Explorez tous les épisodes du podcast The Effective Manager Book

Part 3 of our updated guidance on the Manager Tools Coaching Model.

Part 3 of our updated guidance on the Manager Tools Coaching Model.

Part 2 of our updated guidance on the Manager Tools Coaching Model.

Part 2 of our updated guidance on the Manager Tools Coaching Model.

Part 1 of our updated guidance on the Manager Tools Coaching Model.

Part 1 of our updated guidance on the Manager Tools Coaching Model.

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.

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.

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.

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.

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.

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.

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.

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.

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.

This guidance describes how to help individual contributors handle an overload in work.

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

This guidance describes how to choose what to delegate using a simple Venn Diagram - the intersection between the direct, the manager, and the organization.

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

This guidance describes how to assign tasks to your directs.

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.

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.

This cast concludes our guidance on how to measure the amount of feedback you're delivering to your directs.

This cast concludes our guidance on how to measure the amount of feedback you're delivering to your directs.

Part 2 of our guidance on what to do if your direct keeps saying no when you ask if they're open to feedback.

Part 1 of our guidance on what to do if your direct keeps saying no when you ask if they're open to feedback.

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

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 lot of sound and often fury. The Feedback Model tells us to see feedback like breathing - so regular as to become unnoticed.

In this 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.

This guidance tells you how to avoid the mistake of "Agenda Fascism" in One on Ones.

This guidance addresses how personal One on Ones ought to be - should they be all about family and personal stuff, or just about work?

The conclusion of our conversation on Skip Levels. Have you scheduled YOUR first Skip Level yet?

Our guidance about a rarely used but powerful Manager Tool, The Skip Level.

Our guidance on having a notebook and pen with you at all times, and what to do with it.

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 meet weekly, or regularly, with your peer managers.

This cast concludes our conversation on how to run timely meetings.

This cast describes how to run timely meetings.

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

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. :-(

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!

This cast describes the role of Coaching in the Management Trinity, and makes a KEY recommendation regarding development of directs and performance management.

This show describes The Feedback Model's inclusion in the Management Trinity.

This cast begins our series on the Management Trinity, and our reasons for each of its three (four) components: One on Ones, Feedback, Coaching and Delegation.

In this cast, we conclude our conversation on the origins of the Management Trinity, focusing on Coaching and Delegation.

In this cast, we continue our conversation on the origins of the Management Trinity, focusing on One on Ones and Feedback.

This cast describes the origins of the Management Trinity: why we preach it, and how it came to be.

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

Part 2 of our guidance on project management, using the Manager Tools Work Management Spreadsheet.