Manager Tools Forums This feed displays the latest comments and Topics from the Manager Tools Forums http://www.manager-tools.com/forums Manager Tools Forums http://www.manager-tools.com/images/mt_images/ManagerTools_Logo_300x300.jpg http://www.manager-tools.com/forums donotreply@manager-tools.com (jennrod12) Sun, 21 Sep 2014 06:26:37 +0000 http://www.manager-tools.com/forums-8977 Recommendations on filling out a self-review form I've been given? I work in a small company and I've been asked by my boss to fill out a self-review form in preparation for my annual review. I've been with the company for a little over a year, and he's been with the company about 6 months. I can't wrap my head around the self-review questions, and how to answer them with specific results or examples. There is a place to write up my 3 biggest accomplishments, fortunately, but then I have to comment on seven different performance factors, including the following: Core Values: Routinely demonstrates company's Core Values which are: deliver results quickly; measure, iterate and improve, enable customer success, and be humble. Job Knowledge: Routinely demonstrates the knowledge and application of specific information, skills and experience relating to the job. Adapts new knowledge to situations and keeps informed on key industry trends and issues. Judgment and Problem Solving: Demonstrates the ability to make well-reasoned, sound decision that affect work performance from a technical, business and people perspective. Considers precedents and guidelines, and seeks guidance and counsel when appropriate. When appropriate, uses tools and/or problem solving methodologies to arrive at a data based decision. I'll spare you the rest. It's especially difficult because I haven't been given any feedback since I joined the company, and have reported to three different people as personnel changed. I manage a team, and my boss directly manages another team, in addition to me. He's a VP, so he's also very involved with company strategy, etc. Any suggestions on a meaningful way to comment on these performance factors besides essentially writing, "Yes, I do this" (only with a lot more words) would be greatly appreciated! By the way, my boss is a listener, not a reader, and I already gave him my self-review info M-T style, and his response to that was to give me this empty form and tell me to fill it in. (I don't believe he read the self-review I gave him.) Thanks, Jenn donotrespond@manager-tools.com (donm) Sat, 20 Sep 2014 02:42:40 +0000 http://www.manager-tools.com/forums-8976#comment-80894 Re: How to write performance review comments without sounding like a school report? <p>You go to school to learn how to write - among other skills - so you can write reports, reviews, analyses, etc. </p> <p>You're using those tools to write the review comments. I think you're being too critical of how the comment reads when you're done. You have very little room, so the sentences need to be concise and simple. Hemingway did quite well using short, concise sentences.</p> <p>My only criticism in your example comment is the phrase &quot;I'd like to see...&quot; in your bullet. The achievement is about the direct, not about you. A better way to write the last sentence is:&nbsp;&quot;He needs to continue to improve his reporting and documentation skills.&quot; That's shorter, contains all of the information, and removes you from the bullet point. You're writing the bullets, so of course everything in them is your thoughts or opinion. Stating such is unnecessary.</p> <p>Another thing I'd caution you about is to insure the comment matches the evaluation mark. Don't give someone &quot;10 of 10&quot; on the marks, and then complain about inadequacies in the comment. Likewise, a &quot;4 of 10&quot; performer shouldn't have words like &quot;excellent&quot; or &quot;outstanding&quot; in the remarks.</p> donotrespond@manager-tools.com (lefrinj) Fri, 19 Sep 2014 14:14:06 +0000 http://www.manager-tools.com/forums-8976#comment-80892 Re: How to write performance review comments without sounding like a school report? I've been looking around some more and just wanted to say before anyone points me to the SEER model that I remember that, but I'm still finding it sounding like a teacher. I've looked online a little for sample comments and they're similar, so either they suck too, or I'm worrying too much about the feel. I don't have a lot of space on our standard form, and I know the recommendation is to stay within it, although we're a small organisation and the form is a few years old from when we were even smaller, and someone decided we need a form - so I may be able to influence some change. Any good forms out there we could get some ideas from? Thanks again! donotreply@manager-tools.com (lefrinj) Fri, 19 Sep 2014 14:02:07 +0000 http://www.manager-tools.com/forums-8976#comment-80892 How to write performance review comments without sounding like a school report? Hi. I'm writing my first review of a direct since listening to MT. How do I do it without sounding like it's a school report card? Our review form needs some work, in my opinion, and there's only a small place where I could put my summary statement, or something like one. But I'm finding that, while the Achievements section can be written using resume achievements (saved £x by creating system Y), my other parts end up sounding like: 'Joe's work is excellent. His communication with others is courteous and encouraging. I'd like to see more improvement in his reporting, although he has shown improvements in documentation this year.' I'm tempted to continue: He plays nicely with the other children, and sometimes needs reminding to go to the toilet. I don't know how to make it sound less like I'm his teacher. I'm usually good with words, but not for this, for some reason. What sort of style should I aim for? Has anyone got some examples (anonymised) that I could get some hints from? Thanks - Dev donotreply@manager-tools.com (JK0108) Fri, 19 Sep 2014 13:59:51 +0000 http://www.manager-tools.com/forums-8975#comment-80892 back on path / thank so much to MT Team and community <p>I&nbsp;asked a couple of month ago for some advice regarding a very special career issue. The answer was:&nbsp;&quot;... deliver results and give it some time ...&quot;. </p> <p>After listening to lots of Manager-Tool podcasts., I&nbsp;started&nbsp; thinking about my role, my behaviour with directs, skips, peers and bosses. I&nbsp;changed a lot:</p> <p>learned to delegate and listen to my directs. learned to understand, that we are not all high-Ds. Learned only to be a high-D if needed. learned, that at some level, there is no one who will guide you (BTW:&nbsp;Are you giving feedback to you directs regularly?)</p> <p>Promotion to the next level is coming - got the message last month. </p> <p>Thank so much to the MT&nbsp;Team and the MT&nbsp;community.&nbsp;</p> <p>Cheers</p> <p>JK0108</p> <p>&nbsp;</p> donotrespond@manager-tools.com (lita450) Fri, 19 Sep 2014 07:03:06 +0000 http://www.manager-tools.com/forums-1648#comment-80891 Re: Greetings from Singapore <p><span lang="en" tabindex="-1" id="result_box"><span class="hps">Instead</span> <span class="hps">of doing the same</span><span>,</span> <span class="hps">traditional</span> <span class="hps">Christmas play</span> <span class="hps">school year</span> <span class="hps">after year</span><span>, why</span> <span class="hps">not try something a</span> <span class="hps">little different?</span> <span class="hps">There are</span> <span class="hps">Christmas</span> <span class="hps">plays</span> <span class="hps">many</span> <span class="hps">wonderful children</span><span>.</span></span></p> <p><a href="http://www.christmasdaymessages.com/"><span lang="en" tabindex="-1"><span>Christmas Wishing Messages</span></span></a></p> <p><a href="http://www.wishesforchristmas.com/">Christmas Wishes For Boyfriend</a></p> donotrespond@manager-tools.com (jennrod12) Thu, 18 Sep 2014 22:59:15 +0000 http://www.manager-tools.com/forums-8969#comment-80890 Re: Vacation Cyndy, That was very helpful, thanks for sharing it! Jenn donotrespond@manager-tools.com (edcrawfordlv) Thu, 18 Sep 2014 22:53:14 +0000 http://www.manager-tools.com/forums-8974#comment-80889 Re: Lean - it's not about the people? <p>Lean is a complex topic but it requires people to be engaged in the process. &nbsp;I really enjoyed the Lean Manager series by Michael Balle. &nbsp;The books are fictionalized stories about Lean implementation. &nbsp;It is a fun way to explain some of the strengths and pitfalls in implementing Lean. &nbsp;The newest book is specifically about implementing Lean in software company but I'd recommend starting from the first book.</p> <div>&nbsp;</div> <div>http://www.amazon.com/The-Lean-Manager-Novel-Transformation/dp/1934109258/ref=sr_1_1?ie=UTF8&amp;qid=1411080040&amp;sr=8-1&amp;keywords=lean+manager</div> <div>&nbsp;</div> <div>http://www.amazon.com/Lead-Respect-Novel-Lean-Practice-ebook/dp/B00M4VQG60/ref=sr_1_2?ie=UTF8&amp;qid=1411080040&amp;sr=8-2&amp;keywords=lean+manager</div> <div>&nbsp;</div> <div>&nbsp;</div> <div>&nbsp;</div> <div>&nbsp;</div> <div>&nbsp;</div> donotrespond@manager-tools.com (JonathanGiglio) Thu, 18 Sep 2014 16:30:00 +0000 http://www.manager-tools.com/forums-8974#comment-80887 Re: Lean - it's not about the people? <p>It's still about the culture. And those who get it right will win.</p> <p>GM, Chrysler, and Ford have all been to Toyota factories, to learn the Toyota Way.</p> <p>Were they successful?&nbsp;Not really. </p> <p>Toyota really created and founded TQM (Total&nbsp;Quality&nbsp;Management), a precursor to Lean.</p> <p>http://www.amazon.com/The-Toyota-Way-Management-Manufacturer/dp/0071392319</p> <p>If they think they can drop Lean on an organization and magic will happen, your instructors don't truly understand Lean principles.</p> <p>You might also take a look at the Agile Manifesto (or Lean for programming) - http://agilemanifesto.org/.</p> donotrespond@manager-tools.com (mrreliable) Thu, 18 Sep 2014 15:49:32 +0000 http://www.manager-tools.com/forums-8969#comment-80886 Re: Vacation <p>The actual operations go pretty smooth when I'm gone. It's the power vacuum that creates the problem. Reading your document gave me some ideas about how to fill that vacuum, at least to keep things more stable until I return.</p> <p>The item about having someone fill in for you at meetings triggered a thought. Thinking out loud here. It could be a good idea to set up the temporary power structure before I leave, putting one person in charge, setting up a pecking order, and establishing some tasks that would require and reinforce the order. There would likely be some aggravation toward me for not playing So-and-So at shortstop, but I'd rather they were aggravated with me than running around with their elbows up trying to compete for a position in the vacuum. There are different levels and titles already, but the activities require so much collaboration there isn't normally an established heirarchy. These folks are very intelligent and easily distracted. Maybe giving them something different to worry about while I'm gone would keep them from more chaotic behavior.</p> <p>Good ideas. Got me thinking.</p> <p>&nbsp;</p> <p>&nbsp;</p> donotrespond@manager-tools.com (cynaus) Thu, 18 Sep 2014 04:05:00 +0000 http://www.manager-tools.com/forums-8969#comment-80885 Re: Vacation <p>Hi - I recently had a similar situation and none of my directs ever prepared for leave and we were always caught out.</p> <p>I prepared this document (see attachment) to help them through what to do before and after. I followed it when I then went on a week's leave. I've now reminded a direct who is my only other experienced HR person besides me in an organisation of 400 staff to follow this guidance before she departs on 2 weeks leave for a holiday interstate. &nbsp;</p> <p>I pulled this together from various posts left on the forums here at MT. I hope it helps.