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 jamescarrey Wed, 23 Jul 2014 04:39:18 +0000 http://www.manager-tools.com/forums-6627#comment-80527 Re: Effective ice breakers and games? Try strategical physics games that you can obtain fom <a href=http://www.iphysicsgames.com/ rel=dofollow>http://www.iphysicsgames.com</a>, this is one way to get them refreshes their minds and at least boost their strategical thinking towards business managerial aspects. mizzoupete Wed, 23 Jul 2014 04:04:04 +0000 http://www.manager-tools.com/forums-8855#comment-80527 Rating a junior employee (not a direct report) <p>&nbsp;</p> <p>Recently in a O3, I had an a junior employee (not a direct report) ask me how he &quot;rates&quot; compared to others with the same role. &nbsp;He asked for general directional&nbsp;(top half, top quartile, bottom quartile, etc)&nbsp;concerning his performance (his presence, presentations, approach, output, etc) based on the experience I have observed in meetings and other interactions. &nbsp;I was not sure how to respond and informed him that we would discuss in our next 1:1. &nbsp;</p> <p>My gut says that its not an unreasonable question but I'm not sure if I am not thinking about it from all sides and/or not thinking about a potential poor output from provide a response/answer.</p> <p>&nbsp;</p> <p>How would the forum approach this question?</p> <p>&nbsp;</p> <p>Thx!</p> ashdenver Wed, 23 Jul 2014 03:34:39 +0000 http://www.manager-tools.com/forums-8854#comment-80527 Answering the "weakness" question during the interview ... <p>&nbsp;How NOT to do it:&nbsp;https://mobile.twitter.com/scottGdrummond/status/481326674177695745</p> <p>&nbsp;</p> <p>I thought of the advice M&amp;M give on the topic and laughed.</p> joshyeager Wed, 23 Jul 2014 03:19:36 +0000 http://www.manager-tools.com/forums-8853#comment-80527 How to delegate when directs' work is as important as mine? I am overloaded and have more "big balls" coming from my boss soon. I run a small product development team that is responsible for our company's flagship product. Because they are the core team that builds our product, their work output is as important and valuable as mine. The MT guidance is to delegate to force directs to get more efficient or drop unimportant tasks. But I need them to focus on growing the product so we can make our customers more successful and thus increase revenue. So even if they do find things they can drop, they should fill that time with more product development. "Managerial Economics 101" doesn't seem to apply when my reports generate as much value as I do (or more). How can I handle new tasks coming from above when my team's work is as important as my own? Thanks, Josh timrutter Tue, 22 Jul 2014 23:25:48 +0000 http://www.manager-tools.com/forums-8818#comment-80526 Re: "Vacation" Interviews <p>I agree with Matt, start making the phone screen/interview a tougher hurdle.</p> <p>I work in the Fly In Fly Out construction industry in Australia, so we rely heavily on phone interviews to get down to a list of viable candidates due to distance and remoteness of work site locations. It's an efficient, cost effective use of your time.</p> <p>A good, probing 30-45 minute phone interview really weeds out the sort of applicants you are talking about.&nbsp;</p> <p>Tim</p> <p><i>Nil Desperandum Experto Crede</i></p> dannak Tue, 22 Jul 2014 22:57:28 +0000 http://www.manager-tools.com/forums-8852#comment-80526 O3s with employees who don't want to talk <p>I have been holding O3s with my reports for about a year now. &nbsp;I have feel I have been pretty successful because with some of my reports they are very effective and really work well. &nbsp;We have built good relationships and I communication. &nbsp;However with two of my reports, I have trouble getting them to engage.</p> <p>I am not sure exactly what is wrong, because I have achieved success with some of my team. &nbsp;</p> <p>I suspect the problem has to do with how these people view work and their career. &nbsp;They don't want to seem to better themselves or their career. &nbsp;(I didn't hire them, but inherited them from a predecessor). &nbsp;Another problem I suspect is that the work they do is very repetitive, and not much can happen week to week, so there isn't much to talk about.</p> <p>They do their work well, and I don't have any problems with their performance, other than I wish that we had a better relationship.</p> <p>I have tried to open them up on a personal level, but the conversations have ended up feeling forced and the topics soon died.</p> <p>Any suggestions about how I can get them to open up and make the O3 more effective? &nbsp;Or do I even need to worry about it given that their performance is fine.</p> <p>If there is &quot;a podcast for that&quot; please point me in the right direction.</p> <p>Thanks,</p> <p>Dan</p> timrutter Tue, 22 Jul 2014 22:26:46 +0000 http://www.manager-tools.com/forums-4071#comment-80525 Re: Bad boss - the irresolute boss. What to do? <p>I'm that guy (figuratively)</p> <p>Offer to help take load off him, follow up on requests and let it go when he doesn't produce.</p> <p>The golden tip is that is he is well intentioned, he'll love you for it. If he's not, then your notebook/diary may come in to play - document!</p> <p>Tim</p> <p><i>Nil Desperandum Experto Crede</i></p> cacherjoe Tue, 22 Jul 2014 20:33:01 +0000 http://www.manager-tools.com/forums-2658#comment-80524 Re: Dealing with a long commute during the interview <p>Hey,</p> <p>&nbsp;</p> <p>Thanks for the follow up.&nbsp; I wasn't successful in getting the jobs that had longer drives.&nbsp; I found that in this area the employers feel that a 90 minute drive is too long.&nbsp; I went so far as to ask one of the interviewers how long they took to get to work, living in the city limits.&nbsp; The lengthy response was about how traffic is horrific and it takes her 60 minutes to get to work every day.&nbsp; I stopped short of asking why she then felt the 90 minute drive was excessive.</p> <p>I was successful in gaining employment, but unfortunately about a year in was victim of not having worked for the VP in a former life.&nbsp; On the hunt again.</p> <p>Having driven a lot work previous positions, I would say that the 90 minutes won't be too bad.&nbsp; I used the time to mentally plan the day, play out procedures in my mind, listen to Manager Tools Pod Casts (of course).&nbsp; I also do what I call Pre-play meetings.&nbsp; This is where I work through what I&nbsp;want to say and try to have some forethought into what may be asked or discussed in the meeting.</p> <p>Depending on where you live, you may have to have a contingency plan on what you will do for bad weather.&nbsp; For me, my sister-in-law lives in the city and I'd be able to stay there ahead or during a storm.&nbsp; That solves the, how will you get to work in bad weather question.&nbsp; Around here it 's nothing for us to have 20 or 30cm of snow and work still go on.</p> <p>I know its not much, but I hope that helps.</p> <p>&nbsp;</p> <p>Joe</p> ChrisAkin Tue, 22 Jul 2014 19:54:57 +0000 http://www.manager-tools.com/forums-4071#comment-80523 Re: Bad boss - the irresolute boss. What to do? <p>I'm very interested on how you handle bosses like this...&nbsp; thanks!</p> ChrisAkin Tue, 22 Jul 2014 19:28:18 +0000 http://www.manager-tools.com/forums-2658#comment-80522 Re: Dealing with a long commute during the interview <p>Just curious how this turned out?&nbsp; Did you get the job?&nbsp; If so, how's the commute?&nbsp; I have a 25 minute commute, but considering the possibility of a 90 minute commute in the future.</p> mrreliable Tue, 22 Jul 2014 16:38:37 +0000 http://www.manager-tools.com/forums-8851#comment-80521 Re: Office door- knock when closed? <p>&nbsp;Ed,</p> <p>I understand your point, and we can end up in a bubble wrap cocoon if we worry too much about &quot;what ifs.&quot; However, I'd caution against feeling too secure that because you maintain a professional relationship, everything will be fine. Most people are decent and honest, but it only takes one to obliterate another person under the right circumstances. Set-ups can happen, and it won't make any difference how professional you have behaved.</p> <p>I was in a situation where I worked with a mostly-female group. Gender did not seem to be an issue with most of the interactions. However, there was one woman whose behavior I didn't trust. I mentioned to my wife, &quot;I'm going to make sure that I am never anywhere with her without someone else in the room.&quot; On several occasions I walked the long way around to make sure I was never in close proximity without being in a group.</p> <p>One of the other managers wasn't so careful, and, you guessed it, was accused of sexual abuse that supposedly occured when the two were alone in the hallway. The authorities were contacted and the situation blew wide open. Fortunately, under questioning, the accuser gave highly inconsistent statements about what had happened, and the investigation fairly quickly determined the accusations were false. The manager may have dodged a bullet, but there is probably a cloud over his reputation to this day. A smarter, more savvy accuser would probably at least have drawn out the process much longer and caused much more damage.</p> <p>My point is that this issue is much like business litigation. You can be squeaky clean, do everything right, go to Church every Sunday, and help little old ladies across the street. That won't do you any good in defending yourself against a frivolous lawsuit or a charge of sexual harrassment.</p> <p>Personally, I do have one-on-ones with female directs. I trust them, and don't panic when we need to have a closed-door discussion. However, with regular one-on-ones I close the door most of the way, but leave it open about six inches. I think this makes them (and me) more comfortable, and the office doesn't get stuffy.</p> <p>And no, it's not appropriate to knock on a closed door unless it's an urgent situation. The person has the door closed for a reason. Knocking is like saying, &quot;I know you have the door closed for a reason, but I don't care. I want to talk to you so I'm going to interrupt what you're doing.&quot; You might as well pull up in their driveway and start blowing the car horn.</p> <p>&nbsp;</p> <p>&nbsp;</p> edzaun Tue, 22 Jul 2014 12:11:51 +0000 http://www.manager-tools.com/forums-8851#comment-80520 Re: Office door- knock when closed? <p>&nbsp;I was a bit surprised that no one has mentioned O3's as a reason for a closed door and it got me thinking. I know the guidance is &quot;private, not public&quot; and private means anyplace where someone has to deliberately snoop to over hear. &nbsp;So, my question is mostly for the men here and I would &nbsp;also be interested in female opinions.</p> <p>&nbsp;</p> <p>Do you do O3's with the door closed? I do, and I have been advised never to be behind a closed door with a female co-worker or direct. The reasoning is this will limit my exposure to sexual harassment charges. &nbsp;I discounted that advice because I maintain a professional relationship everyone. At least I think I do. &nbsp;The person who gave that advice tends to twist most scenarios to wild and convoluted outcomes, so I chose to ignore it. All my directs understand O3's are one of 3 reasons my door is closed and the only common one.