Every week, we get questions about people’s resumes on the discussion boards. Our resume casts are some of the most wanted of all our work. It’s pretty obvious that more and more folks are tuned into their own careers, and how to manage them. That’s a good thing, as we’ve said before, because no one else is managing it for you. And, because so few people manage their careers at all, it only takes a little to get a competitive advantage.

We thought we’d address a career management topic that also leverages our recent cast about building your network. We want to discuss the basics of Mentoring.

There’s a lot of different aspects of mentoring. In fact, we have a future show scheduled on how to use mentoring as part of an organizational talent management and development and succession planning program. Believe us, we’re not big fans of corporate plans..but there is a way to do it that is easy and very powerful. Stay tuned for that cast.

This week (and next), though, it’s just the basics. After we talk some big picture stuff, we’ll give you some basic guidelines. In our traditional manner, we’ll cover 7 simple guidelines:

1. Whom Should I Ask?
2. How Long Should It Last?
3. You Make the Ask
4. How Does It Work?
5. You Run It
6. The First Meeting is Critical - Script It
7. Be Ready For Feedback

Today we cover the second in our 2-part series on mentoring. As a reminder, our 7 simple guidelines for mentoring are:

1. Whom Should I Ask?
2. How Long Should It Last?
3. You Make the Ask
4. How Does It Work?
5. You Run It
6. The First Meeting is Critical - Script It
7. Be Ready For Feedback

Also, June 26th represents the 1-year Anniversary of Manager Tools. We previously discussed having a special second part of today’s podcast where we would discuss our thoughts about this last year, as well as discuss our plans for the coming year. Unfortunately, the “discussion” was an hour long! So, rather than bundle it with this podcast and create an incredibly large download, we will release an additional podcast in the next day or two with that discussion. Look for it in your podcast player of choice shortly!

Today’s show is an interesting one … At least once in your career, and perhaps as many as five times, you’re going to have to resign from a position. And this is another one of those tasks or responsibilities that no one talks about, no one knows how to do, and therefore many do it poorly.

It’s not hard to do well, and in this series of casts, we make it a simple step by step process. If you’re thinking that you already know how, consider that we recommend you need SIX WEEKS to do it well.

Today, we follow-up with part 2 of our 3-part series on Resigning. Usually not a lot of fun contemplating, and certainly no more fun executing. However, IF you have to do it, there IS a professional way to resign. You CAN leave your job and feel good about HOW you did it, AND leave a great impression on the way out. Now, how often does that happen in your workplace today?

Today’s show is the third and final part of our series on resigning. If you have to resign, distinguish yourself my resigning professionally. With the completion of this series, you now know how!

Whether you’re at a small or big company, the competitiveness of the commercial world and the demands for growth make your firm either prey or predator. If a company can’t grow organically - by growing sales of its own products - often leadership looks to be acquired or acquire another firm.

But what does that mean for a manager? What is our role in helping two organizations come together? How do you navigate the stressful, water-cooler-talk-filled, flurry-of-emails world of a merger or an acquisition? In this series of casts, we lay it out for you.

Today we cover part 2 of our series on mergers and acquisitions. Hopefully, with this podcast, the idea of a merger or acquisition will be just a tad less scary. Put some of the ideas we discuss to work today and you’ll benefit handsomely even if there isn’t a merger on your horizon!

In a previous cast, we talked about how many managers don’t understand the importance of taking recruiters’ calls, and walked through step by step (hey, this is Manager Tools) how to handle those calls. What to say, and what to learn, and how to proceed.

But there’s another side to the recruiting relationship, isn’t there? What if you want to contact a recruiter, without waiting for them to call you? Maybe you’re recognizing a change in opportunities where you are, or you want to move in a different direction, or perhaps it’s as simple as suddenly inheriting a terrible boss, and alarm bells are going off in your head.

How does one contact a recruiter? What are the basics to consider, and how does one approach them when you’re going to initiate contact? It’s easy if you do it step by step, the Manager Tools way!

Note: During the show, we mentioned we would post a couple of links to some recruiter resources. Hunt-Scanlon is a provider of information about the executive recruiting business - great resource for access to recruiters. Kennedy is a well known technology executive recruiting firm.

• Hunt-Scanlon Corporation
• The Kennedy Partnership

This cast explains how to introduce one person to another in social and business settings.

We surprised some of our members a couple of years ago when we included podcasts on how to attend a party, and how to introduce oneself to someone else. Some saw this as “etiquette”, which the modern business world had, in a sense, done away with. And certainly the world of commerce has changed how people interact, making much of our lives less formal than perhaps they were before.

But at the same time, we’ve also noticed that the blurring of work and family time means more of us are exposed, AT WORK, to situations that call on basic rules of social courtesy. Those managers who do well in these situations are seen as more polished and as better communicators - in short, better future executives.

So, don’t think of this cast as one about “etiquette”. It’s not. It’s about courtesy … and getting promoted.