</p> <p>Cyndy&nbsp;</p> donotreply@manager-tools.com (SemperUbiSubUbi) Thu, 18 Sep 2014 02:54:01 +0000 http://www.manager-tools.com/forums-8974#comment-80885 Lean - it's not about the people? <p>My organization is going &quot;lean&quot; and one of the major themes I'm finding is that it is NOT about the people and NOT about relationships. &nbsp;It would seem that this puts it at odds with M-T philosophy that it is all about people and relationships. &nbsp;So... is there a cast for this? &nbsp;Has anyone reconciled the two concepts?</p> <p>I'm 8 days of training into lean. &nbsp;I've got a long way to go. &nbsp;But I'm beyond the 2 hour executive summary too.</p> <p>In short, our people-centric small company was acquired by a process-centric mega-corporation. &nbsp;Where before we employed brilliant people to do brilliant things, the method is to now take the &quot;brilliant&quot; out of the people and put it into a process. &nbsp;The goal is to perfect the process such that anybody can perform any task in the company. &nbsp;The <em>only</em> difference between the ideal worker of tomorrow and a robot is that the robot is more expensive... that is not an exact quote, but it is a very close paraphrase.</p> <p>After a few years of drinking the M-T kool-aid... this lean stuff does not compute. &nbsp;</p> <p>Advice? &nbsp;Anyone?</p> donotrespond@manager-tools.com (baldursgate) Wed, 17 Sep 2014 22:24:40 +0000 http://www.manager-tools.com/forums-8966#comment-80880 Re: Inheriting a low-performing direct <p>&nbsp;Thank you for the guidance. I'm going to bring up the lateness issue with my direct in our O3 this week, and will review more of the feedback podcasts so that I can deliver the message in the most effective way possible.</p> <p>Thanks again, I appreciate the perspective and suggestions.</p> <p>&nbsp;</p> donotrespond@manager-tools.com (drenn18) Wed, 17 Sep 2014 21:56:55 +0000 http://www.manager-tools.com/forums-8852#comment-80879 Re: O3s with employees who don't want to talk Mandrillone has it right imo. You want results and retention, and it sounds like you have it. Have you seen the D.I.S.C. model? You might must communicate differently. If they're late or on time to your O3s, that's communication. If you've never read "First Break All the Rules" by Marcus Buckingham, I recommend you do. The book identifies 12 factors that Gallup showed were essential to hogh-performing teams. I added them to the bottom of my O3 form and ask my directs one or two whenever there is extra time. David donotreply@manager-tools.com (drenn18) Wed, 17 Sep 2014 21:41:13 +0000 http://www.manager-tools.com/forums-8973#comment-80879 MBA internship- How to choose Hey- What's the most important takeaway you've had from your internship? I'm a 1st year MBA - Boiler up! - and it seems like any internship I take would be really useful experience. I'm struggling to really distinguish the top few companies, and I'm concerned I might choose one for the wrong reason. Right now I'm basing it on which company I'd most like to receive a full-time offer from (all else equal, W.I.N.I.). Thanks! donotreply@manager-tools.com (misysinc) Wed, 17 Sep 2014 18:43:55 +0000 http://www.manager-tools.com/forums-8972#comment-80879 Stating an objection to supervisor Some time ago, I listened to a podcast in which Mark made the point that, once a subordinate has stated his position in objection to his supervisor's position or decision, then his only remedy is to go along with the decision or to remove himself from it (assuming the decision is legal and ethical). I would very much like to find that podcast again if any MT members have recollections better than mine. Thanks in advance... DB donotrespond@manager-tools.com (Gk26) Wed, 17 Sep 2014 14:30:19 +0000 http://www.manager-tools.com/forums-8970#comment-80878 Re: Recruiter modifying resume - Should I be concerned? <p>&nbsp;For right or wrong, it is common practice for recruiters to do this to remove your personal info. &nbsp;You can ask that you review the final changes. &nbsp;Given the popularity of LinkedIn, I am not sure what the recruiter is accomplishing because one can easily search for a candidate's job title and in most cases identify the person.</p> donotrespond@manager-tools.com (amanchauhan) Wed, 17 Sep 2014 13:49:39 +0000 http://www.manager-tools.com/forums-8917#comment-80877 Re: Mentoring over the Internet - Experiences with remote mentoring? <p><!--[if gte mso 9]><xml> <o:OfficeDocumentSettings> <o:RelyOnVML /> <o:AllowPNG /> </o:OfficeDocumentSettings> </xml><![endif]--></p> <p><!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves /> <w:TrackFormatting /> 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mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--> <p class="MsoNormal"><b style="mso-bidi-font-weight:normal"><i style="mso-bidi-font-style: normal"><span style="font-size:13.0pt;line-height:115%">Yeah that&rsquo;s great. Always a great idea takes changes into managerial system. I think it&rsquo;s great idea with remote mentoring. It will work because every time we came up with new idea &amp; it changes everything with good possibilities. I appreciate it.&nbsp; </span></i></b></p> </p> donotrespond@manager-tools.com (amanchauhan) Wed, 17 Sep 2014 13:44:10 +0000 http://www.manager-tools.com/forums-8924#comment-80876 Re: Get it in Writing <p><!--[if gte mso 9]><xml> <o:OfficeDocumentSettings> <o:RelyOnVML /> <o:AllowPNG /> </o:OfficeDocumentSettings> </xml><![endif]--></p> <p><!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves /> <w:TrackFormatting /> <w:PunctuationKerning /> <w:ValidateAgainstSchemas /> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF /> <w:LidThemeOther>EN-US</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> <w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript> <w:Compatibility> <w:BreakWrappedTables /> <w:SnapToGridInCell /> <w:WrapTextWithPunct /> <w:UseAsianBreakRules /> <w:DontGrowAutofit /> 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style="font-size:13.0pt;line-height:115%">Make sure you know all the terms and conditions for that. For that you need to have big figures into bank account for such taxes terms. <span style="mso-spacerun:yes">&nbsp;</span><span style="mso-spacerun:yes">&nbsp;</span></span></i></b></p> </p> donotrespond@manager-tools.com (amanchauhan) Wed, 17 Sep 2014 13:39:05 +0000 http://www.manager-tools.com/forums-8916#comment-80875 Re: Visa Educational Assessment - Put it on Resume? <p><!--[if gte mso 9]><xml> <o:OfficeDocumentSettings> <o:RelyOnVML /> <o:AllowPNG /> </o:OfficeDocumentSettings> </xml><![endif]--></p> <p><!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves /> <w:TrackFormatting /> <w:PunctuationKerning /> <w:ValidateAgainstSchemas /> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF /> <w:LidThemeOther>EN-US</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> 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New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--><b style="mso-bidi-font-weight:normal"><i style="mso-bidi-font-style:normal"><span style="font-size:13.0pt;line-height: 115%;font-family:&quot;Calibri&quot;,&quot;sans-serif&quot;;mso-ascii-theme-font:minor-latin; mso-fareast-font-family:Calibri;mso-fareast-theme-font:minor-latin;mso-hansi-theme-font: minor-latin;mso-bidi-font-family:&quot;Times New Roman&quot;;mso-bidi-theme-font:minor-bidi; mso-ansi-language:EN-US;mso-fareast-language:EN-US;mso-bidi-language:AR-SA">Yeah it is like somewhere on the curriculum vitae assessment worth matters. For the career planning in abroad this mainstream took place as an essential. </span></i></b></p> donotrespond@manager-tools.com (Alexos) Wed, 17 Sep 2014 07:04:45 +0000 http://www.manager-tools.com/forums-8968#comment-80871 Re: When is it time to "go for" management? <p>&nbsp;I have listened to podcasts for awhile and browsed forum, but never felt needed to post. &nbsp;But some parts of your post seemed so similar to my experiences.</p> <div>&nbsp;</div> <div>Context: Currently Manager. Work at global Fortune 100 company, financial services. Bachelors+Masters in Engineering (not computer sci, think modeling/optimization). 27 years old. &nbsp;In company for about 3 years total, fresh from university. I was in peer level to managers for 6 months (project manager) before &quot;promoted&quot; to manager, now for about 4 months. &nbsp;Some of my team are older than me; I am younger than my peers and leadership by 10-20 yrs.</div> <div>&nbsp;</div> <div>Going to throw out some comparisons, thoughts, and things to consider.</div> <div>&nbsp;</div> <div>1. Do you have 1:1 with your leader or touchbases? &nbsp;If this was me, I would seek their input or counsel. (culture here is to support and dev your ppl)</div> <div>&nbsp;</div> <div>2. Expanding on above... do you have any mentors or other trusted individuals you could do same?</div> <div>&nbsp;</div> <div>You need to be mindful of gauging the internal culture, expectations, policies, etc that your company + dept/group has. &nbsp;What is your normal for others might be taboo for your's.</div> <div>&nbsp;</div> <div>3. In our company, there is an unwriten rule of 18 mo to position. &nbsp;this is typically waived/disregarded when (a) the move is w/in same team, or (b) your leader agrees to it.&nbsp;</div> <div>&nbsp;</div> <div>4. &nbsp;if you were in my group wanting a promo after just several months, my gut rection and consensus of other leaders would be &quot;lol... ballsy... expectations are not aligned&quot;. &nbsp;namely becuse it is against norm, and becuse it may not be enough time to really have demonstratable results to warrant jumping to the next level.</div> <div>&nbsp;</div> <div>5. dont stress age. though it is a factor to be mindful of (do you change your approah? etc). &nbsp;in my group, promotions hve nothing to do with age or tenure, it is entirely driven by:</div> <div>-quantifiable/tangible results</div> <div>-demonstrated potential</div> <div>-your brand/reputation</div> <div>-the relationships/networks youve estblished (promoters, sponsors)</div> <div>&nbsp;</div> <div>6. do you have any related experience to being a people leader? &nbsp;our group likes to see someone demonstrate competency before getting promoted (special assignments, expanded role, new responibilities, delegation from boss, etc). &nbsp;for ex&aelig;mple, before my promotion to officially lead, i was already indirectly leading multiple global project teams, leading a portfolio of projects (w diff reources), and owning various programs.</div> <div>&nbsp;</div> <div>7. do you believe and confident you are qualified? &nbsp;here you come across nervous and unsure. &nbsp;it is ok to feel uncertain about some elements... but you really should feel positive and believe in yourself. (if you cant, why should they?)</div> <div>&nbsp;</div> <div>8. &nbsp;do you really want to be a people leader (manager) and lead a team? or do you just want to move up, make more money, etc? &nbsp;there may be otherpromotional positions to consider that lead to being a manager or are parallel, to it.</div> <div>&nbsp;</div> <div>best wishes!</div> <div>&nbsp;</div> <div>(apologies for typos, on tablet)</div> donotreply@manager-tools.com (johnmckenzie) Wed, 17 Sep 2014 05:03:35 +0000 http://www.manager-tools.com/forums-8971#comment-80871 Vendor Management Solution <p>Maclear offer Vendor Management module which provides a platform to collect and manage vendor information and the risks posed by them to the organization. Indeed governmental regulations and best industry practices are requiring supply chain and third party oversight.</p> <div>&nbsp;</div> <div><strong>Key Benefits:</strong></div> <div>&nbsp;</div> <ul> <li>Create and maintain a single repository of Vendors across the enterprise.</li> <li>Establish standardized risk based assessment of Vendors.</li> <li>Vendor risk tied to a business process or processes sets the foundation to proper vendor risk assessment and evaluation for the organization.</li> <li>Standardized secure web based application process.</li> <li>Track gaps and remediation to ensure compliance and mitigation.</li> <li>Reduce, remediate and mitigate risks posed to the business from third party suppliers and service providers.