</p> <p>&nbsp;</p> <p>So, what do you think? Am I taking a risk? &nbsp;Do closed door crossgender meetings, one on one, make you nervous or uncomfortable? Would it be better close the &nbsp;door almost all the way but not quite?</p> <p>&nbsp;</p> <p>My gut says do what I am doing and ignore the latrine lawyers but this thread got me thinking....</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>Ed Zaun</p> <p>DiSC Profile 7-3-1-2</p> nwillis Tue, 22 Jul 2014 12:02:50 +0000 http://www.manager-tools.com/forums-8760#comment-80519 Re: How many networks should a person have <p>It;s just struck me after reading the good replies and listening to 3 networking podcasts, that i am confused on how to view some people in my network. I have some people within my company as Professional and Internal and i have some from other companies i have worked wth as Professional External, with my old friends&nbsp;and neighhbours etc&nbsp;as Personal.</p> <p>But if i form relationships with people outside my work , such&nbsp;as recruiters&nbsp;and workpeople that have been of good service, how should i categorise these. they are ceratinly not part of my worklife , but&nbsp;my relationship with them is not purely&nbsp;personal/social.</p> <p>Should i categorise as personal , everyone&nbsp;in my network that is not part of&nbsp;my work ?&nbsp;</p> dpiedrahita Tue, 22 Jul 2014 10:27:04 +0000 http://www.manager-tools.com/forums-8851#comment-80518 Re: Office door- knock when closed? <p>S- I think you're on point reasons for not closing your door!</p> <p>Mark-&nbsp;I would LOVE if someone would do that! That's thoughtful and aware of one's personal preference. In my case, I'm sensitive about my time. Always willing to give it to people I know respect it, but I have a hard time when people wander in with low importance stuff and can't get to the point. I'd love for someone to ask so I can have some person-specific ways of handling it. I whole-heartedly agree with closing the door for no reason.&nbsp;</p> <p>ACAO162- so you're saying acceptable to knock if the door is closed but be prepared to get a &quot;no, not right now&quot; or &quot;give me a few minutes&quot;?</p> <p>&nbsp;</p> <p>&nbsp;</p> Kevin1 Tue, 22 Jul 2014 06:03:50 +0000 http://www.manager-tools.com/forums-8773#comment-80517 Re: Meet up for MT Members - Melbourne <p>&nbsp;</p> <p>I'd like to thank Allan and Matt for joining our meet up yesterday.&nbsp; It was a very interesting and enjoyable discussion.&nbsp; I'm looking forward to the next one already.</p> <p>Kind regards</p> <p>Kevin.</p> <p>&nbsp;</p> <p>&nbsp;</p> hawaiisempi Tue, 22 Jul 2014 01:36:01 +0000 http://www.manager-tools.com/forums-8596#comment-80516 Re: Task Tracking (Any ideas for a simple system...) <p>We used a slightly customized version of sharepoint to manage the activities of a big (46) person team. We have it broken up by functional areas buy you could do people. I would recommend not using the &quot;% complete&quot; aspects of tasks but instead do a Red/Amber/Green status reporting and ensure the tasks are written in a deliverables manner.</p> <p>This becomes the basis for our weekly staff sync meeting to review all the major lines of effort.</p> <p>&nbsp;</p> <p>Thanks,<br /> Leigh</p> <p>&nbsp;</p> hawaiisempi Tue, 22 Jul 2014 01:35:49 +0000 http://www.manager-tools.com/forums-8596#comment-80515 Re: Task Tracking (Any ideas for a simple system...) <p>We used a slightly customized version of sharepoint to manage the activities of a big (46) person team. We have it broken up by functional areas buy you could do people. I would recommend not using the &quot;% complete&quot; aspects of tasks but instead do a Red/Amber/Green status reporting and ensure the tasks are writtien in a deliverables manner.</p> <p>This becomes the basis for our weekly staff sync meeting to review all the major lines of effort.</p> <p>&nbsp;</p> <p>Thanks,<br /> Leigh</p> <p>&nbsp;</p> CAshford Mon, 21 Jul 2014 23:30:36 +0000 http://www.manager-tools.com/forums-8819#comment-80515 Pen and Paper <p><span><em><strong>Would y'all comment on something like the Surface Pro 3?</strong></em><b>&nbsp; &nbsp;</b></span>*edited for BLUF*</p> <p>&nbsp;</p> <p>&nbsp;I've listened to your pen and paper podcast, and I find that, for me, using a tablet pc (while clunky) that I can write on (inking with OneNote) makes things easy to plan and integrate with email clients, scheduling ect. &nbsp;The podcast pointed out that electronic devices for note taking, in your example a smartphone, comes off as not working.</p> <p>&nbsp;</p> <p><em><strong>Would y'all comment on something like the Surface Pro 3?</strong></em><b> &nbsp;</b>As tablets are being used more and more for productive tasks in the workplace has this perception changed, or is the fact that these devices are not phones, and there for don't carry the same stigma of a &quot;Facebook device&quot; like a cellphone would.</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>I ask because something like a Surface Pro 3 seems to be my answer for something productive to write down notes (again inking with the pen) and I will have one item to carry around as opposed to a laptop, 3 ringed leather planner, ect.</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>Also, Thankyou for your podcasts... I have a background NOT in the corporate environment and these have been a tremendous help. &nbsp;Just for reference, I&nbsp;grew up on a ranch, joined the military, and now working as a designer, finishing my engineering degree, and ultimately want to become an executive.</p> <p>&nbsp;</p> <p>Thanks,&nbsp;</p> <p>Charles</p> TedTschopp Mon, 21 Jul 2014 22:18:26 +0000 http://www.manager-tools.com/forums-8819#comment-80514 Re: Pen and Paper I work at a Fortune 200 company, and the higher you go in the organization, the fewer laptops / tablets there are in meetings and the more pens and papers there are. From an effectiveness perspective, when I know that directors or VP's are in the meeting, the pen and pad are the only thing I bring out. The laptop stays in the bag, and the smartphone stays in the pocket. <p> <meta charset="utf-8">Ted Tschopp<br /> ???? ????? &nbsp;- ??? ?? - ?????? ???? - ??? ??? - Ted &Ccedil;e&ouml;p - ???? ????? </meta> </p> acao162 Mon, 21 Jul 2014 21:53:23 +0000 http://www.manager-tools.com/forums-8851#comment-80513 Re: Office door- knock when closed? <p>I rarely have my door closed and there is a window, so you can see if I&nbsp;am in a meeting or on the phone. If the door is closed I am either trying to complete a task that requires quiet or dealing with a confidential matter.&nbsp; I&nbsp;am the head of HR, so there are times when I&nbsp;need a closed door.</p> <p>I find it incredibly rude for someone to simply open the door and poke their head in.&nbsp; Again, there is a window.&nbsp; Please knock &amp;&nbsp;I&nbsp;will either motion you to come in or say &quot;come in&quot;.&nbsp; Maybe what is on the desk is not meant for your eyes &amp;&nbsp;I&nbsp;have a moment to put it aside.&nbsp;</p> <p>I will generally communicate when I&nbsp;need to be unavailable and then make a point of leaving the office &amp;&nbsp;checking in with the staff hourly or so.&nbsp; Good to get up and stretch as&nbsp; I&nbsp;refresh the coffee cup.&nbsp; That way I&nbsp;am available on my terms &amp; don't need to be interrupted.</p> <p>When it is a closed door for quiet's sake, I&nbsp;will also communicate - I am taking calls, please interrupt if you need me, etc, I&nbsp;just need a little silence to get through this next (length of time).</p> <p>Poking your head in without knocking will have me providing negative feedback, even in an emergency, since it takes less than 10 seconds to be polite.&nbsp; It would be pretty awful to walk in my office uninvited to find me working on your lay-off notice, wouldn't it?</p> dtiller Mon, 21 Jul 2014 13:51:11 +0000 http://www.manager-tools.com/forums-8841#comment-80512 Re: Time Analysis and Alarms Hi Cyndy - found the app trials under a different thread!! dtiller Mon, 21 Jul 2014 13:44:53 +0000 http://www.manager-tools.com/forums-8841#comment-80511 Re: Time Analysis and Alarms Hi Cyndy, Glad to hear it's going well. Which app are you using. Maybe that will help me. Thanks!! Dawne arlenmark0987 Mon, 21 Jul 2014 12:43:01 +0000 http://www.manager-tools.com/forums-8596#comment-80510 Re: Task Tracking (Any ideas for a simple system...) <p>&nbsp;I'd suggest you to give these tools a try&nbsp;</p> <p><a href="http://www.proofhub.com/ref=ak">Proofhub</a></p> <p><a href="http://www.basecamp.com">Basecamp</a></p> <p><a href="http://www.asana.com">Asana</a></p> <p>Hope these tools will help you out.&nbsp;</p> <p>&nbsp;</p> ZinZin88 Mon, 21 Jul 2014 11:41:09 +0000 http://www.manager-tools.com/forums-8824#comment-80509 Re: List College Internships from 15 years ago on LinkedIn? <p>Yeah, I know what you mean. It's a long time ago and I'm glad you're not still flogging that horse on your main resume. However, I would argue that your LinkedIn profile is slightly different from a traditional resume. Listing those internships will link you to those other companies and will make it easier to make connections with current and former employees of those companies.</p> <p>You also haven't worked for that many companies, relatively speaking. This fills out your professional story and could give a deeper understanding of your career progression and trajectory. However, it all depends on the actual jobs themselves. Three months as an intern on a highly competitive scheme with a multinational (where you built important contacts and learnt about things fit together from the ground level up) is a bit different from a week unpaid making coffee and answering phones in a random office.&nbsp;</p> <p>Just ask yourself, does it positively add to your professional story? If it doesn't, leave it off. It's not the end of the world just having 3 jobs on your resume. That shows loyalty and stability.</p> <p>&nbsp;</p> <p>&nbsp;</p> rgwierman Mon, 21 Jul 2014 11:31:27 +0000 http://www.manager-tools.com/forums-8815#comment-80508 Re: Time log - a more efficient smartphone tool <p>These apps look interesting. I can't wait to try them out. One alternative to setting 50 alarms would be to just hit snooze. Once you have logged your 50 items you can turn the alarm off. This only works if you want the time to be 10 minutes between incidents. But it is an option.&nbsp;&nbsp;</p> ZinZin88 Mon, 21 Jul 2014 11:19:21 +0000 http://www.manager-tools.com/forums-8844#comment-80507 Re: Any Recommendations for Approaching Former Employer <p>&nbsp;Hello Doug</p> <p>I've been in a situation that had some similarities to this. In my case, my fixed-term contract had come to an end so I was looking for a new job. I decided to go freelance and because I had left a previous employer on good terms they were one of the first people I contacted when trying to drum up some business. I got on well with the operations manager, so I called him up on the phone and was open about my reasons for calling. They started giving me business the following week and this was gradually increased as time went on.</p> <p>Lots of people probably send resumes and emails to your old employer looking for a job. But, you have existing relationships at that company that you can leverage. You also said yourself that you're still in contact with your former boss. Call them up and let them know that you're looking to return. Ask whether he/she know of any suitable opportunities in the business?