Alle afleveringen van Manager Tools – pagina 20 van 20

Change Leadership, What's My Visual - Part 1

7 juni 2009

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

Project Manager One on Ones - Part 2

1 juni 2009

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

Project Manager One on Ones - Part 1

25 mei 2009

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

Phone One on Ones

18 mei 2009

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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.

Coaching the Meeting Delegation- Part 2

11 mei 2009

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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.

Coaching the Meeting Delegation- Part 1

3 mei 2009

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

Staff Meeting Delegation and Succession Planning

26 april 2009

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

One Less Thing - Free Up Your Calendar

19 april 2009

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

The Feedback Continuum

13 april 2009

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

Systemic Feedback

5 april 2009

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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? Lees meer

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.

Layoff Communications Part 1: Openly Confidential

30 maart 2009

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This cast how to talk about layoffs when they are being considered. Lees meer

Many managers are torn when it comes to layoffs. Most of us know that when they happen, they're probably inevitable. We understand that layoffs are often a painful necessity (even though they're an admission of failure). We also know that the thought, rumor, or knowledge of layoffs is likely to create questions from our team. Just a rumor of a rumor will induce fear.

So what are the rules about communicating about layoffs? What do we say when asked? How should we say it? Can we lie?

Bad Boss #1 - When You Have Directs

22 maart 2009

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Most of us, when we have an angry and demeaning boss, tend to worry about ourselves first. We have to deal with most of the yelling, and most of the abuse. But if we have directs, we've got an additional responsibility. And our directs may be somewhat sheltered, but our boss can be REALLY threatening and fear‐inducing. We have a relationship of SOME sorts with this bad boss. But it's likely our directs ONLY see our boss at his or her worst. And, we almost always underestimate how much more fear our directs feel for their "skip‐boss" than we do. Lees meer

We've got to talk to our directs about this kind of boss, in a professional way, and we've got to have a consistent approach for dealing with the problems an angry and demeaning boss creates for our team. Here's how.

Deciding Between Two Good Candidates

16 maart 2009

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This cast describes how to decide between two good candidates in a hiring situation.
We're NOT going to tell everyone who's trying to decide between two candidates whom they should pick. What we are going to do with this cast is tell you what factors are most effective in determining whom to hire, as well as walking you through a simple process for the decision. Lees meer

The Heart of Feedback

8 maart 2009

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This cast describes behaviors for managers to engage in to ensure that they deliver feedback ethically and professionally. Lees meer

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 Manager Tools Feedback Model, but wasn't getting results? Why is that? Because he was violating the purpose of feedback, to encourage effective behavior. Feedback that meets the purpose of feedback must come from a positive place, from emotions of love and not fear, of respect and not intimidation.

We have a series of recommendations for all of us to do before we give feedback, so that we all stay mindful of WHY we're giving feedback, and what its purpose is: to encourage effective behavior.

Effective Meetings - No Laptops

2 maart 2009

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This cast describes why and how to run your meetings without laptops.
For our original cast on the Effective Meetings Protocol, check out "Effective Meetings - Get Out of Jail!"

The Starter Feedback Model - Part 2

22 februari 2009

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In this cast, we complete our 2-part series on the Starter Feedback Model, an EVEN SIMPLER method for delivering feedback.

The Starter Feedback Model - Part 1

15 februari 2009

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This cast describes an EVEN SIMPLER method for delivering feedback to help those managers who are struggling to implement it.

How To Handle Two Viable Job Candidates

9 februari 2009

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This cast describes what to do when a manager has two candidates for a job that meet the standard, but you can only offer one candidate.

Bench Development in a Downturn

1 februari 2009

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This cast discusses a way to build your recruiting "bench" during market downturns.

Horstman's Law of Project Management - Part 4

25 januari 2009

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Part 4 of our series on Horstman's Law of Project Management.

Horstman's Law of Project Management - Part 3

18 januari 2009

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Part 3 of our series on Horstman's Law of Project Management.

Horstman's Law of Project Management - Part 2

11 januari 2009

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Part 2 of our series on Horstman's Law of Project Management.

