What happens when one of your directs, or even not a direct, files a grievance against you? How should you respond? What are the rules? What can you do, and what should you do, and how should you do it? It's a rare event for a Manager Tools manager, so the Christmas Rule applies. But we'll tell you here exactly what to do and how to respond.

To find the time to get your own work done, you've got to name a successor: a Number Two. You can be forgiven for thinking that Number Two's aren't really a thing, because so few managers use them. But the best do. And here's how they delegate to them, for both the Number Two's benefit, and for YOU.

Our founders, Mark Horstman and Michael Auzenne, introduce the Manager Tools chatbot and share features, development details, and benefits for professional individual contributors, managers, and executives.

Part 1 of our chapter one guidance on project management reporting.

Too many managers give negative feedback by trying to win an argument about what happened. It never works.

Managers and Directs often have different agendas in our One On Ones. Here's what to do about it.

Everybody thinks content knowledge is what makes for a good presenter. They're wrong, and that's why most of them stink as presenters. Especially trainers: ugh.

Part 2 of our interview with Richard Rumelt, strategy professor at UCLA Anderson and author of Good Strategy/Bad Strategy.

Part 1 of our interview with Richard Rumelt, strategy professor at UCLA Anderson and author of Good Strategy/Bad Strategy.

This cast describes how and why behavior is the primary focus of an effective professional and/or manager.

Our overview of DISC.

Part 2 of our guidance for the 2022 employment market.

Part 1 of our guidance for the 2022 employment market.

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.

In this cast, Mark and Mike talk about their plans for the future of Manager Tools.

Our Hall of Fame guidance on preparing for meetings or presentations where you need to persuade.

If you're trying to change things - and you should be - you're going to experience the Horstman Curve. So you ought to know what it is.

Our Hall of Fame guidance on our first ever management koan.

Part 3 of our guidance on giving feedback to remote directs.

Part 2 of our guidance on giving feedback to remote directs.

Part 1 of our guidance on giving feedback to remote directs.

Part 2 of our response to a recent WSJ article that said annual reviews are a terrible way to evaluate employees.

Part 1 of our response to a recent WSJ article that said annual reviews are a terrible way to evaluate employees.

Our interview with a member of the Manager Tools community to help you understand as a manager, or potentially as an executive, about the kind of relationship you need to have with some of the people who make a difference in your organization and your career.

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 2 of our guidance on using MTDISC to change your behavior.

Part 1 of our guidance on using MTDISC to change your behavior.

Part 2 of our guidance on how to roll out the MTDISC Behavioral Instrument to your team.

This guidance describes how to roll out the MTDISC Behavioral Instrument to your team.

Our interview with Maggie Tucker, marketing executive and co-host of the friends on FIRE podcast.

Our chapter one guidance on Rules For Directors: Earning Trust.

Part 2 of the executive "War Room" experiences of Trevor Woods, Chief Information Officer, University of Sydney.

Part 1 of the executive "War Room" experiences of Trevor Woods, Chief Information Officer, University of Sydney.

We have launched our own DISC Profile: MTDISC. Here's what it is, why we did it, and what its benefits are.

Part 2 of our guidance on "The Previous Boss Rule".

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 1 of our guidance on "The Previous Boss Rule".

Part 2 of our guidance on Managerial Economics.

Part 1 of our guidance on Managerial Economics.

The average manager is a terrible interviewer. In this series, we cover the most frequent and egregious mistakes, and how to correct them.

When most people miss a deadline, they prove they don't understand them.

Part 2 of our guidance on what to do when someone claims their feelings are hurt by someone else.

Part 1 of our guidance on what to do when someone claims their feelings are hurt by someone else.

Politics are necessary, and that means the effective manager learns how to compromise. Here are some simple rules.

Part 2 of the "family first" chapter of our continuing series on what to communicate to new directs.

Part 1 of the "family first" chapter of our continuing series on what to communicate to new directs.

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.

Our Hall of Fame guidance on how to think more creatively about annual planning goals.

Our Hall Of Fame guidance on how to start setting annual goals, and why we do not like "SMART" goals.

Everybody thinks HR controls the hiring process. They don't.