</li> </ul> <div>&nbsp;</div> <div>For more details, visit <a href="http://www.maclear-grc.com/solution/vendor-management.php">http://www.maclear-grc.com/solution/vendor-management.php</a></div> donotrespond@manager-tools.com (cynaus) Wed, 17 Sep 2014 03:53:29 +0000 http://www.manager-tools.com/forums-8966#comment-80870 Re: Inheriting a low-performing direct <p>Hi BG - there is no hard and fast rule with regard to rolling out the Feedback model. The roll out of the Trinity is best case scenario and to work toward MT's recommendation wherever possible.</p> <p>As this is an issue right now and needs to be dealt with *right now*, there's no reason you can't give adjusting feedback now. If it's not perfect, it's still going to be better than nothing at all. &nbsp;Considering your manager has made it clear to you that this is a problem, s/he expects you to do something. Also added to that is the fact other team members seem to be complaining about him. &nbsp;</p> <p>Though building a relationship through O3s first would be the best way to go, in this instance having a quick chat with the direct won't hurt. It sounds like it's not a one off or occasional lateness either and all the more reason to address quickly.</p> <p>Good luck!</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> donotrespond@manager-tools.com (nhlazzari) Wed, 17 Sep 2014 02:22:35 +0000 http://www.manager-tools.com/forums-8708#comment-80869 Re: Promoting Manager Tools within an organization Hello Jeff, I too feel frustrated when there is something available out there that 'I KNOW' will help folks out, but is met with resistance. I felt that if I could just get folks to see the value in these tools, they too would achieve much more than even they believe possible. and its true, your analogy of leading a horse to water... I've found surprising success when I "hand selected" some podcasts that I wanted my folks to glean some idea/concept from and I added that as an assignment during the coaching portion of the O3's. I provided a URL link to the Podcast, gave a deadline to listen to it, and asked for a brief (3 paragraph)write up (also with a deadline). Paragraph 1- What was the main idea or concept(s) of the podcast? Paragraph 2- Name some things that were actionable, more importantly, what could 'They' action out of the Podcast? Paragraph 3- Finally, what short term/long term benefit could they gain if they were in fact willing and able to implement some of those actionable ideas or concepts? It was important for me to allow them to take from it what mattered to them, and not allow myself to infuse my own 'moral of the story' on them. For this to work, the ideas, and conclusions that they draw must be made their own, or they just wont implement anything no matter how much they may agree with it. This is best implemented in incremental doses. If you push too much too fast it becomes a deliverable they must comply with rather than a learning experience they have a commitment to. Give it a try. I hope you find success as I have. Regards, Ed donotrespond@manager-tools.com (rwwh) Tue, 16 Sep 2014 21:05:24 +0000 http://www.manager-tools.com/forums-8967#comment-80868 Re: Generation Z <p>Yes, there has been thought about this already.</p> <p>Your MT answer is in the Wendii curve:</p> <p>http://www.manager-tools.com/2010/02/managing-cultural-diversity-wendii-curve&nbsp;</p> <p>&nbsp;</p> donotrespond@manager-tools.com (mrreliable) Tue, 16 Sep 2014 20:37:52 +0000 http://www.manager-tools.com/forums-8966#comment-80867 Re: Inheriting a low-performing direct <p>The feedback podcast talks about giving corrections whenever anything comes up, rather than waiting for a pattern of behavior to establish. Then it goes from a quick comment to a stressful come-to-Jesus meeting. From your description it doesn't sound like this person has any chance of self-correcting.</p> <p>I think you're setting the relationship back by not giving feedback.</p> <p>It appears the spotlight is on you. &nbsp;The boss has specifically charged you with doing something about the direct's behavior. You might be the direct's last best hope of salvaging the situation. It will be no help to the direct if you do nothing, and doing nothing will make you look bad in the boss' eyes, especially since he's looking to you for a solution.</p> <p>&nbsp;</p> donotreply@manager-tools.com (gbpfavre4) Tue, 16 Sep 2014 17:07:28 +0000 http://www.manager-tools.com/forums-8970#comment-80867 Recruiter modifying resume - Should I be concerned? <p>I had a recruiter request that I resend my resume in Word format rather than the PDF format so that she could add her company logo. On the surface I understand that her adding her company log helps her clients understand that my submission for that job is done through the recruiting agency and not a submission on my own.</p> <p>Should I be concerned about the recruiter modifying my resume in this way? I am a bit concerned about what else may being done as far as altering content/formatting, which would be unprofessional, or adding summary information that would extend my resume beyond the recommended 1 page.</p> <p>Thanks in advance for the responses,</p> <p>Ron</p> donotrespond@manager-tools.com (leanne) Tue, 16 Sep 2014 15:20:28 +0000 http://www.manager-tools.com/forums-8961#comment-80866 Re: Delegation and quality <p>Add a you-review step in before whatever is released out into the world, as it were.</p> <p>When&nbsp;I take something over from my manager (er, that is, when something is delegated to me), I make sure to send it to them directly a day or two before it's due. The first time or two I expect them to go through the whole thing (if it's a written report, anyway - numbers they can look at the bottom line). After that, I highlight some sections I'm concerned about and tell them to read those specifically. (They know that what I&nbsp;mean is 'I don't care what else you read but I *really* *really* *want* you to confirm I've written this right'. I usually say that in the email.)</p> <p>When they have corrections, usually they make the corrections themselves and then send it forward. I ask them to always shoot me a copy of the corrections too. Then I'll read the corrections, compare it to what I&nbsp;originally sent, and (if they don't have time to explain to me what I did wrong, anyway) try to deduce what to do better next time. For instance, I sent a status report to my manager, and she always reformatted it into a slightly different format before sending it on. I finally got her to send me the real format she sent on.&nbsp;Since then, I send my original report in that format. She still sometimes rewrites things, but she doesn't have to spend the time reformatting.</p> <p>For much of what I've taken over, they still feel they need to be the one to send it on - in some cases because it's required to come from the manager, period, in some cases because I don't have access to the system it's supposed to go to, etc, so I&nbsp;would have to go through them to get it out into the world anyway. I&nbsp;don't really recommend that unless there's a real good reason for it (like, only managers have access to the system it goes into), simply because it means you still have to *always* handle it even years later.</p> donotreply@manager-tools.com (mrreliable) Tue, 16 Sep 2014 14:45:17 +0000 http://www.manager-tools.com/forums-8969#comment-80866 Vacation <p>Are there any podcasts on how to set things up before you go on vacation?</p> <p>I need to get away for a while. One of the reasons I haven't taken time off for so long is the last time I did, I came back to chaos and it was a painful transition getting things back on track. The directs were all squabbling, alliances had been formed, furniture was literally re-arranged, and unofficial new procedures had been implemented. The gang was busy jockeying for position and power during my absence.</p> <p>Things are running quite smoothly now, thanks in large part to discovering Manager Tools. I need some time off, but I'm afraid they'll burn the place down if I'm gone for more than a couple days in a row.</p> donotreply@manager-tools.com (Mashuu) Tue, 16 Sep 2014 14:10:49 +0000 http://www.manager-tools.com/forums-8968#comment-80866 When is it time to "go for" management? <p>BLUF: Is it time to try for a management job or am I still too &quot;green&quot;? (I'm 28, 2 years into the workforce, 8 month in current organization)</p> <p>&nbsp;</p> <p>Here my situation. I'm 28, been in the workforce full time for over 2 years now. I have a MBA and an engineering degree. Both in IT. I've been with my current employer for 8 months. Currently an analyst but I quickly was delegated some of my boss responsabilities. I feel that I am doing roughly 125% to 150% of my job. <br /> <br /> A new VP arrived a 3 month ago, thus a restructuration occured. Three manager positions opened. Two of those were way over what I feel I can deliver (thinking about it give me virtigo, as if I was to jump from a plane and a 25 meter platform respectively). The last one is different, much more like a 3 meter jump into a pool.</p> <p>Problem is, I haven't been here 18 months yet. Trying for that job might hurt might hard-earned credibility.&nbsp;</p> <p>I'm not sure how well, , but I think my name is known by most managers of the VP. Some even call me &quot;Mr. Marvellous&quot; because I wish people &quot;A marvellous day&quot; pretty much every single day.</p> <p>If I was to get the job, let's just say it would lower the managers' average age by quite a bit around here.</p> <p>So, I have the diplomas to be a manager, a reputation that I deliver what I am tasked to and more, people seem to like me and the opportunity seems to be there.</p> <p>Yet, I'm quite younger than most, new to the organization and my technical skills aren't on the top tier.</p> <p>So, would it be galacticaly stupid to send my resume and go for it?</p> <p>I can't seem to be able to weight the risk, should that be a sign that I'm not ready?</p> <p>Should the fact that I know that I don't know the actual risk be a sign that I'm ready?</p> donotrespond@manager-tools.com (amanchauhan) Tue, 16 Sep 2014 13:25:44 +0000 http://www.manager-tools.com/forums-8530#comment-80862 Re: Prot Management Tool <p><!--[if gte mso 9]><xml> <w:WordDocument> 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mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--> <p class="MsoNormal"><b style="mso-bidi-font-weight:normal"><span style="font-size:13.0pt;line-height:115%;font-family:&quot;Arial&quot;,&quot;sans-serif&quot;">Time tracking or task management helps to resolve many of quarries to get better results. Project management tool helps to get great hikes with better innovative ideas. </span></b></p> </p> donotrespond@manager-tools.com (amanchauhan) Tue, 16 Sep 2014 13:21:46 +0000 http://www.manager-tools.com/forums-8234#comment-80861 Re: Who is leading the conference? <p><!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves /> <w:TrackFormatting /> <w:PunctuationKerning /> <w:ValidateAgainstSchemas /> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF /> <w:LidThemeOther>EN-US</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> <w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript> <w:Compatibility> <w:BreakWrappedTables /> <w:SnapToGridInCell /> <w:WrapTextWithPunct /> <w:UseAsianBreakRules /> <w:DontGrowAutofit /> <w:SplitPgBreakAndParaMark /> <w:DontVertAlignCellWithSp /> 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Priority="39" QFormat="true" Name="TOC Heading" /> </w:LatentStyles> </xml><![endif]--><!--[if gte mso 10]> <style> /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--> <p class="MsoNormal"><b style="mso-bidi-font-weight:normal"><span style="font-size:13.0pt;line-height:115%;font-family:&quot;Arial&quot;,&quot;sans-serif&quot;">I had a similar feeling when I went for the conference last year &amp; this was a bang experience. Every time you visit such conference, gives you a new experience to learn better. I took my time &amp; resolve the quarries relates to management and career issues. I got great results. <span style="mso-spacerun:yes">&nbsp;</span><span style="mso-spacerun:yes">&nbsp;</span></span></b></p> </p> donotrespond@manager-tools.com (amanchauhan) Tue, 16 Sep 2014 13:14:37 +0000 http://www.manager-tools.com/forums-7622#comment-80860 Re: International Conferences <p><!