Horstman's Law of Project Management - Part 1

4 januari 2009

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In this cast we describe Horstman's Law of Project Management: Who Does What By When.
We've talked and joked about it many times, and this cast will put to rest the details of Horstman's Law of Project Management (HLPM). Mark came up with it several years ago, to help a group of young managers get over their fear of working on fairly complex software development projects. It was actually born over a dinner at Mexican restaurant in Dallas! Lees meer

The concept is simple: all projects are simply tasks, done by people, within certain time frames. Despite all protestations to the contrary, no matter how complex the project, they all boil down to who is responsible for doing something, what they're responsible for, and when they have to have it done by. Complex tools can be helpful, but only on really large projects (and almost nobody looks at them anyway ;-) ).
Keep it simple with HLPM. Here's how.

Rolling Out The Trinity - Updated - Part 3

31 augustus 2008

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Part 3 of our updated guidance on how to gradually implement The Manager Tools Management Trinity (One on Ones, Feedback, Coaching, and Delegation). When managers try to implement all the tools all at once it can end in disaster. Most of us can only learn one new significant skill at a time. And that goes for our directs, too: they're learning along with us. This process for implementation will ensure success in your roll out. Lees meer

Rolling Out The Trinity - Updated - Part 2

24 augustus 2008

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Part 2 of our updated guidance on how to gradually implement The Manager Tools Management Trinity (One on Ones, Feedback, Coaching, and Delegation). When managers try to implement all the tools all at once it can end in disaster. Most of us can only learn one new significant skill at a time. And that goes for our directs, too: they're learning along with us. This process for implementation will ensure success in your roll out. Lees meer

Rolling Out The Trinity - Updated - Part 1

18 augustus 2008

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Part 1 of our updated guidance on how to gradually implement The Manager Tools Management Trinity (One on Ones, Feedback, Coaching, and Delegation). When managers try to implement all the tools all at once it can end in disaster. Most of us can only learn one new significant skill at a time. And that goes for our directs, too: they're learning along with us. This process for implementation will ensure success in your roll out. Lees meer

Handling Peer Conflict When Your Directs Are Involved - Part 2

13 februari 2007

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Part 2 of our 2-part series on managing conflict when your directs are involved.

Handling Peer Conflict When Your Directs Are Involved - Part 1

6 februari 2007

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What do you do when you're in conflict with a peer... and your directs become involved? What's interesting here is that we all ought to know that if we ARE in conflict with a peer, our directs ARE involved. Our directs know who among our peers are our allies, and who we don't align well with. Our directs make choices, perhaps subtle, but choices nonetheless, that can add to our tensions (yes, even if we tell them not to). Lees meer

The Juggling Koan

14 januari 2007

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Mark recently blogged with our first ever management koan, "What Would An Effective Manager Do?" In this cast, we share the answer.

Resolving Conflict

15 augustus 2006

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If you've ever had to deal with two of your directs fighting about something, this is the cast for you. Mark likes to say that "the definition of conflict is two human beings in the same COUNTY." If that's true, then 500 or 1,000 or 5,000 people in the same organization is not just 'a conflict waiting to happen', it's conflict guaranteed to happen. Lees meer

Time (Priority) Management - Part 2 (2025)

21 mei 2006

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Time management is a fallacy. 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. What we CAN manage is what we do with that time. And yet, the overwhelming evidence is that professionals and managers do NOT "manage what they do with that time." Lees meer

Time (Priority) Management - Part 1 (2025)

21 mei 2006

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Time management is a fallacy. 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. What we CAN manage is what we do with that time. And yet, the overwhelming evidence is that professionals and managers do NOT "manage what they do with that time." Lees meer

Time (Priority) Management - Part 2 (Hall Of Fame Guidance)

21 mei 2006

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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. :-( Lees meer

We recommend 4 1/2 steps to analyzing your use of time

Roughly Assess Your Time - absolutely *no* materials other than pen and paper allowed!

Capture Your Priorities

Do a Rough Analysis
(part b, only for the truly committed) - Do a "Drucker" Analysis

Put Your Number One Priority on Your Calendar

That's it! We walked through steps 1 and 2 last week, today we cover the remainder.

