Manager Tools is a weekly business podcast focused on helping business professionals become more effective managers and leaders. Each week, the hosts discuss new tools and easy techniques to help business professionals achieve their desired management and career objectives. Manager Tools Basics are the 23 core curriculum casts we recommend to professionals wanting to improve as managers. They cover the 4 parts of the Manager Tools Trinity: Know Your People with One on Ones, Talk About Performance with Feedback, Ask For More with Coaching, Push Work Down with Delegation. Start here before progressing on to the 500+ casts of all of Manager Tools. Manager Tools won Best Business Podcast Award in 2006, 2007, 2008, and 2012 as well as the People's Choice Award in 2008. Go to http://www.manager-tools.com/testimonials to read what others are saying about the impact Manager Tools has had on their careers and lives.
The Coaching Model Revised - Part 2In this cast, we complete our discussion of the Revised Manager Tools Coaching Model.
The Coaching Model Revised - Part 1This cast describes the Manager Tools Revised Coaching Model.
Rolling Out the Manager Tools’ Trinity - Part 4This cast includes Part 4 of our discussion on how to implement the Manager Tools’ Management Trinity (One on Ones, Feedback, Coaching).
Rolling Out the Manager Tools’ Trinity - Part 3This cast includes Part 3 of our discussion on how to implement the Manager Tools’ Management Trinity (One on Ones, Feedback, Coaching).
Rolling Out the Manager Tools’ Trinity - Part 2This cast includes Part 2 of our discussion on how to implement the Manager Tools’ Management Trinity (One on Ones, Feedback, Coaching - and Delegation!).
Rolling Out the Manager Tools’ Trinity - Part 1This cast describes how to gradually implement Manager Tools’ Management Trinity (One on Ones, Feedback, Coaching - and Delegation!). We’ve been asked a thousand questions about what to do and when to do it when it comes to the Management Trinity, and we’ve finally gotten frustrated enough to do something about it. We assumed that [...]
The Juggling KoanMark recently blogged with our first ever management koan, "What Would An Effective Manager Do?" In this cast, we share the answer.
Improve Your FeedbackIt'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.
Feedback - Revisited!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.
The Art of Delegation - Part 2 (Updated)Today, Mark and I discuss the topic of Delegation. There probably isn't a management book out there that doesn't talk about the importance of delegation. However, very seldom does the author get into the type of detail we'll discuss today. Today, we cover the "how to" ... how to determine what and to whom to delegate and specifically what specific steps to take when delegating to an individual.