</p> <p>If you're current company is being sold, it wouldn't surprise me if that news wasn't already known on the grapevine among your former colleagues/peers. So, depending on your relationship with your former boss, I don't think that's something you should hide. I'm pretty sure there was a podcast a few years ago about using your network to find a new job. It may be worth looking back through the archive to see if you can find it, too.</p> <p>The most important thing to remember is: don't sound desperate. You're just giving the latest news to someone in your network - someone you've already made a point of keeping in touch with. Ask if they know of any opportunities. If they don't, then that's fine. End the call in a polite and upbeat manner. If they do hear of anything ask them to keep you in mind.&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> Peter.Westley Mon, 21 Jul 2014 05:52:25 +0000 http://www.manager-tools.com/forums-8773#comment-80506 Re: Meet up for MT Members - Melbourne <p>Hi All,</p> <p>I'm travelling overseas at present and can't make it today.</p> <p>I would love to meet at the next one - please keep the communication on this topic so we can all see plans for further meet-ups.</p> <p>-- Peter</p> <p>DISC&reg;: 2564<br /> @pjwestley</p> Kevin1 Mon, 21 Jul 2014 00:02:43 +0000 http://www.manager-tools.com/forums-8773#comment-80505 Re: Meet up for MT Members - Melbourne <p>Hi all,</p> <p>This is still on today at 5:30pm.</p> <p>Monday 21st July 5:30pm Young and Jackson - meet in The Long Bar</p> <p><a title="http://www.youngandjacksons.com.au/index.html" href="http://www.youngandjacksons.com.au/index.html"><font color="#296d8c">http://www.youngandjacksons.com.au/index.html</font></a><br /> Opposite Flinders St. Station.<br /> Looking forward to it.</p> <p>Please private Message me if coming.</p> <p>Kind regards</p> <p>Kevin</p> MarkMT Sat, 19 Jul 2014 21:19:10 +0000 http://www.manager-tools.com/forums-8851#comment-80504 Re: Office door- knock when closed? <p>In the scenario you outlined, I'd just go ahead and ask the person.&nbsp;&nbsp; &quot;In the future, How do you prefer I communicate with you about questions or items which aren't an emergency?&nbsp;&nbsp; Should I just knock and come in or would you prefer I schedule time with you?&quot;&nbsp;&nbsp;</p> <p>Odds are they'll say &quot;just come in&quot; - but If they prefer scheduled time and you feel you need to speak to this person daily, ask them if you can put a &quot;professional update&quot; in their calendar once a day at a time that works for both of you.</p> <p>My 2 cents anyway.&nbsp; Although, I think people who close their doors for no good reason are sending a really bad message.&nbsp; But you can't manage others, so....</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> Wayne1 Sat, 19 Jul 2014 12:38:54 +0000 http://www.manager-tools.com/forums-8851#comment-80502 Re: Office door- knock when closed? <p>If the persons office door is always closed then by all means knock, but if the door is open the majority of the time then wait.</p> <p>Similar to SCM2423 my door was always open with rare exceptions. However, I have worked with several managers whose doors were always closed regardless of what was going on. If I needed to speak to these people I would knock, sometimes this was just to go for a coffee other times it was to get their input on something.&nbsp;</p> <p>Wayne.</p> dpiedrahita Sat, 19 Jul 2014 12:16:01 +0000 http://www.manager-tools.com/forums-8848#comment-80501 Re: Perception of micromanaging <p>To think that being asked to provide a list of projects is micromanaging shows a lack of professional maturity and is beyond absurd. He's just making a back-handed dig at you. Ignore it, be thankful he's leaving, and hopefully you can replace him with someone with a better attitude!</p> scm2423 Fri, 18 Jul 2014 22:47:04 +0000 http://www.manager-tools.com/forums-8851#comment-80500 Re: Office door- knock when closed? <p>For me, I would say do not knock unless it is important and urgent. &nbsp;My office door is open with the exception of two reasons:</p> <ol> <li>I am on the conference call or video conference and I do not want to be disturbed or I do not want to disturb those around me</li> <li>Someone has closed it because we are speaking about a confidential matter. &nbsp;I may have closed it, my boss may have closed it or my directs may have closed it, but this was done for a purpose. &nbsp;Please respect that.</li> </ol> <p>I do not close my door because:</p> <ul> <li>it is too noisy in the hallway,&nbsp;</li> <li>it is too cold in the office,</li> <li>I have too much work to do, or</li> <li>I am having a bad day and I want to be left alone.</li> </ul> <p>Of course this is just how I work. &nbsp;If the person whose door we are talking about had said knock at anytime, I would follow that guidance. &nbsp;In my mind I would be questioning why the door is closed if they do not mind the interruption.</p> <p>As a manager I want to be avaliable to my people so I keep the door open when I can. &nbsp;I can always push back and say it is not a good time, but I would want to see what they needed to talk about first, just in case it is important or urgent.</p> <p>s</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> dpiedrahita Fri, 18 Jul 2014 22:15:44 +0000 http://www.manager-tools.com/forums-8851#comment-80500 Office door- knock when closed? <div>Fellow managers and professionals, I'd really like your opinion on office doors. Someone's office door is closed, you don't have time on their calendar, and there's no emergency or safety issue. Yes or no, is it acceptable to knock?</div> <div>&nbsp;</div> <div>And, does your answer change if the question is &quot;yes or no, would you knock?&quot;</div> <div>&nbsp;</div> <div>Thanks!&nbsp;</div> uninet22 Fri, 18 Jul 2014 20:51:17 +0000 http://www.manager-tools.com/forums-8848#comment-80499 Re: Perception of micromanaging <p>I agree with BARITONY.&nbsp; Don't argue or even engage with someone who is on their way out the door.&nbsp; If he's that close to retirement and hasn't yet learned the difference between good management and micro-management, then you won't be able to change his mind, no matter how well you explain it.&nbsp;</p> <p>What if other members of the team share his concern?&nbsp;</p> <p>As simply as I can state it, good management focuses very specifically on WHO, WHAT and by WHEN.&nbsp; Micro-management focuses on the HOW.&nbsp; A lot of it depends on the level of expertise of your people.&nbsp; Less experienced folks might appreciate you helping them with some of the &quot;how&quot; aspects of their projects, in addition to the who, what and when.&nbsp; Others who are very experienced would probably stage a revolt if you try to tell them how to do things, and they might even bristle when you dig into the who, what and when details.&nbsp;</p> <p>So be ready to adjust your approach depending on their various levels of expertise.&nbsp; But definitely do not waste your time on anyone who's on their way out.</p> BariTony Fri, 18 Jul 2014 20:24:25 +0000 http://www.manager-tools.com/forums-8848#comment-80498 Re: Perception of micromanaging <p>He's retiring. Just let it go.&nbsp;</p> TedTschopp Fri, 18 Jul 2014 19:25:00 +0000 http://www.manager-tools.com/forums-8850#comment-80498 Bill Gates Recommendation for the Best Business Book ever written <p>&nbsp;Has anyone ever read it?</p> <p>http://www.gatesnotes.com/Books/Business-Adventures</p> <p>Ted Tschopp</p> TedTschopp Fri, 18 Jul 2014 19:21:13 +0000 http://www.manager-tools.com/forums-8205#comment-80497 Re: Jeff Bezos recommendations <p> <meta charset="utf-8">All good books that should be read</meta> </p> <p> <meta charset="utf-8"><br /> </meta> <meta charset="utf-8">Ted Tschopp<br /> ???? ????? &nbsp;- ??? ?? - ?????? ???? - ??? ??? - Ted &Ccedil;e&ouml;p - ???? ????? </meta> </p> TedTschopp Fri, 18 Jul 2014 19:19:19 +0000 http://www.manager-tools.com/forums-8676#comment-80496 Re: Recommended books written by Fredmund Malik <p>I have read Management: The Essence of the Craft. &nbsp;It is book one in a six book series that I don't believe have been published completely (in English)</p> <p>http://www.amazon.com/Management-Essence-Craft-Mastering-Complexity/dp/3593391295/&nbsp;</p> <p>The book has both good and bad parts, and includes some very timely information about economic problems with the American economy. &nbsp;Those parts are historically fascinating to read, but do not help the book overall.&nbsp;<br /> <br /> <meta charset="utf-8">Ted Tschopp &nbsp;-&nbsp; <meta charset="utf-8">???? ????? &nbsp;- ??? ?? - ?????? ???? - ??? ??? - Ted &Ccedil;e&ouml;p - ???? ????? <meta charset="utf-8"><br /> </meta> </meta> </meta> </p> <p>&nbsp;</p> <p>&nbsp;</p> shawnmkelly Fri, 18 Jul 2014 17:40:03 +0000 http://www.manager-tools.com/forums-8849#comment-80496 Information Technology - Executive Recruiting - Philadelphia <p>&nbsp;Can anyone recommend any firms in Philadelphia for Executive recruiting that you have direct experience with?</p> brian_t_watkins Fri, 18 Jul 2014 15:28:32 +0000 http://www.manager-tools.com/forums-8848#comment-80496 Perception of micromanaging <p><span>BLUF: When a direct complains about micromanaging, how do you explain that it isn't micromanaging?</span></p> <p><span>&nbsp;<o p=""></o></span></p> <p><span>I've been leading a team for a&nbsp; fairly short time (3 months) and am incorporating the Trinity in the suggested timeframe. I recently had an employee tell me he was retiring - I was not aware he had been planning it for months, but I don't fault him because we were still working on building the relationship. However, he did say that he knew it was the right decision because he felt that I was a micromanager. When I asked why he thought that, he used the example of a recent request I had for all my directs to provide me a list of the projects they were working on. I had explained when I made the request that I knew they were all working hard, but that they were working on things from before I started and that I knew some people had approached them with projects and not informed me. I explained that I just wanted line of sight so I could provide support and help them understand prioritization (I sit in on Sr. Staff meetings and have a clear line of sight of what they believe are priorities).<o p=""></o></span></p> <p><span>&nbsp;</span></p> <p><span><o p=""></o></span><span>In my opinion, this isn't micromanaging, but actual good management practice. They might think it is micromanaging based on the behavior of their last manager.<o p=""></o></span></p> <p><span>&nbsp;<o p=""></o></span></p> <p><span>I am open to feedback if anyone thinks this is micromanaging, but I really want to know how to explain that this is management. Admittedly, I think the micromanaging excuse is overused and it very easily sets me off on a &quot;Dark Mark&quot; type of rant.<o p=""></o></span></p> <p>Thanks</p> Smacquarrie Fri, 18 Jul 2014 15:16:24 +0000 http://www.manager-tools.com/forums-8846#comment-80495 Re: Asking hiring manager for references <p>While I&nbsp;disagree with the article for most, it does point out that this is a tactic usually reserved for senior management levels (read C suite).</p> <p>I&nbsp;can see how this could be a good thing to do. I&nbsp;also agree with the article that you should already do this through other avenues instead of asking the hiring manager directly. Look at thier LinkedIn and communicate with people you share in common.