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves /> <w:TrackFormatting /> <w:PunctuationKerning /> <w:ValidateAgainstSchemas /> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF /> <w:LidThemeOther>EN-US</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> <w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript> <w:Compatibility> <w:BreakWrappedTables /> <w:SnapToGridInCell /> <w:WrapTextWithPunct /> <w:UseAsianBreakRules /> <w:DontGrowAutofit /> <w:SplitPgBreakAndParaMark /> <w:DontVertAlignCellWithSp /> 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Shading Accent 6" /> <w:LsdException Locked="false" Priority="72" SemiHidden="false" UnhideWhenUsed="false" Name="Colorful List Accent 6" /> <w:LsdException Locked="false" Priority="73" SemiHidden="false" UnhideWhenUsed="false" Name="Colorful Grid Accent 6" /> <w:LsdException Locked="false" Priority="19" SemiHidden="false" UnhideWhenUsed="false" QFormat="true" Name="Subtle Emphasis" /> <w:LsdException Locked="false" Priority="21" SemiHidden="false" UnhideWhenUsed="false" QFormat="true" Name="Intense Emphasis" /> <w:LsdException Locked="false" Priority="31" SemiHidden="false" UnhideWhenUsed="false" QFormat="true" Name="Subtle Reference" /> <w:LsdException Locked="false" Priority="32" SemiHidden="false" UnhideWhenUsed="false" QFormat="true" Name="Intense Reference" /> <w:LsdException Locked="false" Priority="33" SemiHidden="false" UnhideWhenUsed="false" QFormat="true" Name="Book Title" /> <w:LsdException Locked="false" Priority="37" Name="Bibliography" /> <w:LsdException Locked="false" Priority="39" QFormat="true" Name="TOC Heading" /> </w:LatentStyles> </xml><![endif]--><!--[if gte mso 10]> <style> /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--> <p class="MsoNormal"><b style="mso-bidi-font-weight:normal"><span style="font-size:13.0pt;line-height:115%;font-family:&quot;Arial&quot;,&quot;sans-serif&quot;">I had concepts to which I had been exposed in the prodcasts but not fully grasped more explained thoroughly. I was not able to ask answers of many of the questions concepts that time but I practice more. Thus I can say that it helps improvising the management skills. <span style="mso-spacerun:yes">&nbsp;</span></span></b></p> </p> donotreply@manager-tools.com (miket46) Tue, 16 Sep 2014 11:39:30 +0000 http://www.manager-tools.com/forums-8967#comment-80860 Generation Z <p>I was wondering if anyone has begun to consider the management challenges associated with Generatio Z new hires.&nbsp; Our company (Very Large) has begun to provide their&nbsp;guidance on the new &quot;guys and gals&quot;.&nbsp; I would be interested in to hear what the M-T Clan has to say on the subject of the cell phone guided lives of&nbsp;our youngest employees.</p> <p>Miket46</p> donotreply@manager-tools.com (baldursgate) Tue, 16 Sep 2014 06:23:06 +0000 http://www.manager-tools.com/forums-8966#comment-80860 Inheriting a low-performing direct <p>I'm looking for some advice regarding my direct (I only have one) who has been known to have performance problems. I'm a new manager and feel that even after going through a lot of MT materials,&nbsp;I could use more help&nbsp;in making both myself and him more effective.</p> <p>As I said, I'm a new manager (and new to this organization as well), while the direct has been at his position for about a year. I started about two weeks ago and every time his name has been mentioned when he's not around, I've only heard bad things about him from the rest of the team. He is apparently the least motivated member of the team, is often late to work (he was late to my first O3 meeting with him), and I'm told he has poor follow-through.</p> <p>I've had two O3s with the direct so far and have not mentioned anything about performance issues or given negative feedback of any sort. I want to give him a blank slate, though I didn't say that to him. During the two O3s I learned a lot about him, and he's told me about where he wants to go with his career. They are things that he can do at our organization, which has plenty of opportunity available. He can grow in his position, and I've actually seen him do some good work so far. Aside from his lateness and a couple of instances of not following up (that I've seen), he does good work.</p> <p>I know that MT guidance typically recommends not making major changes for the first 2-3 months on a job, rolling out the trinity slowly, and not providing negative feedback until something like 20 weeks after I start O3s. But I feel that that's WAY too long and I'm under pressure to address some issues now or very soon. Today the direct was late to work again and my boss was looking for him. Even though I'm still new to my job, my boss made it clear that this is a problem and I feel that it makes both me and my direct look bad.</p> <p>I feel like I need to address at least the lateness issue now because it's so egregious. Is there any reason I shouldn't? I realize it may set our relationship back a bit because we still barely know each other, but again, it's such an egregious problem and needs to be addressed.</p> <p>Also, one other minor detail: our organization is structured in a way where the team is spread out at different sites during the week. So I don't get to see the direct as often as I would if we were all in the same office every day. I do have weekly O3s scheduled with him though, and I also see him during bi-weekly team meetings and other more scattered days when I have time to visit our various sites.</p> donotrespond@manager-tools.com (ScooterWard) Mon, 15 Sep 2014 15:36:09 +0000 http://www.manager-tools.com/forums-6264#comment-80859 Re: What is your project management style? <p>Does anyone here have a quality &quot;Go/No Go&quot; meeting format that they use? &nbsp;I am trying to get my team used to them and want various examples.</p> <p>&nbsp;</p> <p>Regards,&nbsp;</p> <p>&nbsp;</p> <p>Scooter&nbsp;</p> <p>&nbsp;----</p> <p>Scooter Ward&nbsp;</p> <p>&quot;be good and be good at it&quot;</p> donotrespond@manager-tools.com (awalton) Mon, 15 Sep 2014 15:18:47 +0000 http://www.manager-tools.com/forums-8962#comment-80858 Re: Effective escalation <p>I'd try this cast:&nbsp;<a href="http://www.manager-tools.com/2013/09/no-dropping-dimes-part-1">http://www.manager-tools.com/2013/09/no-dropping-dimes-part-1</a></p> donotrespond@manager-tools.com (awalton) Mon, 15 Sep 2014 11:26:49 +0000 http://www.manager-tools.com/forums-8964#comment-80857 Re: Manager Communication <p>My thanks to both of you for the input.</p> donotrespond@manager-tools.com (MrPl0d) Sat, 13 Sep 2014 02:25:38 +0000 http://www.manager-tools.com/forums-3389#comment-80853 Re: The Effective Executive - Peter Drucker <p>Hi,</p> <p>It's worth kicking this post back into life again so that I can share this Drucker gem with you; <a href="http://www.mckinsey.com/Insights/Organization/The_manager_and_the_moron?cid=other-eml-cls-mip-mck-oth-1409">here</a></p> <p>I don't think you can be a Manager Tools fan and not also be a Drucker fan and I can't agree more than with this paragraph from Rob (above)</p> <p>&quot;<span style="color: rgb(5, 5, 5); font-family: Georgia, sans-serif; font-size: 13px; line-height: 19.5px;">People find Drucker difficult to read because reading five sentences leaves most managers scrambling to re-invent their entire approach. Most people are so far away from Drucker's recommendations that even reading a little of what he has written can cause your brain to go into overdrive coming up with creative approaches, new insights, new ideas, and ways to do everything differently. Couple that with his ability to write with high density, and you are left with books that scare many off.&quot;</span></p> <p>The article I linked is from 1967 and apart from getting the demise of International Shipping wrong he is pretty much on the money.</p> <p>Take the sentence; &quot;<span style="color: rgb(51, 51, 51); font-family: Georgia, 'Times New Roman', serif; font-size: 13px; line-height: 17.9289608001709px;">Now, psychology tells us that the one sure way to shut off all perception is to flood the senses with stimuli. That&rsquo;s why the manager with reams of computer output on his desk is hopelessly uninformed.&quot;</span></p> <p>and replace the terms &quot;reams of computer output on his desk&quot; with &quot;density of data on his powerpoints&quot; and you get the modern version of hopelessly uninformed.</p> <p>Read and enjoy.</p> <p>Cheers</p> <p>Stephen</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p><br /> &nbsp;</p> <p>&nbsp;</p> donotrespond@manager-tools.com (dmiddleb) Fri, 12 Sep 2014 23:06:38 +0000 http://www.manager-tools.com/forums-8953#comment-80851 Re: Ctrl-Shift-K Portability <p>Going to try remember the milk. &nbsp;Thanks. &nbsp;</p> <p>&nbsp;</p> <p>Dax Middlebrooks</p> <p>DiSC: 7611</p> <p>&nbsp;</p> donotrespond@manager-tools.com (shardg) Fri, 12 Sep 2014 22:52:51 +0000 http://www.manager-tools.com/forums-8964#comment-80850 Re: Manager Communication <p>&nbsp;Our office (275 geographically dispersed) has set up a process that all &quot;need to know&quot; info is placed on our intranet on the same day of the week in the same location (we also send an all employee email with attachments for those on travel). Managers receive the info 1-2 days prior to the post along with manager talking points. The talking points highlight what executives feel are the critical take aways along with some additional information on potential areas of concern.&nbsp;</p> <p>This seems to be working, since the employees know their supervisor may have more info they usually will prompt the supervisor if they do not bring the policy or memo up themselves. After a few times caught not reading or being prepared, the supervisors begin reading the HQ messages.</p> donotrespond@manager-tools.com (rgosden) Fri, 12 Sep 2014 02:26:25 +0000 http://www.manager-tools.com/forums-8945#comment-80849 Re: How to track when directs will be out-of-office <p>.... but slightly differently</p> <p>When creating the calendar entry:</p> <p>- Make sure to set notification to &quot;none&quot;&nbsp;</p> <p>- Set &quot;no response required&quot; if you don't care about responses</p> <p>After sending the invite: open it, &nbsp;change the status to &quot;Out of office&quot; and then save the invite. &nbsp;Do not send an update. &nbsp;This will result in recipients having the entry show up on their calendar as &quot;free&quot;, &nbsp;while blocking the time on your own calendar.&nbsp;</p> donotreply@manager-tools.com (dschreiber) Fri, 12 Sep 2014 01:06:06 +0000 http://www.manager-tools.com/forums-8965#comment-80849 Deliver Results Under All Circumstances <p>I have followed Mark's guidance and worked to establish a baseline with every new direct on their first day with my expectations of them:</p> <p>1. Be honest,&nbsp;2. Be kind,&nbsp;3. Deliver results</p> <p>I have to remind myself of these same priorities. It's not hard for me to be honest and I do a better than fair job at being kind. There are times when I get stuck and discouraged. There's nothing better than to remember the best way forward is to deliver results.</p> <p>It is so rewarding when you can point to a person you're helping develop, a problem you're helping solve, an organization you're making better, value you're delivering to a customer. Deliver results; that's what it's all about and it's great advice to get and give when things aren't always rosy. I keep reminding myself to deliver results under all circumstances.</p> <p>I pulled aside a junior staff member on my team recently who declined a meeting, didn't attend and said &quot;well if you had wanted me there you would have moved the meeting.&quot; I told him - you can fall back on that excuse; or you can make it your mission to be there and represent. And you'll be judged not on whether you had a good excuse but on the results you deliver.</p> <p>Do you want to be judged by the result of &quot;I had a good excuse?