Time (Priority) Management - Part 1 (Hall Of Fame Guidance)

14 mei 2006

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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 this area and our knowledge of what to do. In fact, Mark recently blogged on how busy everyone says they are, which irritates him. He looks at their calendars, and there's no EVIDENCE that they're busy. There are vast swaths of unscheduled time! Lees meer

Peter Drucker, in the first prescriptive chapter of his seminal work, the Effective Executive, says it best (of course): "The output limits of any process are set by the scarcest resource. In the process we call "accomplishment", this is time ... Of the other major resources, money is actually quite plentiful ... People ... one can hire. But one cannot rent, hire, buy or otherwise obtain more time."

So, the question is, how can managers start to become more efficient about using the time that each of us has at our disposal? In fact, that's a great way to state it: STOP disposing of your time! It's not only your most precious resource, it's also your most perishable!

This cast will get you started doing just that.

Improve Your Feedback

17 februari 2006

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It's been quite a while since we talked about feedback. We think one of the reasons for that is that there's some negativity to it. What we mean by that is that one on ones are an easy winner. It's about your team member, they want more time with you, a half hour with you every week seems too good to be true. And, if you've stuck to it, you've noticed improvements in areas that go beyond just employee relationships. Maybe they're kind of hard on your schedule INITIALLY, but they're perceived positively. Lees meer

Feedback - Revisited!

10 oktober 2005

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We've received 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 lot of sound and often fury. The Feedback Model tells us to see feedback like breathing - so regular as to become unnoticed.Many of you have written asking questions about how to counter some of the typical responses to the feedback you give. "What do I do or say when they tell me they'll 'think about it'? What if they SAY they'll make the change, only to continue in their ineffective behavior patterns? As you might imagine, we've dealt with these issues before, and this show talks about the approach to take, and once again, gives you SPECIFIC things to say and why they work.We do a brief review of the feedback model at the front of the cast, but still encourage you to give a listen to our original cast, in the July Archives. Lees meer

Manager Tools Delegation Model - Updated

22 augustus 2005

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Our updated guidance on the Manager Tools Delegation Model.

Effective Meetings - There’s More!

16 augustus 2005

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Today we wrap-up our conversation on effective meetings, as well as answer some listener questions on meetings, one-on-ones, and feedback.

Effective Meetings - Part Two

8 augustus 2005

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Today we cover the second in our series on effective meetings.

Effective Meetings - Get Out of Jail!

1 augustus 2005

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How to do you feel about most of the meetings you attend? Are they productive, or generally considered a waste of time? Do you attend too many meetings? How do others value the meetings *you* run? If you are like most managers we know, your experience in running and participating in meetings is less than ideal. Lees meer

Manager Tools Feedback Model - Updated - Part 3

18 juli 2005

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Part 3 of our guidance describing the most effective method of letting your directs know how they are performing: Feedback. Feedback shows someone the impact of their behavior, allowing them to change ineffective actions or continue doing things that help the team achieve its goals. Lees meer

Manager Tools Feedback Model - Updated - Part 2

18 juli 2005

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Part 2 of our guidance describing the most effective method of letting your directs know how they are performing: Feedback. Feedback shows someone the impact of their behavior, allowing them to change ineffective actions or continue doing things that help the team achieve its goals. Lees meer

Manager Tools Feedback Model - Updated - Part 1

18 juli 2005

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Part 1 of our guidance describing the most effective method of letting your directs know how they are performing: Feedback. Feedback shows someone the impact of their behavior, allowing them to change ineffective actions or continue doing things that help the team achieve its goals. Lees meer

Questions and Answers on One-on-Ones

11 juli 2005

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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.

Manager Tools One On Ones - Updated - Part 3

4 juli 2005

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Part 3 of our detailed guidance on how to conduct the most important "manager tool" we've ever known or seen: Manager Tools One On Ones. These meetings help managers build trust, the professional measurement that correlates better than any other with results and retention. Lees meer

Manager Tools One On Ones - Updated - Part 2

4 juli 2005

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Part 2 of our detailed guidance on how to conduct the most important "manager tool" we've ever known or seen: Manager Tools One On Ones. These meetings help managers build trust, the professional measurement that correlates better than any other with results and retention. Lees meer

Manager Tools One On Ones - Updated - Part 1

4 juli 2005

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Part 1 of our detailed guidance on how to conduct the most important "manager tool" we've ever known or seen: Manager Tools One On Ones. These meetings help managers build trust, the professional measurement that correlates better than any other with results and retention. Lees meer