</p> <p>&nbsp;</p> <p>Mac</p> <p>DiSC 7121</p> seemonkeydoes Fri, 18 Jul 2014 14:53:18 +0000 http://www.manager-tools.com/forums-8847#comment-80495 Quarterly Reviews <p>&nbsp;How are quarterly reviews conducted differently than annual performance reviews?</p> <p>I am relatively new to MT and I am amazed at how effective thIs is. I only regret not getting on board sooner. &nbsp;Thx abound to the crew.&nbsp;</p> <p>Rahim Karmali</p> mrreliable Fri, 18 Jul 2014 14:53:05 +0000 http://www.manager-tools.com/forums-8836#comment-80494 Re: How to write better <p>&nbsp;Interesting. Those apps could be as helpful as spell check (although I find myself relying on spell check too much).</p> <p>We train writers of technical research materials. The focus of the apps was similar to what we teach and preach.</p> <p>- Keep it short. Don't answer the question, &quot;Is it raining?,&quot; with a dissertation on climatology.</p> <p>- Use short sentences and short paragraphs. A readable paragraph is three to five sentences.</p> <p>- One specific topic per paragraph. Don't start in Nebraska and end up in Illinois.</p> <p>- Eliminate as many words as possible from your final manuscript. When cutting words, whatever doesn't kill it makes it stronger. Be ruthless when editing. You'll be surprised how many words and phrases are not necessary and how powerful your writing will be the more words you cut.</p> <p>- Be careful with adjectives. They can ruin your writing.</p> <p>- When writing, your job is to communicate, not to prove how smart you are.</p> <p>- Use the &quot;Duh&quot; test. Insert the word &quot;Duh&quot; at the end of your sentence. If it doesn't look out of place, delete the sentence. Often &quot;Duh&quot; sentences occur trying to lead the reader into the topic. One of my favorite &quot;Duh&quot; sentences was something like, &quot;Paying for college can be very expensive.&quot; Duh.</p> <p>- In the words of an esteemed college professor: &quot;Be short. Be brilliant. Be gone.&quot;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> ZinZin88 Fri, 18 Jul 2014 14:27:37 +0000 http://www.manager-tools.com/forums-8760#comment-80493 Re: How many networks should a person have <p>Just the one network that includes people from all walks of life. There may be times when you need to be able to see who all the media people in your network are, or perhaps everyone in construction. So, if you keep your records electronically, it's a good idea to tag each entry with different keywords that will help you locate them by industry, or whatever categories will be most useful to you in the future.&nbsp;</p> ZinZin88 Fri, 18 Jul 2014 13:41:13 +0000 http://www.manager-tools.com/forums-8846#comment-80492 Re: Asking hiring manager for references <p>Yeah, I have to agree. Asking the hiring manager for references sounds like a terrible idea.</p> <p>That would be a bit like asking: &quot;Can you tell me why should I work for this company?&quot; at the end of your interview. Surely you should have done your research by now? Unless you are specifically being headhunted I can't see it ending well.</p> <p>Once, when I was going for a media job, I asked my interviewers what websites they visited when they weren't working. I had built up a good rapport with both of them. The formal part of the interview was over and I was just about to leave. Their answers gave me some very useful insight into their personalities and they seemed quite happy to share. It was also pretty on topic, given the job I was applying for. I accepted their job offer the following week.</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> ZinZin88 Fri, 18 Jul 2014 12:55:53 +0000 http://www.manager-tools.com/forums-7585#comment-80491 Re: Passed over for promotion <p>&nbsp;Well, it's been just over a year since I started this thread. I wanted to let you know how it all turned out.</p> <p>Remember that side project? That turned into a job offer... which I turned down in the end for a job at another company. I guess promotions are like buses. Nothing for ages and then two turn up at the same time.&nbsp;It has definitely been a good move for me. There are more opportunities to progress. I am in charge of my workload and project direction, in a way that I wasn't before. The social side of work is much more active and varied. I have been accepted on to a mentor scheme which has matched me up with a mentor who is much higher up in the company. It seems to be a really good fit so far. He's very enthusiastic and motivated. The most important change is that I am just a lot happier and I am back to my upbeat self.</p> <p>For anyone else who is in a similar position, I would say if you reach the point where you have begun to feel depressed and resentful and it has become difficult to face work each morning, then you need to strongly consider looking for a new job at a different company. I really loved my first company and felt a huge amount of loyalty to it - even though my particular job had completely lost its appeal. So, I was very reluctant to start looking externally. But, it has been the best decision I could have made. Life really is too short to feel so miserable over a job.</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> vinnyjones Fri, 18 Jul 2014 10:29:29 +0000 http://www.manager-tools.com/forums-8846#comment-80490 Re: Asking hiring manager for references <p>I agree with Kevin.</p> <p>I read the same article this morning and thought that it did not sound very manager tools... very risky move.&nbsp; Imagine if you were hiring and someone you just offered asked you for references... not something that would make me feel comfortable in my decision to offer them.</p> cynaus Fri, 18 Jul 2014 04:43:58 +0000 http://www.manager-tools.com/forums-8841#comment-80489 Re: Time Analysis and Alarms <p>Hi Dawne</p> <p>I'm on day 5 now, though I started last Thursday&nbsp;(I missed the first 2 days of this week). During my O3s it has gone off and I've used that as an opportunity to let my directs know what I'm doing. Except one direct who missed her O3 this week and then got extremely upset mid-week about some responsibility issues and not being delegated to... I was able to remind her that if she'd met or rescheduled her O3, she would have learned that I'm doing this for the purpose of delegating... so the time analysis in itself has been very timely!</p> <p>When I'm in management meetings etc, I always turn my volume down to silent anyway on my phone so the alarms don't sound. I'm using an app rather than the inbuilt alarm). When I return to my desk, I know I was in the meeting during those times and/or stops on the way back to my desk. &nbsp;I am usually in the habit of putting the volume back up when I leave the meeting. It's working for me so far. &nbsp;I'm very excited about getting results from this at the end of next week :)</p> <p>Good luck,<br /> Cyndy<br /> <br /> <br /> &nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> MarkMT Fri, 18 Jul 2014 03:38:48 +0000 http://www.manager-tools.com/forums-8833#comment-80488 Re: High 'I', high 'S' with strong vengeance factor - how to relate? <p>Agree with&nbsp;Matt that a lot of those behaviours sound very D.&nbsp;&nbsp; Are you confusing his high I tendencies with some high S ones? &nbsp;Both profiles are people focussed so there's overlap, but the S&nbsp;would be very reserved.</p> <p>Also, Don't overlook the fact that a person can learn other behaviours in order to be effective -&nbsp;some behaviours may not be &quot;natural&nbsp;settings&quot; for the person.&nbsp; &nbsp;For example, I had a CEO&nbsp;once who was a C/D introvert, but had learned how to do all the &quot;High I&quot; stuff in order to get the results he needed.&nbsp;&nbsp;&nbsp;&nbsp; (Kinda like when you talk to a great public speaker who confides to you that they're afraid of public speaking -&nbsp;Toastmasters is full of those people, but they've learned to do&nbsp;what they need to do!)</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> mattpalmer Fri, 18 Jul 2014 03:08:40 +0000 http://www.manager-tools.com/forums-8833#comment-80487 Re: High 'I', high 'S' with strong vengeance factor - how to relate? <p>Some of those behaviours (particularly the &quot;Direct but superficial problem solving&quot;) sound more like high D behaviours to me (and I say that as a 7114...) &nbsp;As far as relating, I'd go back to basics -- &quot;mirror&quot; his communication style a little; if he uses big gestures, stick some in of your own; if he wants to dominate the conversation, stick with him; if his e-mails are full of smilies, stick a couple in yourself (if it doesn't make you feel &quot;dirty&quot;).</p> Kevin1 Thu, 17 Jul 2014 23:21:58 +0000 http://www.manager-tools.com/forums-8846#comment-80486 Re: Asking hiring manager for references <p>&nbsp;</p> <p>Wow, that seems crazy.&nbsp; That would be one of the fastest ways to have the offer recinded that I can think of.</p> <p>That said, some more covert exploration of your future boss is probably a smart move.&nbsp;</p> <p>Kind regards</p> <p>Kevin</p> <p>&nbsp;</p> mdinges Thu, 17 Jul 2014 22:11:31 +0000 http://www.manager-tools.com/forums-8821#comment-80485 Re: Managing Managers - where to start with the podcasts? Great suggestion; thank you. CAshford Thu, 17 Jul 2014 21:29:28 +0000 http://www.manager-tools.com/forums-8819#comment-80484 Re: Pen and Paper <p>&nbsp;Matt</p> <p>Thankyou</p> cyhelm Thu, 17 Jul 2014 21:22:45 +0000 http://www.manager-tools.com/forums-8846#comment-80484 Asking hiring manager for references <p>This HBR Management Tip of the Day suggests that the interviewee, after receiving an offer, ask the hiring manager for references. Has anyone here ever done that?</p> <p class="MsoNormal"><a href="http://links.mkt3142.com/servlet/MailView?ms=OTAzMzE5MAS2&amp;r=Mzc4OTk1MjE1S0&amp;j=MzQxMzI0ODUyS0&amp;mt=1&amp;rt=0">http://links.mkt3142.com/servlet/MailView?ms=OTAzMzE5MAS2&amp;r=Mzc4OTk1MjE1S0&amp;j=MzQxMzI0ODUyS0&amp;mt=1&amp;rt=0</a><o:p></o:p></p> <p class="MsoNormal"><o:p>&nbsp;</o:p>&nbsp;<o:p></o:p></p> <p>&nbsp;</p> Smacquarrie Thu, 17 Jul 2014 16:57:53 +0000 http://www.manager-tools.com/forums-8845#comment-80483 Re: Picking a Frequent Flyer Program <p>Tohams,</p> <p>Look at shared plans as well.</p> <p>I&nbsp;have several different milage plans but have begun to use Delta almost exclusively as my milage plan because they partner with so many different airlines.</p> <p>This allows you to have 1 plan and many different operators.</p> <p>Mac DiSC 7121</p> tohams Thu, 17 Jul 2014 16:41:45 +0000 http://www.manager-tools.com/forums-8845#comment-80483 Picking a Frequent Flyer Program <p>&nbsp;I've belatedly listened to the Airline Travel Basics podcast from 2009 and had a few questions.</p> <p>First, are there any readers that have advice on a primary airline to pick in Kansas City? There are twice as many flights in/out of here on Southwest (to a bunch of random places...which in the past has worked out well for me) versus any other airline. It looks like American really only flies to/from ORD and DFW. United has a few more flights than Delta, but not significantly. Most of my available miles and historical miles are on Delta, but not enough to do anything currently: ~19,000. So...what airline to go with? I have been pleased with Delta in the past and even remember my Skymiles number still by heart from flying them weekly 12 years ago.