Sometimes managers don't want to do One On Ones. One of the reasons they give is,"I'm a creative person." Or, "I don't like step-by-step solutions." These reasons are weak, and you can overcome them easily.

Sometimes managers don't want to do One On Ones. One of the reasons they give is,"I'm a creative person." Or, "I don't like step-by-step solutions." These reasons are weak, and you can overcome them easily.

Part 2 of our second chapter on directs resisting One On Ones.

Part 1 of our second chapter on directs resisting One On Ones.

How to ask questions of a direct who doesn't communicate during One on Ones, and why this approach is NOT micromanaging.

How to ask questions of a direct who doesn't communicate during One on Ones, and why this approach is NOT micromanaging.

Some directs will tell you they don't have time for One on Ones.  They're wrong, for all kinds of reasons.  Here's what to say to get them over the hump.

Some directs will tell you they don't have time for One on Ones.  They're wrong, for all kinds of reasons.  Here's what to say to get them over the hump.

This guidance tells you what to do when directs resist One on Ones because they are a form of "micromanaging."

How to respond if your boss tells you he/she doesn’t agree with you doing One on Ones.

How can you have a great One on One with your boss?

This cast concludes our guidance on the right way to conduct One on Ones with your contract employees.

This guidance describes the right way to conduct One on Ones with your contract employees.

This guidance tells you how to do One on Ones with your directs who work a different shift than you do.

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.

This guidance completes our recommendations on how to do One on Ones while you are traveling.

This guidance recommends how to do One on Ones while you are traveling.

This guidance recommends how to have effective One on Ones with directs who are initially resistant.

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 guidance describes if and how to use lists and agendas during your One on Ones.

This cast describes how to refresh your One on Ones with your directs after you've been doing them for 1-2 years.

Our guidance on how to make One on Ones more conversational.

Despite our guidance to not use your laptop to take notes in One On Ones, there are many

This guidance describes some simple improvements most managers can make to help them take better notes during their One on Ones.

This cast describes how to start every One on One.

This guidance addresses questions about the purpose and value of One on Ones, particularly for those directs who challenge the need for them.

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

How to brief your directs when you're starting One On Ones.

Today, we finish our discussion on the fine art of Scheduling One-on-Ones.

This cast describes how to schedule your One on Ones.

Perhaps the most frequently asked question at conferences about rolling out the tools in the Management Trinity is why we recommend waiting three weeks. Here's why.

This guidance recommends evaluating directs' performances by the content of what they bring to their One on One with you.

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 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.

Introduction to the Manager Tools One On Ones feed.

How to handle your One On One with your directs after you've had a disagreement with them, or a conflict.

Part 3 of our guidance on how to transition from talking about ideas and plans and projects in a general way to talking about the specifics of getting the work done.

Part 2 of our guidance on how to transition from talking about ideas and plans and projects in a general way to talking about the specifics of getting the work done.

Part 1 of our guidance on how to transition from talking about ideas and plans and projects in a general way to talking about the specifics of getting the work done.

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

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.