Manager Tools

This cast concludes our guidance on what to do and why when directs want to describe why they did what they did when you have given them negative feedback.

This guidance describes what to do and why when directs want to describe why they did what they did when you have given them negative feedback.

This guidance recommends having any of your directs who present, and maybe even yourself, join and attend a Toastmasters Chapter.

This guidance explains how to BEGIN to measure YOUR success in rolling out the Manager Tools Trinity – One on Ones, Feedback, Coaching, and Delegation.

This cast concludes our guidance explaining the One-Third Planning Rule: when assessing and assigning work to your team, never take more than 1/3 of the available time to do so.

This guidance explains the One-Third Planning Rule: when assessing and assigning work to your team, never take more than 1/3 of the available time to do so.

This cast concludes our recommendations on developing your directs by always having them have more to do than they have time to do ... by assigning and delegating more work than they think they can do.

This cast continues our recommendations on developing your directs by always having them have more to do than they have time to do ... by assigning and delegating more work than they think they can do.

This guidance recommends developing your directs by always having them have more to do than they have time to do…by assigning and delegating more work than they think they can do.

This cast concludes our recommendations on why and how to meet weekly, or regularly, with your peer managers.

This guidance recommends why and how to met weekly, or regularly, with your peer managers.

This guidance recommends how to give a lot of feedback about a specific event all at once.

This cast concludes our guidance on how to manage one of your directs who wanted the job you’re in now, and you may have reason to believe that they will hold it against you.

This cast continues our guidance on how to manage one of your directs who wanted the job you’re in now, and you may have reason to believe that they will hold it against you.

This guidance recommends how to manage one of your directs who wanted the job you’re in now, and you may have reason to believe that they will hold it against you.

This guidance describes why and how effective managers insist on their directs pre-wiring information they brief to you.

This guidance describes how to run the first meeting you have with your team about a new project your team will be doing.

This cast concludes our discussion on how to assign tasks to your directs.

This guidance describes how to assign tasks to your directs.

This cast concludes (Part 4 of 4) our guidance on how to respond when, through any number of factors, you and your team are OVERWHELMED with lots of new work. Perhaps it's a layoff, perhaps it's a re-organization, perhaps it's because you're GOOD. Regardless, what do you DO??