</p> <p>Second, this may sway the decision, I may be traveling a fair amount to a client in Houston, though that may change in the future as clients change. United does have several non-stop flights there and Delta doesn't. But the advice on the podcast said to take your chosen airline the vast majority of the time even if there's a layover. It did talk about direct flights which are different than layovers where you have to change planes. Does it make sense to fly Delta through Atlanta with a plane change just to get the points vs. using United for the non-stop flights if I wanted to use Delta as my primary carrier?</p> <p>Thanks in anticipation!</p> Wayne1 Thu, 17 Jul 2014 14:47:53 +0000 http://www.manager-tools.com/forums-8832#comment-80482 Re: Queuing Theory <p>I'm not sure a book or article is the answer here, I see this as a communication issue. You say that your staff have &quot;failed to understand the ramifications of delays.....&quot;, this, I believe is your sticking point. Perhaps looking at how this message is delivered, by whom and how often will start to uncover the root cause.</p> <p>In the mean time, if you and your managers aren't already doing Weekly O3's and Weekly Team Meetings this might be a good time to start, its worked for me in the past when I've faced similar issues.</p> <p>Best of luck,</p> <p>Wayne.&nbsp;</p> DR_1967 Thu, 17 Jul 2014 09:57:19 +0000 http://www.manager-tools.com/forums-8844#comment-80482 Any Recommendations for Approaching Former Employer <p>I was told yesterday that the small company I work for will be sold in 60 - 90 days and the management team will not work for the new firm.</p> <p>I left my previous employer on very good terms and I keep in contact with my former boss. &nbsp;I would like to contact them about a new opportunity with them.</p> <p>Can anyone share some specific recommendations on how best to approach them?</p> <p>Thanks,</p> <p>Doug&nbsp;</p> nwillis Thu, 17 Jul 2014 08:52:34 +0000 http://www.manager-tools.com/forums-8760#comment-80480 Re: How many networks should a person have <p>Firstly my apologies for not responding sooner to your reply. I did think i had when i received the notification, but i must have fallen before the final fence.</p> <p>Secondly, my thanks for your response. This simple question has been bugging me for several months. Especially since some of my work colleagues have now become personal friends.</p> <p>&nbsp;</p> <p>Many Thanks</p> <p>Nigel</p> donm Thu, 17 Jul 2014 02:32:02 +0000 http://www.manager-tools.com/forums-8843#comment-80479 Re: Looking for some Feedback <p>When I&nbsp;need input from someone, I've found that they will RARELY&nbsp;develop what I&nbsp;need from scratch, but they are usually 100% OK with critiquing something I've sent or suggested. So, to cut to the chase with your problem. Rather than saying, &quot;How many bedrooms and how many bathrooms,&quot; send them blueprints with whatever number of bedrooms and bathrooms you decide, and ask them for their input. You do the work. Let them criticize. Go back and rework the plans accounting for their input.</p> <p>As far as the deck, why didn't you do an outline and send it for approval prior to doing the slides? It seems you should do a bit more planning and a bit more communicating. It doesn't sound like you were thrown under the bus for the slide deck. It sounds like you didn't define your tasks well enough in advance.&nbsp; If you aren't sure what you should be doing, then ask. Don't ask, &quot;What should I&nbsp;be doing?&quot; Instead: &quot;(Show something) Is this what I should be doing?&quot;</p> <p>&nbsp;</p> batesterman Thu, 17 Jul 2014 01:24:00 +0000 http://www.manager-tools.com/forums-3862#comment-80479 Hiring an employee from a company who is our customer <p>Our Company (Manufacturer's Rep) wants to hire a well qualified field technician away from one of our best customers.</p> <p>What is the MT way to notify our customer's owner of our intent?</p> <p>I&nbsp;imagine Horstman's Law - &quot;Its All About People&quot; [and relationships] is a major point in the MT guidance about this.</p> <p>&nbsp;</p> <p>Brent</p> TedTschopp Wed, 16 Jul 2014 22:18:20 +0000 http://www.manager-tools.com/forums-8832#comment-80478 Re: Queuing Theory <p>I understand that the books that follow The Goal cover this in more detail. &nbsp;I have not read them though, so I could have heard wrong.</p> <p> <meta charset="utf-8">Ted Tschopp<br /> ???? ????? &nbsp;- ??? ?? - ?????? ???? - ??? ??? - Ted &Ccedil;e&ouml;p - ???? ????? </meta> </p> alexdifiore Wed, 16 Jul 2014 17:52:08 +0000 http://www.manager-tools.com/forums-8797#comment-80477 Re: Atlanta MT Meetup - July 16th <p>&nbsp;Lets postpone the meet up for tonight. I'll post a new date and time soon.</p> <p>&nbsp;</p> <p>-Alex</p> <p>&nbsp;</p> <p>&nbsp;</p> gavery816 Wed, 16 Jul 2014 17:18:16 +0000 http://www.manager-tools.com/forums-8843#comment-80477 Looking for some Feedback <p>Hi everyone, I am reaching out in hopes of gaining some valuable feedback that can help me with a degrading situation at my current job.</p> <p><br /> <strong>Summary</strong>: I recently took over a job with the task of creating a process. This process is in response to a vendor assessment that dinged us for not having this process in the first place. Staff augmentations were approved and I was brought onboard along with my team (5 people). Our main goal was to create and manage the new process.<br /> I should have paid attention to the early signs. During my in-person interview, my direct manager was not a part of the interview panel. I met with peer mangers and a few of the customers that will be stakeholders in the new process. I literally met my new boss the first day I showed up to work. I feel slighted in some way, because we missed the chance to get on the same page.</p> <p><br /> The new process (as I am sure with anything new) needs Sr. Management buy-in. I try and explain this to my boss on a number of occasions. I created .ppt slides showing the decisions that need to be made along with industry standards on what the new process should contain. I still don&rsquo;t have direction or guidelines. I can build the house, but I need to know the # bedrooms, the # of baths, etc. His canned response is &ldquo;I need to see results. You need to meet the date&rdquo;.</p> <p><br /> Communications with my boss are in the tank. I got him to start doing one-on-ones with all of his managers, but he doesn&rsquo;t run them in the most efficient manner. I show up to the 30min meeting, and it turns into a 50min Status Meeting. We don't discuss my concerns/issues with putting the new process together. I don&rsquo;t feel a part of the Leadership Team, rather just an individual contributor. <br /> &nbsp;</p> <p>Also he does not provide top cover. I am constantly &ldquo;thrown under the bus&rdquo; for no reason.&nbsp; An example is a slide deck that I was asked to put together (over Father&rsquo;s Day weekend mind you) with vague requirements from our VP.&nbsp; I did the best I could, but it wasn&rsquo;t what my VP wanted. I asked her for feedback on ways I could improve along with the deck that she used instead of mine and she replied &ldquo;If I have to do this for you, I would imagine I can do it myself&rdquo; (OUCH! That one stung because I worked on it all day instead of spending Father&rsquo;s Day with my family.)<br /> &nbsp;</p> <p>I hope I have given you guys enough to provide me with some feedback. I am at the point now where I am starting to doubt this Manger Tools Philosophy. I think Manager Tools is &ldquo;Perfect World&rdquo; which is miles away from &ldquo;Real World&rdquo;<br /> &nbsp;</p> <p>Thanks for reading. Please let me know your thoughts or if you have questions.</p> PedroPalhoto Wed, 16 Jul 2014 16:01:32 +0000 http://www.manager-tools.com/forums-8837#comment-80476 Re: Feedback Query <p>Michael's suggestion is an awesome intro on the subject. For the case you get some push back from high C analysis, having done some homework for negotiating with the direct could help. Maybe consider leaving the feedback + negotiation session for the weekly one-on-one.<br /> <br /> Here's a hypothetical scenario to consider. If the brisk walk every morning routine started out in a cooler setting, it might have served the purpose of raising the direct's endorphin level right before the team's daily catch up. It is a &quot;natural high&quot; state that helps with easing face-to-face communication for one who might be more predominantly reserved. Hence, the direct might be doing his outright best to be as productive as he can be in that crucial moment in the day. Not recognizing this or any other scenario, or at least being open to it, can be detrimental to a high C's sense of justice if the manager/organization puts all the responsibility on just the individual, not being available to also adjust.</p> <p>BTW, here's an extra tip on carrying shirts. To carry a folded shirt in a bag vertically, and to avoid it getting wrinkled, use an A4/Letter sized hard cardboard from for instance an old notebook hard front or back. Fold the shirt around it.</p> ddelaiarro Wed, 16 Jul 2014 13:29:29 +0000 http://www.manager-tools.com/forums-8842#comment-80476 Talking to recruiters despite geographic incompatability <p><strong>BLUF:</strong> I know the recommendation is to always talk to recruiters but is that true even if the position they are contacting you about is in a location you don't want to move to?</p> <p><strong>ADDITIONAL INFO:</strong> I&nbsp;had a recruiter contact me with a position in an area of the country that my family and I don't want to move to. &nbsp;I told her thanks but we weren't interested due to location. &nbsp;I then mentioned the areas we would be interested in and told her to please contact me with any positions she may be filling in that area. &nbsp;This conversation was entirely by email (how she contacted me).</p> <p>Was this approach correct (i.e. not wasting my time talking about a position I would not take) or should you ALWAYS entertain the discussion despite knowing you would not take the position due to geographic (or any other) reasons?</p> <p>&nbsp;</p> JonathanGiglio Wed, 16 Jul 2014 12:53:59 +0000 http://www.manager-tools.com/forums-6835#comment-80475 Re: Columbus Ohio Area Meet-Up <p>I'm interested in meeting up in Ohio as well.</p> mmann Wed, 16 Jul 2014 12:27:05 +0000 http://www.manager-tools.com/forums-8837#comment-80474 Re: Feedback Query <p>Something to the effect of, &quot;when you arrive to a meeting 'fresh' from a vigorous walk, the perspiration is off-putting to many and will limit your advancement in the organization. &nbsp;Can you make an adjustment?&quot;</p> <p>&nbsp;</p> <div>&nbsp;</div> <div>&nbsp; I hope that's helpful,</div> <div>--Michael</div> <div>&nbsp;</div> <div>&nbsp;</div> England77 Wed, 16 Jul 2014 10:16:17 +0000 http://www.manager-tools.com/forums-8837#comment-80472 Re: Feedback Query <p>Thanks for the comments, good points to think about. I was thinking more about how I would approach the feedback to my direct and the kind of words to use, as this is a sensitive subject.