is keeping a very short list.

Never ask how a project is going. You'll get information that isn't helpful…and it's your fault. Ask for status, and define what status is.

This guidance recommends extending short coaching deadlines when your directs show that they can meet them, and keeping deadlines flexible based on performance.

This guidance describes how to communicate lateness for one's responsibilities.

Executives are often vague or indirect in giving feedback. One way they do so is to say, "You might want to think about..."

The conclusion of our recommendation of using Visual Record-Keeping for meetings that require collaboration and discussion about future plans and discussions (versus historical discussions like status reporting).

This guidance recommends using Visual Record-Keeping for meetings that require collaboration and discussion about future plans and discussions (versus historical discussions like status reporting).

This guidance describes why not to change the metrics you use for your team's behaviors.

This guidance describes what to say when you don't have an answer to a question, even when it's urgent.

This guidance describes what to do when a direct repeatedly says no to delegation asks.

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."

How to be more effective by planning for your enemies' inevitable efforts to undermine you.

This guidance describes why your day "gets away from" you, and how to schedule more effectively.

The conclusion of our guidance on how – and why – to hire "overqualified" candidates.

Part 3 of our guidance on how – and why – to hire "overqualified" candidates.

This cast continues our guidance on how – and why – to hire "overqualified" candidates.

This guidance describes how – and why – to hire overqualified candidates.