&quot; I hope I set him up to be successful more effectively by focusing on the results.</p> donotrespond@manager-tools.com (Mark) Thu, 11 Sep 2014 21:59:27 +0000 http://www.manager-tools.com/forums-8960#comment-80847 Re: Resume Length <p>&nbsp;Chad-</p> <p>Stick with our guidance, as fleshed out by Tom above. &nbsp;The CMD is where you start, and you create resumes that go to hiring companies (and recruiters, initially)</p> <p>Keep in mind, as well, that those recruiters are just trying to make THEIR jobs easier. &nbsp;They want you to tell them everything they want to know. &nbsp;They actually don't want your resume, they want to have everything done for them. &nbsp;BUT, the resume is the lingua franca of the recruiting industry, so they ask for it, and then expect you to lard it up with everything so they don't have to ask you a bunch of questions, actually get to know you, and then make sure they're getting you to the right firms with the right needs. &nbsp;They may or may not be giving that 5 page &quot;resume&quot; to a client...and for all we know, clients who GET a 5 page document rule it out. &nbsp;But because it's behind the recruiter's firewall of non-communication with you, you don't see it.</p> <p>And that light resume thing is crazy.</p> <p>Good luck,</p> <p>Mark</p> <p>&nbsp;</p> donotrespond@manager-tools.com (chadrupp) Thu, 11 Sep 2014 20:59:45 +0000 http://www.manager-tools.com/forums-8960#comment-80846 Re: Resume Length <p>http://uxmovement.com/products/light-resume-easy-on-the-eyes-and-your-printer/</p> donotrespond@manager-tools.com (bffranklin) Thu, 11 Sep 2014 20:28:07 +0000 http://www.manager-tools.com/forums-8945#comment-80845 Re: How to track when directs will be out-of-office <p>My team has multiple members working from home (WFH). &nbsp;We manage this by creating all-day events for WFH or vacation. We invite the rest of the team, and set the subject as &quot;team member's name WFH&quot; or &quot;team member's name vacation&quot;. &nbsp;When creating the appointment, we instruct outlook to mark the time as &quot;free&quot;, that way it doesn't affect meeting scheduling for the rest of the team.</p> <p>The all day appointment is especially nice because it shows up in the header above your daily agenda on the outlook calendar.</p> <p>A separate appointment is then created by the person that is WFH or on vacation that marks just their calendar as out-of-office.</p> donotrespond@manager-tools.com (Smacquarrie) Thu, 11 Sep 2014 13:47:23 +0000 http://www.manager-tools.com/forums-8964#comment-80844 Re: Manager Communication The company I work for, a large multinational, flows information in a 3 stage process when we need to make sure it gets out. 1. Email sent to all managers 2. Follow up discussion with them to discuss the issues and how best to get out the floor 3. Townhall topic This gives us a chance to make sure that we are all on the same page with the topic, clearly define the parameters of the issue/change, and finally to do a follow up to catch anyone who missed out (slept through) the earlier sessions. Mac DiSC 7121 donotreply@manager-tools.com (awalton) Thu, 11 Sep 2014 12:07:08 +0000 http://www.manager-tools.com/forums-8964#comment-80844 Manager Communication <p>BLUF:&nbsp;How should our company&nbsp;most effectively communicate management/manager information out to all managers in our company?</p> <p>Our company is roughly 300 team members. Our management staff is about 60 team members. As we've grown we've seen some inconsistency in how our managers are managing. I&nbsp;think the solution is more intentional, regular and consistent communication out to all of our managers. However, I don't want to create a newsletter or email that will just be deleted when it's sent.</p> <p>We hold quarterly Town&nbsp;Halls at each office location, send a corporate email communication out halfway between Town Halls, send out regular communication about our quality processes, have a security newsletter.</p> <p>Can anyone share how senior management or HR&nbsp;shares similar information with managers in your organization that you feel works?&nbsp;Timing, content, frequency?</p> donotrespond@manager-tools.com (hnut_2000) Thu, 11 Sep 2014 06:24:47 +0000 http://www.manager-tools.com/forums-8891#comment-80843 Re: When a Manager Lies to CYA <p>The subject is blunt, but it summarizes what I think should happen here.</p> <p>I think you have two issues going on. First, it's important to remember that feedback is about changing future behavior. As managers going back and forth between two people is futile. We hire adults to behave like adults. DonM summarized the steps I would take as well. Simply lay down the law and do not get into a debate.&nbsp;</p> <p>Second, MattPalmer also made a good point. Going back to the employee and pushing them to lie is abhorrent behavior. This calls into question *EVERYTHING* they've ever said to you. Quite frankly, this manager is creating a culture of deceitful behavior within your group. If you believe that is happening, you should fire him. This is a rotten apple.</p> donotrespond@manager-tools.com (JWasong) Thu, 11 Sep 2014 04:29:38 +0000 http://www.manager-tools.com/forums-8962#comment-80842 Re: Effective escalation <p>Hello Luca. Have you listened to the cast on systemic feedback? That cast might be what you're looking for in this case.</p> <p>&nbsp;http://www.manager-tools.com/2009/04/systemic-feedback</p> <p>&nbsp;</p> donotrespond@manager-tools.com (jennrod12) Thu, 11 Sep 2014 04:25:47 +0000 http://www.manager-tools.com/forums-8949#comment-80841 Re: Growing people - where to find in the podcasts? I think you're thinking of the juggling koan - http://www.manager-tools.com/2007/01/the-juggling-koan. Jenn donotrespond@manager-tools.com (spiderwj) Thu, 11 Sep 2014 03:45:46 +0000 http://www.manager-tools.com/forums-8915#comment-80840 Re: Time Logging : A big Surprise <p>Christopher,</p> <p>&nbsp;</p> <p>Great summary. &nbsp;Thank you for posting. &nbsp;I will give the app a try and see how it goes. &nbsp;I'm afraid of what my results will tell me!...but I need to know.</p> <p>&nbsp;</p> <p>Web</p> <p>&nbsp;</p> <p>&nbsp;</p> donotrespond@manager-tools.com (dennis_sherman) Wed, 10 Sep 2014 22:04:07 +0000 http://www.manager-tools.com/forums-8953#comment-80839 Re: Ctrl-Shift-K Portability <p>&quot;Keep in touch with X&quot; is a task to be done, one of many. If you have looked in to GTD (Getting Things Done) or any of the other methodologies for personal productivity you're familiar with the general concept. Any task manager that has repeating or recurring task support will work. </p> <p>I like RememberTheMilk (http://rememberthemilk.com). There are many others with similar features. Searching for &quot;list manager&quot; or &quot;todo app&quot; will turn up more than you want to take time to look at. I've been using RememberTheMilk for several years, via web browser, iOS and Android apps, all synching flawlessly. Among the nice features is a daily email with what's due today.</p> <p>While I like Google's Calendar and Contact management, their tasks and task reminders are seriously underpowered compared to other options. It may be all you need, but if you want more don't think you need to settle there.</p> <p>&nbsp;</p> <p>--<br /> Dennis Sherman<br /> 7-1-1-7</p> donotrespond@manager-tools.com (josemx) Wed, 10 Sep 2014 14:57:23 +0000 http://www.manager-tools.com/forums-8953#comment-80838 Re: Ctrl-Shift-K Portability <p>Dax, I think the best option is like Mac said, use Google products. In their calendars you can add all your contacts and create alerts and reminders. You can there select the option to repeat the event and many other options &nbsp;There is also the option to create alarms and reminders using Google Now.&nbsp;&nbsp;</p> <p>Disc 1-1-7-7</p> donotreply@manager-tools.com (chadrupp) Wed, 10 Sep 2014 12:36:06 +0000 http://www.manager-tools.com/forums-8963#comment-80838 Resume Format <p>So I&nbsp;have been following the MT recommendations exactly, 1 page resume, 2 - 3 sentences of responsibilities, 3 - 4 accomplishments, education and software experience. All recruiting/staffing agencies ask me to add more to the resume such as a professional profile. I&nbsp;have friends who have gotten jobs with 5 page resumes and they tell me to add more to my resume. I&nbsp;love the 1 page resume idea but there is a lot of outside force fighting against it.</p> <p>What should I&nbsp;do?</p> <p>Chad</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> donotreply@manager-tools.com (luca) Wed, 10 Sep 2014 06:25:57 +0000 http://www.manager-tools.com/forums-8962#comment-80838 Effective escalation <p>&nbsp;Like the feedback model would be nice to have an escalation model podcast or material.&nbsp;Not something about why or when escalate, which depends on culture, timing pressure and external circumstances but rather how to do it professionally and in the way both receivers are focus on the needs and the blockers rather on the personal and emotional issues related with the escalation. Does Manager Tool address this anyhow in podcast or premium material?</p> <p>let me know, if not this would be a great topic to address in the future.</p> donotrespond@manager-tools.com (tlhausmann) Wed, 10 Sep 2014 02:36:23 +0000 http://www.manager-tools.com/forums-8960#comment-80836 Re: Resume Length <p>Chadrupp,</p> <p>In my experience, yes, there are some recruiters who do want longer resumes. Maintain a long Career Management Document (CMD) documenting all your jobs, responsibilities, and accomplishments. Then for those occasions calling for a two page resume you include two pages worth of material from the CMD.&nbsp; </p> <p>The MT counsel to keep it to one page is sound. You will encounter, very rarely, the recruiter asking for more information.</p> donotrespond@manager-tools.com (mfculbert) Wed, 10 Sep 2014 00:57:35 +0000 http://www.manager-tools.com/forums-8303#comment-80835 Re: Seattle Meet ups - 2014 <p>&nbsp;TapHouse is closed. See you at Rock Bottom instead. Across patio.&nbsp;</p> donotrespond@manager-tools.com (donm) Tue, 09 Sep 2014 23:41:12 +0000 http://www.manager-tools.com/forums-8961#comment-80834 Re: Delegation and quality <p>Of course someone with more experience doing the job will do it better, so the quality of your work is better than someone who has just started doing the task...</p> <p>... until that person gets more experience. I have yet to figure out a way to have someone get more experience except by doing the task. You're just going to have to take the mistakes and the do-overs until the person gets better at it. Then you'll go on to the next delegation of a task and continue the process with occasional dips in quality, but overall performance improvement over time.</p> donotrespond@manager-tools.com (cunningham12) Tue, 09 Sep 2014 23:28:52 +0000 http://www.manager-tools.com/forums-8893#comment-80833 Re: Hate my job but should I stick it out? <p>&nbsp;Hello Happytree,</p> <p>It seems you are not really sure what road to take to your future, not just with regards to your employment. I'd suggest creating a five year goal and making a career decision that will lead you closer to that. For example, is there a commercial division in your company or can you build a relationship with that recruiter (I believe there is a podcast episode about that)? What other opportunities will help move you towards the person you want to be?</p> <p>Good luck and keep being professional.</p> <p>&nbsp;</p> <p>&nbsp;</p> donotreply@manager-tools.com (amc48c) Tue, 09 Sep 2014 23:03:12 +0000 http://www.manager-tools.com/forums-8961#comment-80833 Delegation and quality <p>I&nbsp;know the MT guidance on feedback, over assignment and delegation:&nbsp;but how can I&nbsp;delegate to busy directs without compromising quality too much? I&nbsp;have increasingly little time and need to make hard choices I&nbsp;think...