</p> raevet Wed, 16 Jul 2014 01:49:59 +0000 http://www.manager-tools.com/forums-6835#comment-80471 Re: Columbus Ohio Area Meet-Up I'm in Cincinnati - did anybody ever get an Ohio group together? -Rae dtiller Wed, 16 Jul 2014 00:55:04 +0000 http://www.manager-tools.com/forums-8841#comment-80471 Time Analysis and Alarms Hi all, I listened to the podcast and programmed all the alarms but what happened was they were going off during conference calls, meetings, O3s, etc. It was so disruptive that I had to discontinue before noon. Anyone else in a similar situation. How did you cope? Looking forward to some great suggestions from the MT community. Dawne darrylrowell Wed, 16 Jul 2014 00:13:17 +0000 http://www.manager-tools.com/forums-8840#comment-80471 Closing an interview when it is a panel <p>Hi</p> <p>Having listen and read the material on closing an interview I&nbsp;am seeking some guidance / recommendation on how to close when it is a panel interview.</p> <p>Should I&nbsp;direct it at the panel leader or direct it at all 4 of the panel? Or is there a&nbsp;nother alternative?</p> <p>Thanks</p> <p>Darryl</p> PedroPalhoto Tue, 15 Jul 2014 22:24:55 +0000 http://www.manager-tools.com/forums-8837#comment-80470 Re: Feedback Query <p>If it is culturally permitted in the company, and the direct is capable, arrive 15 minutes earlier, and: leave 15 minutes earlier; or have 15 minutes more break time during the day (lunch or otherwise); or leave 1 hour 15 minutes earlier one day of the week. Even if he has a clean shirt to change into, it most likely will take at least 10 minutes to stop sweating and cool down. He'll get the shirt half-soaked if he changes right away. During the time he cools down, he can be productive by checking e-mail and other individual tasks.<br /> <br /> I used to do that by cycling to work in a t-shirt and changing into a suit and tie.</p> gnewby Tue, 15 Jul 2014 22:06:41 +0000 http://www.manager-tools.com/forums-8797#comment-80469 Re: Atlanta MT Meetup - July 16th <p>Sorry, I won't be there. Enjoy the great company!</p> mrreliable Tue, 15 Jul 2014 21:58:16 +0000 http://www.manager-tools.com/forums-8837#comment-80468 Re: Feedback Query <p>&nbsp;Perhaps suggest the direct wear a t-shirt to walk in and bring a clean shirt to change into.</p> alexdifiore Tue, 15 Jul 2014 20:32:31 +0000 http://www.manager-tools.com/forums-8797#comment-80467 Re: Atlanta MT Meetup - July 16th <p>Please let me know if you plan to come to the ATL M-T Meet Up tomorrow - July 16th, 6pm Taco Mac, Perimeter Mall</p> <p>Hope to see you there!</p> <p>-Alex</p> <p>&nbsp;</p> <div>&nbsp;</div> PedroPalhoto Tue, 15 Jul 2014 17:06:26 +0000 http://www.manager-tools.com/forums-8839#comment-80467 DiSC Model Dragon Dreaming Project Design Stages [Similarities] <p>I've been applying the <a href="http://www.dragondreaming.org/">Dragon Dreaming Project Design</a> methodology in my neighborhood's <a href="http://www.transitionnetwork.org/">transition initiative</a>, and I just realized how closely it is to the DiSC behavior assessment model. AFAIK, this might be the first mention of the connection.</p> <p>The<a href="http://transitionculture.org/wp-content/uploads/2007/croft1.jpg"> Dragon Dreaming (DD) stages sequence</a>[image] in the cycle are: Dreaming (Brainstorming-like), Planning, Doing and Celebrating (Result Assessment/Review/Cycle Feedback in MT/CT lingo); repeat. If one inverts the vertical axis in either DiSC or DD wheels (standard positions), one can map the quadrants to the equivalents of each other, as so:</p> <ul> <li>S :: Dreaming (Awareness, Motivation, Gather Information);</li> <li>C :: Planning (Considering Alternatives, Design a Strategy,&nbsp;Test or Trial Pilot Project);</li> <li>D :: Doing (Implementation, Management and Administration, Monitor Progress);</li> <li>i :: Celebrating (Acquire New Skills, Results for Individuals, Judgement).</li> </ul> <p>The reason, I suspect, this maps the quadrants so closely, is because it maps to the brain's quadrants and how each individual is predisposed to certain patterns of behavior. There is <a href="http://dragondreamingtraining.blogspot.pt/2008/10/history-of-dragon-dreaming-beginnings.html">a blog article I found</a> that focuses on this, if you wish to pursue the neurological connection a little further.</p> <p>I have been using the DiSC model since 2006, and it has been extremely useful for more effective communication in all walks of life. Now I also use it to find out, amongst my neighbors, who is better suited for each stage(s) in the DD process. DD, IMHO, is better suited for voluntary-based environments than classical project management methodologies most of you should be familiar with. I haven't yet had the personal experience of applying DD in a profit-driven organization, though I suspect it could do wonders in the appropriate situations. I'd love some feedback, if you have any of that kind of experience.<br /> <br /> If you end up as a manager/facilitator in these voluntary sorts of environments/organizations, you lift the &quot;I can fire you&quot; sign on your forehead (very refreshing). DD, though being applied informally in indigenous cultures for centuries, formally in modern civilization it is much more recent than DiSC, so you won't find many sources, or even a premium Auzenne &amp; Horstman polished version yet (<em>hint hint</em> ;)).</p> <p>If you wish for an introduction to DD, I can list some current sources, depending on your preferred content intake medium:</p> <ul> <li><a href="https://www.youtube.com/playlist?list=PLe1XGRBetjGPAOVn8DPiXKwvg8o-IEDva">Videos</a> (a YouTube playlist I just curated with 5 videos)</li> <li><a href="http://www.dragondreaming.org/dragon-dreaming-international-e-book/">E-Book</a> (Jan 2014 release)</li> <li><a href="http://www.dragondreaming.org/">Website</a></li> </ul> <p>I hope this topic brings out some new insights. BTW, this thread is a follow-up to a <a href="http://www.manager-tools.com/forums-7761">previous thread</a> I had started in these forums.</p> jib88 Tue, 15 Jul 2014 15:22:55 +0000 http://www.manager-tools.com/forums-8714#comment-80465 Re: What corporate career options after working in brand new industry or start-up-like environments? <p>Alex -</p> <p>First thing to do is set your expectations appropriately and think about what it is you really want.</p> <p>I&nbsp;would be surprised if you were able to get anything higher than a first (or possibly second) line manager position at most large companies. It's certainly not impossible, but it's unlikely. Might be a better chance of this at a &quot;younger&quot;&nbsp;company that has seen a lot of growth over the last 10-15 years (you named a few good examples in tech). A company that has seen that kind of growth will be more likely to have a larger percentage of senior ranking individuals who are younger, so it won't seem so odd. If you're really looking for that kind of senior position realize that you're cutting down the number of potential employers, and you might never find the right job at the right time. It's not impossible but it's going to be difficult.</p> <p>There's a reason&nbsp;people look&nbsp;for X+ years of experience for director-level roles and up. It's an easy way to help ensure the candidates have had a good variety of experience. You may think you're ready now and that you know a lot, but just think how much more you'll know once you've tripled the amount of time you've spent working. Someone with only a few years is unlikely to have dealt with all the difficult situations that may come up in a senior level position at a large company (downturns, layoffs, mergers). The politics of how you get things done at a large company are different from a smaller company as well, and it takes time to learn &amp;&nbsp;master that.</p> <p>As for where your variety of difference experience wearing multiple hats would be most valued - Large firms that are very decentralized would be one place to start. Something like J&amp;J&nbsp;comes to mind as a company with a lot of different business units. You could also look into management consulting or finance (though not my areas of expertise, I&nbsp;would guess that you need to have a broad understanding in those fields). Platform groups in large companies&nbsp;will be another place I&nbsp;think find a greater demand for cross-functional skills.</p> <p>You'll be limited&nbsp;by how flexible you want to be with industry/function/location. I'd recommend broadening out beyond the tech industry if possible. It will give you more options down the road. There are plenty of places where you can still be involved in high-tech&nbsp;work while in a completely non-tech industry.</p> <p>-Jib</p> attackdonkey Tue, 15 Jul 2014 15:12:03 +0000 http://www.manager-tools.com/forums-8838#comment-80465 12 hour shift work in production <p>&nbsp;Greetings from Lawton, OK from a former red leg.&nbsp;<br /> I'm not yet a manager though my chances are very good in the next 18 months to become one.&nbsp;<br /> <br /> I've listened to several dozen of your podcasts and I know your recommendations are for 90% of people, 90% of the time.&nbsp;<br /> <br /> Being that I work at the Goodyear plant in Lawton, I often times wonder whether or not a FLS at the lawton plant would fall into the 90% or the 10%. &nbsp;For instance, The average frontline has 25 directs. My boss has 48. and they are all mobile. on fork trucks and tow trucks. It really is foolish to think one man can effectively manage 48 people. and everyone would think I was a fool if I vocalized support for such an idea&hellip; but I'll meet you 1/2 way on that one and just be quiet about it.&nbsp;<br /> <br /> I am currently a belt expeditor, scheduling, and coordinating the production of steel radial belts and their delivery to the tire machines where they are used in building tires. I am a quarterback! and a new one at that. I have 0 role power. And whatever expertise power I have is only what is perceived by my operators and my truckers, and that varies. because I am new in the role, and because, there are expeditors on other crews and the one whose position I am taking did not, and do not do the best job I'm having to work extra hard to build trust with the people I depend on. I say I am a quarterback because I am expected to lead the entire time, but I have no authority over them, I can't write anyone up or reprimand any one. Yet if they drop the ball, it still counts against me as an incomplete as it were. and all I can do is &quot;whine&quot; to the &quot;coach&quot; or the Front Line Supervisor. So your talks on Relationship power are priceless to me, I've listened to those as often as I've listened to the others. I rely on other people to do their job and if they don't it is seen by management as me not doing my job!<br /> <br /> But that really wasn't what I was interested in. 3 things have me occupied at the moment.&nbsp;<br /> <br /> 1. Given than Most front lines have so many directs would it be worth having one on ones once a month. that would be about 30 minutes a day with a direct. I don't know what to do if I get a FLS position in the trucking department. even once a month that would be an hour a day. if we only got together once a month!&nbsp;</p> <p>2. What about the policies of the company getting in the way of being forgiving? the policy of the plant provides that there are certain offenses that demand an immediate write up. a recent incident involving one of my operators comes to mind. He ran a belt with the wrong specs, and it got delivered to the tire room. The error was caught by the tire builder so it wasn't used, but it could have produced upwards of 1,000 tires being scrapped, and the belts he ran were able to be resized to another code, but there was still probably 100lbs of scrap. This individual isn't a top performer, but his attitude is great! he skips &nbsp;breaks to get his numbers and he is the hardest working member on the team. His boss didn't write him up&hellip; going against policy. and that is what worries me about management&hellip;. Should I do the &quot;right&quot; thing and seeing that there was little harm done, he is a top worker (though not performer) give him a pass? or do the &quot;right&quot; thing and follow policy? an associate can only get so many write ups before they are fired. 