The Management Trinity - Part 1

Submitted by mauzenne on Mon, 10/05/2009 - 00:50.
in

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

The Management Trinity: One on Ones, Feedback, and Coaching, plus their silent fourth partner, Delegation, are at the heart of everything Manager Tools recommends. Often when we get asked questions about how to manage, we know immediately whether or not the asking manager is using our models for One on Ones, or Feedback, or Coaching.

Virtually every manager who has tried these "Manager Tools" says the same thing: "My God, these things really work! Where were you guys years ago, when I was just learning how to manage!" Every once in a while Mark laughs when he hears the line, "You're not going to believe it! These tools really work!" He always thinks, and sometimes says, "Why wouldn't I believe it?"

And, we get LOTS of questions about the Trinity. Where did it come from, how did you develop it, why does it work, and of course, why isn't everyone doing this? The last one is always nice to hear. We think the answer to the last is related to the clever line that when there is chaos, someone benefits, but that's for another cast.

This cast attempts to answer some of those fundamental questions about the Trinity. Now, we admit that this cast is a bit unusual in that it is not quite as hard hitting as most casts are in terms of actionable recommendations. We present it with the hope that it will help you as a manager explain WHY you are using these tools, and what their origin is. (For those of you familiar with DiSC, this is the explanation and background you can share with your High C directs.)

  1. All Of The Manager Tools Trinity Tools Are Teachable Equivalents
  2. One on Ones: Great Managers Know Their People Exceptionally Well
  3. Feedback: Great Managers Communicate Incessantly About Performance
  4. Coaching: Great Managers Regularly Ask for Improved Performance
  5. Delegation: Great Managers Grow Organizational Capability
  6. How Can I Use This Knowledge?


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elsa88's picture
Submitted by elsa88 on Wed, 10/07/2009 - 07:15.

Thanks

Its a great show!!

I am looking forward to more podcasts in this topic.

Thank you.

elsa88's picture
Submitted by elsa88 on Sat, 10/10/2009 - 22:41.

difficulties in one on one

I love the show. Thanks.

I am running to this problem, and hope to get some advices:

I started one on one with everyone of my directs, except one. The one who has a great relationship with my boss. Apparently, she call my boss and complains about me wasting her time, unprofessional, bla... bla,,, bla...

My boss actually call me the first thing in the morning and said to me that the one on one is my way of picking on my people... she told me to cancel the meeting, because she thinks that the one on one is total wast of company time.

So, I was pushed back by my direct and my boss, twice already. I sended out the email invitation to her and cc to my boss. I got no response. My direct just do not want to talk to me,  she rather talk to my boss. In fact, I have difficulties communicate with this direct. She just acts superio and untouchable.

How can I build a relationship with this direct and be consistant about o3?

How do I deal with a boss who alway want to get in between me and my directs?

Any suggestions?

MOO

osma's picture
Submitted by osma on Wed, 10/14/2009 - 06:11.

some feedback

Hello from a newish listener. I've gone through a couple of dozen of episodes from your archives and found many of them useful, so I'm coming back, and just registered in order to comment here.

Can I offer you some feedback? When you go through 2/3rd of a half an hour podcast like, say, this one, just expanding on how you don't see useful stuff elsewhere but you have some to offer, without actually offering any concrete information, let alone actionable items in the process, it makes me feel you're not spending my time wisely. What can you do about it? Thanks.

mauzenne's picture
Submitted by mauzenne on Wed, 10/14/2009 - 21:32.

Osma, I think we were pretty

Osma,

I think we were pretty clear in the beginning that THIS cast was unlike others and it would be less actionable.  Appears we nailed that one.  ;-)

Regardless, thanks for sharing your thoughts.

Mike

raulcasta's picture
Submitted by raulcasta on Thu, 10/15/2009 - 03:27.

newish

Yeah, Osma, you really sound "newish".

To us, "thenotsonewish", this cast really comes in as a thoughtful and well crafted complement to the whole.  Can't wait for part 3!

Cheers,

Raul

jjbuckster's picture
Submitted by jjbuckster on Thu, 12/24/2009 - 20:14.

reply to difficulties in one on one

I also have a couple of directs that (for politically reasons related to their length at the firm) pretty much bypass me and report directly to my director. Initially, I had similar problems getting them to “check in,” so what I did for them was I would informally happen to stop by their office and have a chat with them. Although painful at first, these chats pretty much evolved into regular one on ones (only with me sitting on the wrong side the desk -- but you do what you have to do sometimes).

In addition to this, these directs began to realize that I was having regular closed door meetings with everyone else on the staff, and they started to feel that they were missing out on something.  So, to look like they weren't "out of the loop,"  they eventually started coming over to my office for the meetings.  (Though I let them think that it was their idea.)

Simultaneously, I’ve been slowly convincing my director that she is too busy and it doesn’t make sense having people that are two or three levels below her, directly reporting to her, and she has been gradually backing off the from the relationships.

-Jeff