</p> <p>&nbsp;</p> <p>&nbsp;</p> donotreply@manager-tools.com (chadrupp) Tue, 09 Sep 2014 22:56:45 +0000 http://www.manager-tools.com/forums-8960#comment-80833 Resume Length <p>So I&nbsp;have been following the MT recommendations exactly, 1 page resume, 2 - 3 sentences of responsibilities, 3 - 4 accomplishments, education and software experience. All recruiting/staffing agencies ask me to add more to the resume. Friends who have gotten jobs with 5 page resumes tell me to add more and follow their format. I&nbsp;love the 1 page resume idea but there is a lot of outside force fighting it. </p> <p>What should I&nbsp;do.</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> donotrespond@manager-tools.com (mrkrogers00) Tue, 09 Sep 2014 15:36:45 +0000 http://www.manager-tools.com/forums-8303#comment-80832 Re: Seattle Meet ups - 2014 <p>I won't be able to attend for yet another month due to a disk issue in my back. I have hope that this will not be an issue by next month and I&nbsp;will back to my dominating self :)</p> <p>Have a good time everyone!</p> <p>Mark Rogers</p> donotreply@manager-tools.com (stingraycbs) Tue, 09 Sep 2014 12:27:27 +0000 http://www.manager-tools.com/forums-8959#comment-80832 Resume - University degrees from other countries and with other names <p>Dear community,</p> <p>I have a &quot;Diplomingenieur&quot; University degree from Germany (Dipl.-Ing.)</p> <p>The degree is similar to a master degree (engineering) while usually a little more complex (standard of 9 semesters).&nbsp;</p> <p>While well known in Germany and some other European countries, it might not be as common in other countires.</p> <p>For that my question:</p> <p>How to state this qualification in an English language resume?</p> <p>&nbsp;</p> <p>Thanks in advance for your comments.</p> <p>&nbsp;</p> <p>Christopher</p> <p>&nbsp;</p> <p>&nbsp;</p> donotreply@manager-tools.com (kd695052) Tue, 09 Sep 2014 11:59:38 +0000 http://www.manager-tools.com/forums-8954#comment-80832 Cultural Fit Versus Functional Fit Job Interviews <p>Hi</p> <p>Can some one explain:</p> <ul> <li>&nbsp;What is meant by&nbsp;cultural fit?</li> <li>&nbsp;How I can assess my cultural fit prefierences?</li> <li>&nbsp;How to &nbsp;prepare for a cultural fit inteview&nbsp; e.g organisational research, or questions to look out for at interview or questions for me to ask the inteviewer?</li> </ul> <p>I successful made it to final interview after 2 others&nbsp;ending with the Head of Department and Change Management Consultant, and unfortunately was not offered the role. The feed back was 'we are not sure if she would be a cultural fit'</p> <p>1st Interview was Telephone (1hr) asked technical questions and provide a little information on the company</p> <p>2nd interview was Face to Face (1hr) asked functional questions in a behavioural style linked to the role and about my career path.</p> <p>3rd inteview was Face to Face (30 mins) asked general behavioural style questions linked to my cv/resume on how I worked with people.</p> <p>The organisation is going through a business transformation&nbsp;and&nbsp;the department I would have need working in&nbsp;had 3 people.&nbsp; The organisation has&nbsp;now decided to restart the recruitment process.</p> <p>I have had other recuritement agencies contact me with roles that they have had for sometime or company has started the recrutiment again due to looking for a 'person who is the right cultural fit'.</p> <p>All comments welcome and if I&nbsp;have missed a cast of this, please let me know.</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> donotrespond@manager-tools.com (joemazzenga) Mon, 08 Sep 2014 18:49:08 +0000 http://www.manager-tools.com/forums-875#comment-80831 Re: Outstanding interview ... Not a match for the company? <p>&nbsp;I recently applied for a sales managers position and was told I set the bar and they loved me. I was communicating through a recruiter and she told me it was the best interview they have had in a long time. Now the next step was to take a caliper test. Although I don't believe that this test can outweigh 14 years of documented sales success. I mean I must have been doing something wight. Anyway I took the test but am curious as to the time it takes for the hiring company to get the results and if it is black and white?</p> donotrespond@manager-tools.com (mistermike38) Mon, 08 Sep 2014 17:37:40 +0000 http://www.manager-tools.com/forums-8958#comment-80830 Re: Career Limiting Move - Damage Control <p>I agree with Baritony. &nbsp;I would speak to my boss and ask to handle the situation myself. &nbsp;This allows your boss to see you in a positive, proactive light. &nbsp;Advise your boss you will address the unprofessionalism of the direct. &nbsp;Give feedback about the behavior not how the exchange happened. &nbsp;If you boss says no and they still want to speak with your direct report, honor the request and do not tell the direct about it. &nbsp;If your boss finds out you shared the information about the meeting with the direct, you will severing the trust your boss has with you and this is a huge mistake to try and come back from. Ask you boss to be present in the meeting and find out what he/she wants your role to be in the meeting. &nbsp;If you cannot be present, do not force the issue and wait to find out the results of the meeting. &nbsp;I hope everything works out. &nbsp;Remember stay frosty through out it all.</p> <p>&nbsp;</p> <p>Mike&nbsp;</p> donotrespond@manager-tools.com (BariTony) Mon, 08 Sep 2014 15:06:33 +0000 http://www.manager-tools.com/forums-8958#comment-80829 Re: Career Limiting Move - Damage Control <p>I was in a similar, though not identical situation, recently.</p> <p>This is one of those few times that I would talk to my boss and ask them to let me manage my own team. You said your boss is emotional - they may calm down before their planned meeting with your direct so that you have an opportunity to intervene. At any rate, if this direct is otherwise a good performer, letting your boss throw a temper tantrum could cause more damage to the company. Point out that you're responsible for this person's performance and that you would like to talk to your direct. I would tell my boss exactly what the message would be that I would be giving my direct. (ie, that sort of behavior is unprofessional and unacceptable, and was deemed insubordinate by multiple peers/managers and is groups for firing. Don't do it again or you will be terminated. - shot across the bow.)</p> <p>If your boss won't listen and still insists on confronting the direct themselves, and orders you not to inform them, then you have to stay out of the way. Assuming they're still around after the meeting, make sure you talk to your direct afterwards.</p> <p>Good Luck</p> <p>&nbsp;</p> <p>&nbsp;</p> donotrespond@manager-tools.com (BariTony) Mon, 08 Sep 2014 14:56:23 +0000 http://www.manager-tools.com/forums-8955#comment-80828 Re: Moving from a cubicle to an office <p>I was recently moved into an office last year, and had the same concerns. I had good reasons to take an office: weekly O3s, conference calls with clients, budgeting and contract discussions with freelancers, phone interviews, annual reviews. The &nbsp;fact is that you probably do more things that really should be done in an office than you realize.</p> <p>Second, MT has recommendations for interacting with your directs even if you're in an office. See, for example, the podcast on the 5-minute morning greeting.</p> <p>Finally, you probably think that you're more efficient by responding to crises and answering questions by being in a cubicle. Actually, this is one of the point of weekly O3s. To reduce the feeling directs have that they need to constantly ask you questions. In Drucker's book, the Effective Manager, he says that a factory floor full of drama is inefficient. A workplace that is boring and has no drama is efficient - all of the potential problems have been identified, and contingencies have been put into place. And, by constantly answering your directs' questions all day long, you are holding back their development. Let them struggle a bit. Having an office 50' away where they can't just pop into your cubicle and ask questions means they will feel more pressure to try to solve problems themselves rather than running to you every time they have a question.&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> donotrespond@manager-tools.com (hyubdoo23) Mon, 08 Sep 2014 12:57:39 +0000 http://www.manager-tools.com/forums-8958#comment-80827 Re: Career Limiting Move - Damage Control <p>Your direct did something stupid and your boss specifically told you not to forewarn her. Don't put yourself in the firing line, too. You might lose the direct, but she did that to herself.</p> <p>&nbsp;</p> <p>Hyu</p> donotreply@manager-tools.com (CaptCooper) Mon, 08 Sep 2014 11:46:59 +0000 http://www.manager-tools.com/forums-8958#comment-80827 Career Limiting Move - Damage Control <p>BLUF: My direct said something negative about my manager towards a customer, and my manager overheard it.</p> <p>During a customer dinner, my direct and a customer were talking and eventually the conversation led to the topic of my manager and his leadership style. Both were joking around and then my direct said something in a joking manner to the customer about how little she thinks that my manager is a capable leader and my manager overheard this.</p> <p>Now the expression 'the s**t hits the fan pretty much describes the situation.</p> <p>My manager did not say anything to my direct that evening. But he called me into the office and informed me that he is planning to confront my direct about this tomorrow and that I am not supposed to call my direct and give her advanced warning.</p> <p>Co-workers who overheard the conversation confirmed that it happened that way. I myself was not at the event.</p> <p>I am particularly surprised at this, as my direct and I have been working on a development plan for her, to get her promoted, which may now have fallen apart.</p> <p>My question: Should I call her and hear her side of the story and give her heads up to prepare for the session with my boss? My boss can be quite emotional and so can my direct. There is the potential that this meeting can escalate to ultimate damage and I don't want to and can't afford to lose my direct at this stage.</p> <p>Or should I just sit back and wait what happens?</p> <p>Any advice is greatly appreciated.</p> <p>C.</p> <p>&nbsp;</p> donotrespond@manager-tools.com (kyllikoort) Mon, 08 Sep 2014 08:04:06 +0000 http://www.manager-tools.com/forums-8951#comment-80826 Re: Best tool for gathering ongoing status reports from large number of staff? <p>&nbsp;It seems that you are looking for something that Weekdone does (https://weekdone.com). It is an online status reporting software that on a weekly basis pulls all the information together and sends an automatically compiled report straight to your inbox. You can also use its mobile apps, if you're on the run.&nbsp;</p> donotreply@manager-tools.com (rawdata) Mon, 08 Sep 2014 04:00:07 +0000 http://www.manager-tools.com/forums-8957#comment-80826 360 feedback - my plan <p>Before I take my 360 feedback action plan to my manager, I would greatly appreciate the awesome managers here to provide your input. I'm hoping I've interpreted the&nbsp;<a href="http://www.manager-tools.com/2010/05/handling-360-degree-review-input">Handling 360 Degree Review Input</a> podcast correctly.&nbsp;</p> <p>After taking out the obvious gap answers where I gave myself a 5 (seriously, dude? :) &nbsp;) as well as looking at the areas my manager ranked highly, I need to work on improving my listening skills and work on building more relationships. My plan is as follows:</p> <p>Listening better:</p> <ul> <li>Attend the class recommended by the company</li> <li>Re-read Crucial Conversations. Work on a plan for how to practice the two levers that lead to the primary 7 factors.</li> <li>As a High S, I need to figure out how to question others more. I tend to assume positive intent first. I need to be more &quot;D&quot;. Somehow... &nbsp;:)<span class="Apple-tab-span"> </span></li> </ul> <p>Building relationships:</p> <ul> <li>I have 3 potential mentors that I am lining up time with. One for building relationships/getting my name out there more. A second is my manager's peer - he can help me build relationships with his team. A third is a key leader in one of the new tools we are deploying internally to track work better. He was also mentioned by name by my manager as someone I need to be more like in an early conversation in my role here (6 mos).