1 today, one 5 months from now, one 11 months and 29 days from now, and one 2 years from yesterday and you could be fired&hellip; His boss said because he could hide this one he would and that he might not be able to hide the next one.&nbsp;</p> <p><br /> 3. there are all kinds of political or interpersonal relationship situations that arise at the plant that you haven't covered. for instance your own bosses counterpart on another shift&hellip; FLS in other departments in which you might work overtime. can you be friends with them? Or what happens when a skip wants to be friends. your own skip or the skip in another department?! &nbsp;I would hate to be seen as turning down a mentoring session on the golf course!&nbsp;<br /> <br /> <br /> It is amazing how transparent &nbsp;and open the politics are at the plant after listening to you guys. there are camps wide out in the open. when you hire on you pretty much hitch your wagon to a team&hellip; I signed on to team Bobby, and Bobby is doing really well, getting promotions and opportunities on special assignments. And thus I have more opportunities than I would have gotten had I signed on with team Monte, who isn't doing so well.&nbsp;<br /> <br /> You've also opened my eyes to the concept of retention. You want to keep the best help on your team and keep them from transferring to different crews or different departments. Now that I see that, I realize the good managers have good teams and the bad managers have all new hires! and as soon as they can bid to another job they do!&nbsp;</p> <p>Y'all have been a tremendous help and encouragement and I probably wouldn't even be pursuing a management position if it weren't for y'all.&nbsp;<br /> <br /> I've been a toolhead ever since I found out about y'all. Keep up the good work but remember not everyone works 7-3 monday though friday. We call those people &quot;day-walkers&quot; at the plant. &nbsp;<br /> <br /> DEO VINDICE,&nbsp;<br /> <br /> Andrew Hayes<br /> <br /> <br /> &nbsp;</p> kmcfetridge Tue, 15 Jul 2014 14:59:12 +0000 http://www.manager-tools.com/forums-8714#comment-80464 Re: What corporate career options after working in brand new industry or start-up-like environments? <p>Hi Alex -</p> <p>Going to a bigger company will likey drive you crazy - I did it and found that the rules and entrenched&nbsp;power brokers were a terrible drag on my loose-tight style of management.&nbsp;You've found out how to do and&nbsp;lead and&nbsp;a 1,000 person multinational isn't&nbsp;that bad at all.&nbsp; You may&nbsp;want to get engaged in professional societies if you are curious to find out how things go elsewhere and to learn new stuff.&nbsp;&nbsp;Getting on with a dinosaur isn't that good of an idea in my opinion.&nbsp; Resume stamps, unless it's with Harvard Business School, Wharton, or McKinsey won't matter as much as the results you get.&nbsp; If you're happy, stay.</p> <p>Yet if you want to go out and test the&nbsp;waters, the world of consulting is exciting&nbsp;and challenging.&nbsp; Every day with a client is like&nbsp;you're starting over again.&nbsp; The downside is the travel&nbsp;and away from family/home.&nbsp; If you can get on with a big consulting group with&nbsp;great reputation, you'll be in a good position in 3-5 years to come back to a senior position in almost any firm.&nbsp;</p> <p>Best of luck and I'll listen in to see how you decide to go</p> <p>Cheers!.</p> <p>Ken McFetridge</p> kmcfetridge Tue, 15 Jul 2014 14:41:54 +0000 http://www.manager-tools.com/forums-8831#comment-80463 Re: Queuing Theory <p>Welcome to the forums, MWHERY -</p> <p>I've had a&nbsp;passionate concern for this phenomena over the past 5 years&nbsp;of practice - it's well known&nbsp;in project and behavioural management as the Student's Syndrome.&nbsp; The theory goes like this - with a basic knowlege of the task duration, wait until the last possible moment to start and complete at the very last opportunity.&nbsp; The problem, as you have seen, is that real life isn't deterministic and variance has a way of showing up.&nbsp; When that happens, the delivery slips with all the accompanying baggage.&nbsp;</p> <p>Some of my more notable client successes came from management paying attention to the starts as actively as the completions and monitoring Work In Process (WIP) inventories for aging.&nbsp; When work starts on time, you can consume buffer if variance shows up.&nbsp;As a manager, your attention to starts and then actively monitoring&nbsp; progress will drive the outcomes.&nbsp; In your staff/status meetings, announce starts and completes using MT's color codes.</p> <p>One of the better sources for the notion of on time starts is Goldratt's <em>Critical Chain </em>(<span class="reference-text"><span class="citation book"><a title="Eliyahu M. Goldratt" href="http://en.wikipedia.org/wiki/Eliyahu_M._Goldratt">Goldratt, Eliyahu</a> (1997). <i>Critical Chain</i>. <a class="new" title="The North River Press (page does not exist)" href="http://en.wikipedia.org/w/index.php?title=The_North_River_Press&amp;action=edit&amp;redlink=1">The North River Press</a>. p.&nbsp;246. <a title="International Standard Book Number" href="http://en.wikipedia.org/wiki/International_Standard_Book_Number">ISBN</a>&nbsp;<a title="Special:BookSources/0-88427-153-6" href="http://en.wikipedia.org/wiki/Special:BookSources/0-88427-153-6">0-88427-153-6</a>.).&nbsp; WIkipedia provides a reasonable summary as well (<a href="http://en.wikipedia.org/wiki/Student_syndrome">http://en.wikipedia.org/wiki/Student_syndrome</a>)</span></span>&nbsp; If you need further help, feel free to contact me directly.</p> <p>Cheers!</p> <p>Ken McFetridge</p> attackdonkey Tue, 15 Jul 2014 14:24:49 +0000 http://www.manager-tools.com/forums-8764#comment-80462 Re: Hired to Make Changes in First 90 Days <p>I don't don't know what sort of company you got hired into, but perhaps rolling out the one on ones and the trinity plan a bit early might satisfy their desire for change. I Would consider that first.&nbsp;&nbsp;</p> RetiredYoung Tue, 15 Jul 2014 12:50:34 +0000 http://www.manager-tools.com/forums-8764#comment-80461 Re: Hired to Make Changes in First 90 Days <p>Not sure if it has been mentioned, but writing up how the new process will work sounds like a very critical task here that will help you HAVE IN WRITING what exactly is expected of you.&nbsp;I would begin immediately if you haven't already. The processes would be written on your end, and reviewed at some point, so that you have something in writing which explicitly lays out what the shared expectation is.</p> <p>Anyone not think this is a good idea?&nbsp;</p> England77 Tue, 15 Jul 2014 08:34:15 +0000 http://www.manager-tools.com/forums-8837#comment-80461 Feedback Query <p style="font-family: UICTFontTextStyleBody; font-size: 17px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">&nbsp;Hi,</span></p> <p style="font-family: UICTFontTextStyleBody; font-size: 17px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">I'd like some advice/recommendations on giving feedback to a direct. </span></p> <p style="font-family: UICTFontTextStyleBody; font-size: 17px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Recently due to hot weather my direct has been coming into work first thing with his shirt quite soaked in sweat (due to his brisk walking pace into work). There is no odour problem, but it has become apparent to the whole team recently due to a daily team catch up (15 minutes) each day at 9am. It was even commented on yesterday by the department head when he joked &quot;I didn't know it was raining outside&quot;.&nbsp;<br /> </span></p> <p style="font-family: UICTFontTextStyleBody; font-size: 17px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">My direct is a High C and takes feedback well, I'm just not sure how to structure the feedback. Any ideas/comments please??</span></p> jordan_stevens Mon, 14 Jul 2014 23:55:30 +0000 http://www.manager-tools.com/forums-8836#comment-80461 How to write better <p>A while back, a long while back if you're a long time MT podcast listener, I listened to the podcast on writing more effectively. Just bumped into this article on Inc. filled with apps on catching grammar and spelling mistakes. They even suggest a readability app.</p> <p>I thought the MT community would enjoy. Has anyone used any of the recommended apps?</p> <p>http://www.inc.com/geoffrey-james/5-free-apps-that-make-you-seem-smart.html</p> dtaylor Mon, 14 Jul 2014 19:37:06 +0000 http://www.manager-tools.com/forums-8835#comment-80461 A project managers resume <p>I'd appreciate the MT community thoughts on a challenge of applying the concise, one page resume guidance for job seekers in project manager roles.&nbsp; Project manager job requirements often include a long list of pm responsibilities that are standard practice for any role (see example below).&nbsp; I&nbsp;haven't been including these standard practices (manage schedule, budget, deliver status reports....)as either role definition nor accomplishment, as doing so would consume a large amount of my precious one page. </p> <p>My concern is that I'm being screened out against to 5 page resumes that are with including all those details for all applicable roles, while I&nbsp;have to date take for granted that any pm would be performing those tasks.</p> <p>Thanks, Drew</p> <p>Example Responsibilities</p> <p><span itemprop="description">- Monitors and controls program execution - (deliverables/milestones, funding, POP, status reports, training, meeting staffing requirements)<br /> - Identifies, mitigates, prioritizes, manages and drives resolution of project issues, constraints, dependencies and risks. Proactively identifies risk areas and critical items that need to be done to keep project on track.<br /> - Works directly with contracts, pricing, project control and execution personnel for all program related functions.<br /> - Interfaces directly with client sponsors, managers, and executives to ensure Unisys delivery meets their expectations for schedule, budget, and quality. Takes initiative to anticipate and resolve delivery issues. Primary POC for customer<br /> - Effectively collaborates across organization and its partners to ensure new business development activities remain on schedule</span></p> cchalfant Mon, 14 Jul 2014 18:04:30 +0000 http://www.manager-tools.com/forums-8834#comment-80461 curation of content for manager of managers <p>Does anyone have a curation of the canon of MT podcasts which would be specficially useful for a manager of managers (director in the MT nomenclature).&nbsp; As I consumed these over the years, I recall numerous casts which have segments lead by &quot;and if you are a director&quot; with some further directed guidance.&nbsp; I made mental note of many nuggets of wisdom but cannot remember specific podcasts.</p> <p>I recently moved in to a new role and would find these immensely helpful.