Manager Tools

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

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

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?

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.

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

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?

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.

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.

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.

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

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.

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!"

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

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