</li> <li>Improve my weekly meeting with my peers across 6 verticals with better agendas and having others speak more than I do.&nbsp;</li> </ul> <p>Goals:</p> <ul> <li>By 01 October, have completed the internal class and set 2 new actionable goals from the learning.&nbsp;</li> <li>By 01 October, have re-read Crucial Conversations and built a weekly plan.</li> <li>By 11 October, have re-listened to the High D podcasts and identified 5 behaviors I need to do more of to be seen as &quot;less S&quot; when talking to High Ds</li> <li>By 12 September, have sent meeting invites and agendas to the 3 potential mentors.&nbsp;</li> <li>By 31 October, have modified my weekly peer meeting with improved agendas and have a 3rd party monitor that I'm speaking less than 50% of the time.</li> </ul> <p>&nbsp;</p> <p>How does that sound? Thanks in advance for your input!!</p> <p>&nbsp;</p> <p>- Scott M.</p> donotrespond@manager-tools.com (mistermike38) Mon, 08 Sep 2014 03:58:15 +0000 http://www.manager-tools.com/forums-8955#comment-80825 Re: Moving from a cubicle to an office <p>I agree with CROSES. &nbsp;To your question about raising your standing in the eyes of other manager, I think you need not be concerned about this. &nbsp;Your performance (results) will gain you this respect. &nbsp;To your point about impromptu conversations you want to join, unless these are conversations that absolutely require your input, it is time that you could spend focusing on other priorities. &nbsp;If you want to schedule time to come out of your office periodically throughout the day (twice a day) to interact with your team members, this is still feasible. &nbsp;You can also sit with your team during various times of the day to continue to foster the environment you are looking to maintain. &nbsp;The office will give you the privacy you need to focus on key performance metrics and it will help reduce interruptions. &nbsp;CROSES also makes a valid point that you want your team to be independent and not interdependent upon you. &nbsp;Your office setting will give you the best of both worlds and as I indicated you can still do things that will allow you to interact with your team on a regular basis.</p> <p>&nbsp;</p> <p>Mike</p> <p>(wishing I has an office instead of a cubicle.)&nbsp;</p> donotrespond@manager-tools.com (phale) Mon, 08 Sep 2014 03:47:49 +0000 http://www.manager-tools.com/forums-8922#comment-80822 Re: Disrespect from direct report <p>Hello again,</p> <p>Thought I'd post a follow-up here because the resolution was interesting and in some ways, unpleasant. &nbsp;I decided that confronting the behavior in the meeting was enough if not, as suggested by HNUT, too much. &nbsp;I did speak to the direct in person a day later about the incident. &nbsp;She was adamant that she had done nothing wrong and that she was &quot;allowed&quot; to speak that way. &nbsp;I stated that she was in fact not and that further outbursts could lead to formal disciplinary actions.</p> <p>She then complained to my boss. &nbsp;Who then sat us both down to &quot;discuss the situation&quot;. &nbsp;I agree that in situations where tempers flare, there is almost always two people at fault. &nbsp;That being said, his reaction said pretty clearly to both me and her that she was correct in saying she is &quot;allowed&quot; to speak in the manner she chose. &nbsp;More importantly it took my role power out from under me in front of her. &nbsp;I -know- this was not his intention. &nbsp;His intention was to have a conversation between two people as people, not manager and subordinate. In my opinion, this approach is misguided and will do a lot of harm. &nbsp;Had he asked me to, on my own, speak to her &quot;man-to-man&quot;, it would've made much more sense. I wish he had followed the advice in the recent interpersonal conflicts cast.</p> <p>Needless to say I found my boss' behavior unproductive at best. &nbsp;I've actually dusted off the resume and started looking because of the incident. I'm not sure how to discuss this with my boss without sounding like I'm &quot;threatening to leave&quot; but having his permission to give appropriate feedback to my staff is kind of make-or-break for my willingness to stay in my current role.</p> <p>What do you think?</p> donotrespond@manager-tools.com (phale) Mon, 08 Sep 2014 03:45:36 +0000 http://www.manager-tools.com/forums-8922#comment-80823 Re: Disrespect from direct report <p>Deleting for double post.</p> donotrespond@manager-tools.com (phale) Mon, 08 Sep 2014 03:44:35 +0000 http://www.manager-tools.com/forums-8922#comment-80824 Re: Disrespect from direct report <p>Deleting for triple post.</p> donotrespond@manager-tools.com (Kevin1) Sun, 07 Sep 2014 21:00:17 +0000 http://www.manager-tools.com/forums-8657#comment-80821 Re: Hello from Northern CA <p>Hi Bryan</p> <p>Welcome to Manager Tools Forums. &nbsp;Hope you enjoy it and we can be of assistance if you need some.</p> <p>kind regards</p> <p>Kevin</p> donotreply@manager-tools.com (jordan_stevens) Sun, 07 Sep 2014 00:50:36 +0000 http://www.manager-tools.com/forums-8956#comment-80821 How to leverage Internship to permanent role <p>Hey All,</p> <p>Long time listener, first time caller (okay, maybe I've called before).</p> <p><strong>BLUF: </strong>After deciding to switch industries (and locations) I've taken a (paid) internship at a great company. This is my first corporate positions and I'd like to leverage this into a permanent role ideally in the current company or the larger organization that we are part of. I should mention that I will have a 30 minute 1 on 1 meet and great with the division CEO in two weeks. What suggestions do you have for me to leverage this role into something more permanent? How should I prepare for this meeting with the division CEO?</p> <p><strong>Background:</strong> I finished my undergraduate degree in music about six years ago. Out of school I taught music and eventually started my own business in the area of audio branding. Sadly, the business wasn't sustainable. Not all bad news because during the time I ran the business I realized how much I enjoyed business and more specifically marketing. I also realized that I had a fair bit of talent in that area as well.</p> <p>Long story short I decided to make the leap from music to digital marketing. During my transition I started volunteering as a LinkedIn community manager for a great non-profit. I delivered a ton of results for them. I also spent a bit of time taking MOOCs to gain more education in my new field.</p> <p>Six months after deciding to change fields I'm now an intern helping to manage social media and other digital marketing opportunities for a relatively new company that is part of a larger organization. I'm capable in this role and delivering some short term results. That said, the internship is only three months long.so gathering full campaign data is a bit difficult.</p> <p>Both our company and the larger organization are doing really well financially and continue to have growth. I suspect that either organization will have room for extra bodies, however, my position is temporary. I feel lucky to be part of the organization and also think that I have a great opportunity to leverage my meeting with the division CEO. What thoughts and ideas do you have that will help me secure a permanent role at this company?</p> <p>Thank you wise MT community. Sure a great place on the WWW!</p> <p>Best,<br /> Jordan</p> donotrespond@manager-tools.com (gpeden) Sat, 06 Sep 2014 20:52:49 +0000 http://www.manager-tools.com/forums-8953#comment-80818 Re: Ctrl-Shift-K Portability <p>I use this IFTTT receipt to automatically backup my contacts from my iphone to google docs:</p> <p>&nbsp;</p> <p>https://ifttt.com/recipes/102384-backup-my-contacts-to-a-google-spreadsheet</p> <p>&nbsp;</p> <p>Thanks,</p> <p>George</p> <p>DiSC 7511</p> donotrespond@manager-tools.com (uwavegeek) Sat, 06 Sep 2014 19:04:18 +0000 http://www.manager-tools.com/forums-8951#comment-80817 Re: Best tool for gathering ongoing status reports from large number of staff? <p>We've started using One Note for a similar thing. &nbsp;&nbsp;</p> donotrespond@manager-tools.com (uwavegeek) Sat, 06 Sep 2014 19:04:17 +0000 http://www.manager-tools.com/forums-8951#comment-80816 Re: Best tool for gathering ongoing status reports from large number of staff? <p>We've started using One Note for a similar thing. &nbsp;&nbsp;</p> donotrespond@manager-tools.com (dmiddleb) Sat, 06 Sep 2014 13:05:00 +0000 http://www.manager-tools.com/forums-8953#comment-80815 Re: Ctrl-Shift-K Portability <p>Mac,</p> <p>&nbsp;</p> <p>Thanks for the feedback. &nbsp;I think I may look into moving everything to Google Calendar to see how that works.</p> <p>&nbsp;</p> <p>Dax Middlebrooks</p> <p>DiSC: 7611</p> <p>&nbsp;</p> donotrespond@manager-tools.com (croses) Sat, 06 Sep 2014 10:51:48 +0000 http://www.manager-tools.com/forums-8955#comment-80814 Re: Moving from a cubicle to an office <p>&nbsp;I would go for the office.</p> <p>You grow your team as they have to decide if they can handle the situation or have to involve you.</p> <p>You can accomplish more of the things only you can do. As you avoid the distraction by the things that can be handled on the team level.</p> <p>&nbsp;</p> <p>Chris</p> donotrespond@manager-tools.com (mandrillone) Sat, 06 Sep 2014 09:00:03 +0000 http://www.manager-tools.com/forums-8852#comment-80813 Re: O3s with employees who don't want to talk <p>&nbsp;Hi Dannak,&nbsp;</p> <p>&nbsp;</p> <p>If your quiet directs are doing their job to an acceptable standard, then my suggestion would be to go fix something that is really broke and don't worry about it. Keep doing 02s, they probably appreciate it even if they don't show it.&nbsp;</p> <p>Cheers Mark</p> donotrespond@manager-tools.com (edcrawfordlv) Fri, 05 Sep 2014 21:31:44 +0000 http://www.manager-tools.com/forums-8955#comment-80811 Re: Moving from a cubicle to an office <p>I'm not sure where your new office will be located, but I'd guess it will be around other managers.</p> <p>You may want to measure the benefit that you get by being near your team versus the benefit your boss gets by being near his or her team.</p> <p>&nbsp;</p> donotreply@manager-tools.com (uninet22) Fri, 05 Sep 2014 14:35:04 +0000 http://www.manager-tools.com/forums-8955#comment-80811 Moving from a cubicle to an office <p>After 12 years as a manager, I finally have a chance to move out of my cubicle and into a formal office.&nbsp; Should I take it or not?&nbsp;</p> <p>I can think of a dozen reasons why I should stay in my cubicle, and all of them help me to be an effective manager.&nbsp;</p> <p>The only reasons I can think of to move into an office is to to gratify my pride and gain the status symbol.&nbsp; Unless maybe it will raise my standing in the eyes of other managers or executives.&nbsp; Is that something I should worry about?</p> <p>Some of the benefits I've leveraged while sitting in a cubicle near my team:</p> <p>- I can join impromptu conversations among team members, or I can choose not to engage.&nbsp; I have the option.&nbsp; If I'm in an office 50 feet away, I will only be involved in discussions that are brought directly to me, or that I initiate myself.&nbsp; Communication with my team will certainly become more difficult.</p> <p>- I can observe first-hand the behavior of my directs, and decide what to give feedback on and what to ignore.&nbsp; If I'm in an office, I will have to depend more on 3rd party input.&nbsp;</p> <p>- Providing feedback is much easier when I'm sitting among the rest of the team, and I can make the feedback *seem* more casual.</p> <p>- I am more immediately aware of emergencies or client situations that need rapid action.&nbsp;</p> <p>- Team members seem more willing to approach me, since all they have to do is stand up and look over a half-wall to get my attention.</p> <p>Thoughts?