</p> <p>&nbsp;</p> <p>Thank you,</p> <p>Chris</p> <p>DiSC 5137</p> uwavegeek Mon, 14 Jul 2014 15:33:33 +0000 http://www.manager-tools.com/forums-8823#comment-80459 Re: Time analysis and Random Alarms <p>&nbsp;Hello all,</p> <p>&nbsp;</p> <p>I looked at 3-4 apps to help here. &nbsp;The best one i found is 'Mind Jogger'. &nbsp;It let me set 50 times, random, between 8:30-5:00. &nbsp;You have options to change to non-random as well. &nbsp;It vibrates when the sound is off and you can set custom sounds. &nbsp;It was $0.99. &nbsp; Its a bit buggy but does what I need it to do. &nbsp;For an additional $0.99 you can get additional statistical functionality which I haven't tested yet (i'm using a notebook anyway).</p> <p>&nbsp;</p> <p>All the best,</p> <p>Neil</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> Kevin1 Mon, 14 Jul 2014 10:02:17 +0000 http://www.manager-tools.com/forums-8714#comment-80458 Re: What corporate career options after working in brand new industry or start-up-like environments? <p>Hi Alex,</p> <p>It is still difficult to say. &nbsp;Companies that are strict about X number of years experience would have their reasons for doing so, and I think that actual accomplishments outway any token longevity achievement.</p> <p>That's my opinion though and your milage might vary. &nbsp;If you get to the interview stage, you should be able to knock 'em dead with your achievement stories. &nbsp;You have a ready made weakness that's easy to describe and easy to describe what you are doing about it.</p> <p>if you do want to move on, pick a company you have an interest in and see if you can get 15 minutes with someone in their HR to discuss what they might be looking for mow or in the future.</p> <p>Good luck.</p> <p>kev</p> alextupolev Mon, 14 Jul 2014 01:38:52 +0000 http://www.manager-tools.com/forums-8714#comment-80457 Re: What corporate career options after working in brand new industry or start-up-like environments? <p>&nbsp;Kevin1, thank you for answering. You helped me understand that I might have been unclear about my goal, which I will try to summarize again:<strong><br /> I want to figure out whether my achievements to date would qualify me for a middle or senior management level role at a more established/larger scale corporation than my current one.</strong></p> <p>And if not, what I need to do to get there.</p> <p>Note my question is not [necessarily] about a move to another industry or role type, but&nbsp;<strong>to another size of organization (much larger scale)</strong>.</p> <p>An example to illustrate what kind of move we are talking about: <br /> suppose I worked my way up fast from intern to manager at a company like Pinterest or tumblr. over 3 years. I have done a lot in very little time as the company is small - but now could I join the leadership ranks of a larger company like Google or Amazon?</p> <p>If not, what do I need to do to get there?</p> <p>I believe my achievements and experience do match various job descriptions in most cases; the only point that is not entirely a match is &quot;years of work experience&quot;. I believe that this may be simply because in larger companies, one needs to wait 5 years to be promoted, whereas in a smaller company it's all up to your achievements (I was promoted 3 times).</p> <p>I hope my question and issues are clearer now.</p> Suyat Sun, 13 Jul 2014 15:03:29 +0000 http://www.manager-tools.com/forums-8832#comment-80455 Re: Queuing Theory <p>In Jim Collins' book &quot;Great by Choice&quot;, he talks about the '20 mil march'. Mike has referred to this a number of times.</p> <p>The concept includes the notion that &quot;we will march 20 miles today whether it snows, rains or is sunny&quot;.</p> <p>In &quot;The 4 Disciplines of Execution&quot; by Chris McChesney, there is a guide to putting the cadence together. It includes:</p> <p>1-2 Wildly Important Goals</p> <p>Leading Metrics</p> <p>Visual Scoreboard</p> <p>Weekly Cadence</p> <p>You end up managing your staff like the construction crew on a house. &quot;I know that the owners will not move in for 6 months. AND, we need to have the permits in by next week. What are we doing next week in order to move our projects forward?&quot;</p> Kevin1 Sun, 13 Jul 2014 09:41:45 +0000 http://www.manager-tools.com/forums-8714#comment-80453 Re: What corporate career options after working in brand new industry or start-up-like environments? <p>Hi.&nbsp;</p> <p>It is hard for us to tell. &nbsp;We don't really know what you want to do. &nbsp;Do you have a short list of the types of work you want to do? &nbsp;How well does your experience currently match those options? &nbsp;If you were to look up those roles on job boards, do you have 75%+ match to achievements in your experience?&nbsp;</p> <p>If you can't match 75% or more, then you may need to look at lesser roles. &nbsp;Alternatively, can you volunteer for the types of work that will give you your required experience? &nbsp;</p> <p>How strong is your network? &nbsp;Do you have contacts with more mainstream companies? (Assuming that is where you want to go)</p> <p>there is a cast on changing roles and industries. &nbsp;Quite worth checking out.</p> <p>Hope this helps a bit.</p> <p>kind regards</p> <p>kev</p> alextupolev Sun, 13 Jul 2014 09:17:48 +0000 http://www.manager-tools.com/forums-8714#comment-80452 Re: What corporate career options after working in brand new industry or start-up-like environments? <p>&nbsp;Anyone?</p> rwwh Sat, 12 Jul 2014 19:34:42 +0000 http://www.manager-tools.com/forums-8832#comment-80450 Re: Queuing Theory <p>It is neither a short book nor strictly about queueing theory, but I think &quot;The Goal&quot; is a great book to read that shows the implications of processing time. The focus of the book is slightly different though: it tries to convince management of the merits of &quot;agile&quot; practices. In the process, though, it shows a lot about buffers in processing time and meeting deadlines.&nbsp;</p> davout Sat, 12 Jul 2014 05:42:08 +0000 http://www.manager-tools.com/forums-8833#comment-80450 High 'I', high 'S' with strong vengeance factor - how to relate? <p>&nbsp;Hi all,</p> <p>I've recently joined a UK tech company in a senior role, working for a CEO who has quite an unusual behavioural profile.</p> <p>This person is a high 'I' (very good at sales/glad handing, and town hall meetings), and a high 'S' (openly exhibits great care for individual employees), yet also they display a couple of problem behaviours:</p> <p>1) Vengeful&nbsp;</p> <p>The CEO gets quite bitter/very negative about staff who they feel are not doing their job or failing to deliver. &nbsp;They have a very black and white view of performance. &nbsp;From my perspective the organization is failing to brief senior staff properly on the role/mission and also failing to mentor staff on areas where they need guidance. &nbsp;Worse than this, there is some evidence to suggest that 'failure' is caused by the managers having been brow beaten into doing things in certain way by the CEO. Later when stuff arrives and the CEO doesn't like it, the CEO has lost all memory of the fact that they were the main instigator of that outcome.</p> <p>2). &nbsp;Direct but superficial problem solving&nbsp;</p> <p>I've noticed a tendency for this CEO to be very direct in his problem solving skills but the outcomes to most of their interventions are very short term. &nbsp;They have a tendency to brush over problems, fixing the issue for today but never really tackling the underlying concern.</p> <p>&nbsp;</p> <p>3). Comparison to the old days</p> <p>When complaining about manager/staff performance this CEO's conversations are peppered about comparisons with how they did things so much better in the old days when they were in the trenches.</p> <p>My own relationship with the CEO&nbsp;is very good, &nbsp;but given their tendencies I would be interested in gaining insight from other members about how best to work with such an individual.</p> <p>By the way, some of the senior execs in this business have been candid with me about how they feel this CEO isn't the right person for the job.</p> <p>TIA</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> mwherry Sat, 12 Jul 2014 02:10:16 +0000 http://www.manager-tools.com/forums-8832#comment-80450 Queuing Theory <p><span style="background-color: rgba(255, 255, 255, 0);">In an older podcast concerning project management, I think, Mark discussed briefly queuing theory and the ramifications of delays. I am a Director at a CPA firm and we have struggled keep our staff focuses in getting projects done outside of our &quot;busiest&quot; time. What they have failed to understand is the ramifications of delays which then causes projects to be pushed up against deadline. While we have discussed and provided feedback, they just don't seem to understand or accept are reasons. Does anyone have any good articles or short books in regard to queuing theory?</span></p> <p>Thanks</p> mwherry Sat, 12 Jul 2014 02:09:30 +0000 http://www.manager-tools.com/forums-8831#comment-80450 Queuing Theory <p><span style="background-color: rgba(255, 255, 255, 0);">In an older podcast concerning project management, I think, Mark discussed briefly queuing theory and the ramifications of delays. I am a Director at a CPA firm and we have struggled keep our staff focuses in getting projects done outside of our &quot;busiest&quot; time. What they have failed to understand is the ramifications of delays which then causes projects to be pushed up against deadline. While we have discussed and provided feedback, they just don't seem to understand or accept are reasons. Does anyone have any good articles or short books in regard to queuing theory?</span></p> <p>Thanks</p> mwherry Sat, 12 Jul 2014 02:09:27 +0000 http://www.manager-tools.com/forums-8830#comment-80450 Queuing Theory <p><span style="background-color: rgba(255, 255, 255, 0);">In an older podcast concerning project management, I think, Mark discussed briefly queuing theory and the ramifications of delays. I am a Director at a CPA firm and we have struggled keep our staff focuses in getting projects done outside of our &quot;busiest&quot; time. What they have failed to understand is the ramifications of delays which then causes projects to be pushed up against deadline. While we have discussed and provided feedback, they just don't seem to understand or accept are reasons. Does anyone have any good articles or short books in regard to queuing theory?</span></p> <p>Thanks</p> mwherry Sat, 12 Jul 2014 02:09:10 +0000 http://www.manager-tools.com/forums-8829#comment-80450 Queuing Theory <p><span style="background-color: rgba(255, 255, 255, 0);">In an older podcast concerning project management, I think, Mark discussed briefly queuing theory and the ramifications of delays. I am a Director at a CPA firm and we have struggled keep our staff focuses in getting projects done outside of our &quot;busiest&quot; time. What they have failed to understand is the ramifications of delays which then causes projects to be pushed up against deadline. While we have discussed and provided feedback, they just don't seem to understand or accept are reasons. Does anyone have any good articles or short books in regard to queuing theory?</span></p> <p>Thanks</p> mrreliable Fri, 11 Jul 2014 22:33:33 +0000 http://www.manager-tools.com/forums-8828#comment-80449 Re: Game for Practicing Feedback <p>Great video! Thanks for posting it. I paused and practiced. The kids did&nbsp; great job too.</p>