Manager Tools

This cast describes a standard practice of administrative assistants helping managers prepare for business travel.

This cast prescribes asking your directs what their children's names are.

This cast describes a quick and dirty way to choose an interim replacement or number two for your role as manager.

This cast describes how give feedback to a project team member if you are a project manager.

This cast describes how big to size a team when forming it.

This cast recommends simple choices for what to delegate to our directs.

This cast describes how to combat the normal tendency of directs to communicate LESS during a downturn.

In this cast, we conclude our conversation on how to delegate and manage projects more effectively based on the DiSC profiles of your team members.

This cast describes how to delegate and manage projects more effectively based on the DiSC profiles of your team members.

In this cast, we conclude our conversation about beginning change efforts in any organization

This cast describes how to begin any effort to change an organization.

The conclusion of our discussion on Project Manager One on Ones.

This cast explains the basics of how to have One on Ones with project team members  who do not report to you.

We've said it a hundred times, but we've never covered the basics of HOW to conduct a One on One on the phone. Clearly it works - Mark has shared that over half of the O3s he's done have been over the phone. Here's how.

This cast concludes our discussion on how to coach one of our directs on how to run our staff meeting which we have delegated to them.

This cast describes how to coach one of our directs on how to run our staff meeting which we have delegated to them.

This cast describes how to delegate running your staff meeting as part of succession planning.

This cast describes an executive priority management technique - One Less Thing - to free up your calendar.

This cast describes how to give negative feedback in an escalating way, over time, to improve performance.

What do we do when we've tried giving negative feedback but it doesn't seem to be working? We've given repeated instances of feedback, and yet we don't see a change in a direct's behavior? We give systemic feedback. And it's easy to give - it's just the four step standard feedback model with a change in focus. If you already know how to give standard feedback, systemic feedback is simple to implement...yet its simplicity belies its power. Really well delivered systemic feedback is exceptionally hard to ignore, and lays excellent groundwork for further efforts if the direct doesn't change his or her behavior.