</p> donotrespond@manager-tools.com (Smacquarrie) Fri, 05 Sep 2014 13:16:29 +0000 http://www.manager-tools.com/forums-8953#comment-80809 Re: Ctrl-Shift-K Portability There are a couple of things you can do here. You can forward the reminders to your personal phone (smart phone) or you can copy yourself at home and have these on your calendar application there. Many computers use Outlook (this is often included at no charge) or have smart phones with a built in application. If you don't have either of these, consider setting up a google calendar and linking it to your personal email so that you can get reminders that way. Mac DiSC 7121 donotrespond@manager-tools.com (alexswan) Fri, 05 Sep 2014 12:43:58 +0000 http://www.manager-tools.com/forums-8945#comment-80792 Re: How to track when directs will be out-of-office <p>Hello,</p> <p class="MsoNormal"><span lang="EN-US">You can use some resource scheduling software to plan your team members according to their calendar. You can assign individual calendar to each member and can book them according to your requirements.<o p=""></o></span></p> <p class="MsoNormal"><span lang="EN-US">You can also make any non-working day as working day and can define holiday exceptions also.<o p=""></o></span></p> <p class="MsoNormal"><span lang="EN-US">24 hour calendar can also be defined. Booking Chart follows the concept of Gantt chart and can make leave booking. It also provides many others important features which may help for your management purpose.<o p=""></o></span></p> <p class="MsoNormal"><span lang="EN-US">One of the most appropriate scheduling software which I have worked upon is &lsquo;eResource Scheduler&rsquo; as it provides all these required features and many more. Hope this suggestion may help you.<o p=""></o></span></p> donotreply@manager-tools.com (dmiddleb) Fri, 05 Sep 2014 01:33:57 +0000 http://www.manager-tools.com/forums-8953#comment-80792 Ctrl-Shift-K Portability <p class="MsoNormal">I am looking for:<o:p></o:p></p> <p class="MsoNormal"><span style="text-indent: -0.25in;">1)</span>&nbsp;<span style="text-indent: -0.25in;">An alternate to the outlook Ctrl-Shift-K method of staying in touch with my contacts, or, 2)</span>&nbsp;<span style="text-indent: -0.25in;">A way to move these if I have to change companies.</span></p> <p class="MsoListParagraph" style="text-indent:-.25in;mso-list:l0 level1 lfo1"><o:p></o:p></p> <p class="MsoNormal"><o:p>&nbsp;</o:p></p> <p class="MsoNormal">I thought of this recently when a friend unexpectedly left the company. He had printed contact lists. He was also able to keep his mobile number and phone as well.&nbsp; He did mention that the thing he misses the most are the recurring reminders he had set up. <o:p></o:p></p> <p class="MsoNormal"><o:p>&nbsp;</o:p></p> <p class="MsoNormal"><o:p></o:p></p> <p>Any options to prepare would be appreciated.</p> <p>Dax Middlebrooks</p> <p>DISC: 7611</p> donotrespond@manager-tools.com (statuspath) Thu, 04 Sep 2014 22:33:19 +0000 http://www.manager-tools.com/forums-8951#comment-80808 Re: Best tool for gathering ongoing status reports from large number of staff? <p>I co-founded a company, www.statuspath.com, that does exactly what you're asking: simple, online status reports, easily accessible report history, unified view and customized standard format across all employees.&nbsp; As for the customer interactions, your team can use # hashtags while writing status updates to call out customers (e.g. #customer) - you will be able to view all status related to a hashtag across your team.&nbsp; We also have integrated objectives if you track those too.&nbsp; If you have any questions, I'd be happy to help.</p> donotrespond@manager-tools.com (JonathanGiglio) Thu, 04 Sep 2014 21:33:44 +0000 http://www.manager-tools.com/forums-8952#comment-80807 Re: New to MT- Boss v Directs issue <p>Where is the incentive for employees to work faster? So they get paid less? So the boss/owner doesn't yell at them?</p> <p>That doesn't sound like much of an incentive to me. I&nbsp;can understand if an employee wants to take off early and trade time for money, but for a boss to ask an employee to work harder to get paid less - this is not an alignment of incentives.</p> <p>Now, here at Manager Tools, we don't manager our bosses.That said, you may to formulate a strategy to get your employees to be effective while keeping your boss happy.</p> <p>Do you have insight into the company finances?&nbsp;Can you propose alternative cost cutting measures? I'm reminded of the parable of the orange.&nbsp;Two people want an orange, so they cut it in half and no one is happy.&nbsp;Why?&nbsp;Because one person wanted the juice and the other person wanted the rind to grate zest. Communication is key - try expanding the pie.</p> <p>Regards,</p> <p><br /> Jonathan</p> donotrespond@manager-tools.com (brianwidmer) Thu, 04 Sep 2014 20:55:11 +0000 http://www.manager-tools.com/forums-8303#comment-80806 Re: Seattle Meet ups - 2014 <p>I plan to be there!</p> <p>Brian</p> <p>&nbsp;</p> donotrespond@manager-tools.com (mfculbert) Thu, 04 Sep 2014 20:11:34 +0000 http://www.manager-tools.com/forums-8303#comment-80805 Re: Seattle Meet ups - 2014 <p>Hello MT fans,</p> <p>Just a reminder that the next Seattle meet up in next Tuesday, September 9, 6:00 at the TapHouse in Bellevue.&nbsp; Bring a friend!</p> <p>See you all there!</p> donotrespond@manager-tools.com (mrreliable) Thu, 04 Sep 2014 19:08:52 +0000 http://www.manager-tools.com/forums-8852#comment-80804 Re: O3s with employees who don't want to talk <p>&nbsp;I don't know if this is relevant, but the thread reminded me of a memorable incident in high school.</p> <p>Writing class, our assignment was to write about something, provide handouts, and give a speech on the subject. &nbsp;One of the students was visibly upset when it came time for him to give his speech. He stuttered and stammered, looking very nervous and reluctant. The instructor prodded him along, and became a little more insistent the student keep things moving. Suddenly the student had a mini-snap, and went on a tear about how unfair it was to expect everyone to give a presentation. After all, this was writing class, the students shouldn't be graded on their public speaking skill.</p> <p>During the tirade, the instructor motioned for the student to come up to the lecturne, which he did, and finished his tirade. When he was done, he went back and sat down, and everyone applauded, including the instructor. The instructor gave him an &quot;A&quot; on his presentation.</p> <p>It was so effective, and so entertaining, I thought it was just a brilliant acting job. I was acquainted with the student and asked him after class. Was that real? He was still a little hot about it. No, it wasn't an act.</p> <p>I guess my point is that everybody has their buttons, and everybody is going to talk enthusiastically about something, sometime. I have a phrase that I utter under my breath on occasion, commonly when I'm having trouble getting taken care of at a retail establishment or government agency. &quot;Who do you have to piss off to get something done around here?&quot; Not saying to be antagonistic, but a little poking might help get things going.</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> donotreply@manager-tools.com (v_flomed14) Thu, 04 Sep 2014 14:05:02 +0000 http://www.manager-tools.com/forums-8952#comment-80804 New to MT- Boss v Directs issue <p>Hi Everyone! I'm new to MT and look forward to hashing out ideas about issues us managers encounter on our daily work. </p> <p>I started O3 with my 10 directs in July. Overall they have been very successful. I've had to modify, reschedule and change them around based on everyone's schedule since my directs are part timers, some are in NC and others in GA, and one of our main services is to go on-site to our clients so I have a lot of directs out on the road at various times during any given week. </p> <p>The problem I'm encountering is that my boss has approached me about the O3 meetings with my directs. He is skeptical of them as he wants to see results yesterday (high D!). Being that we have a lot of part timers, the schedule at the office changes too and some people need to leave early due to childcare or if we do not have a lot of appointments in a given day, he feels everyone should work faster and go home early. But when the schedule is busy, he feels everyone should work faster and go home early (as well, not a typo). </p> <p>Flexibility has always been a hallmark of our business model, and an asset to our employees with growing families. He tells me that when he used to do the work himself he could do it all faster than the part timers. I told him to remember that he was (and still is) working for himself and that is a big incentive always. Besides, I think that the employees do a good job. I grant that yes, when the schedule is not as busy, they take longer to complete tasks and some move around a little slower. </p> <p>He wants me to use the O3s as a way to tell people (firmly) to take longer lunches when the day is slower and to work faster all the time so everyone goes home early and he doesn't have to pay as many hours. I've told him we should bring it to the employees as a meeting with all to brainstorm solutions (twice) but he hasn't made that decision yet. I don't think he wants to do that. Not sure why.</p> <p>As a manager, I am of course, in the middle of this situation and as a High C with S tendencies I can see both sides of the argument but I am not sure how to get to a solution viable for all. I could use ideas if any of you have encountered similar situations. </p> <p>Thank you in advance!</p> donotrespond@manager-tools.com (Wayne1) Thu, 04 Sep 2014 13:00:12 +0000 http://www.manager-tools.com/forums-8946#comment-80803 Re: Being fired because of being sick: how to talk about it during an interview <p>Hi,</p> <p>Sorry to hear that you got sacked over your illness.</p> <p>You most likely will need to have an answer for up coming interviews and &quot;There's a cast for that!&quot;. Check out the Career Tools casts on &quot;How to answer questions about career history&quot;, link below. There are two casts and they are brilliant. I have used them to improve my performance in interviews and the answers were well received.</p> <p>Best of luck with your job search.</p> <p>Regards,</p> <p>Wayne.</p> <p>http://www.manager-tools.com/2009/12/how-answer-questions-about-career-history-part-1</p> <p>&nbsp;</p> donotrespond@manager-tools.com (schroederc) Thu, 04 Sep 2014 12:31:10 +0000 http://www.manager-tools.com/forums-8949#comment-80802 Re: Growing people - where to find in the podcasts? <p>&nbsp;Hi Mark!</p> <p>Thanks than I will listen to this cast as 2nd time.&nbsp;</p> <p>Regards,</p> <p>Christopher</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> donotrespond@manager-tools.com (mandrillone) Thu, 04 Sep 2014 12:26:40 +0000 http://www.manager-tools.com/forums-8949#comment-80801 Re: Growing people - where to find in the podcasts? <p>&nbsp;Hi Chris, the part in my direct doesn't want to change is the fantastic MH rant/ pep talk about the world, your clients/ competitors/colleagues/budget growing and x% per year, and if youre not developing then you're going backwards. May be worth a 2nd listen. &nbsp;</p> <p>Cheers&nbsp;</p> <p>mark</p> <p>&nbsp;</p> donotrespond@manager-tools.com (schroederc) Thu, 04 Sep 2014 11:12:50 +0000 http://www.manager-tools.com/forums-8949#comment-80800 Re: Growing people - where to find in the podcasts? <p>&nbsp;Hi Mark!</p> <p>Thanks for the support. It is not so much about change (not yet) but more on the principle that businesses grow with their people doing more today than yesterday. I can remember something about the big orange ball which you have to shrink over time.&nbsp;</p> <p>I guess this is all scattered in the various podcasts. For e.g. I remeber the emails 3 times a day where you allow yourself always shorter periods to process them. This sort of growing.</p> <p>(Some) people here believe that you always have to hire someone new instead of improving the existing resources.</p> <p>Best regards,</p> <p>Christopher</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p>