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 mfculbert Thu, 21 Aug 2014 00:10:47 +0000 http://www.manager-tools.com/forums-8853#comment-80711 Re: How to delegate when directs' work is as important as mine? <p>Josh,</p> <p>Do you know your DiSC profile? &nbsp;I would suspect you are high on S like I am. I have to work really hard to push my directs for more productivity. Protecting the team is a natural weakness for us S types. It is also a strength if used properly.</p> <p>My directs would laugh at me if they read this by the way.&nbsp;</p> phale Wed, 20 Aug 2014 23:29:17 +0000 http://www.manager-tools.com/forums-8853#comment-80710 Re: How to delegate when directs' work is as important as mine? <p>&nbsp;Josh,</p> <p>Your post grabbed my attention as I'm in a direct care services field and a lot of my direct's directs do work that can't be dropped. &nbsp;Dropping their work would mean our customers go uncared for.</p> <p>i have no perfect solution for you but I have found that helping your directs think about how to condense their work load can help them. &nbsp;If you ever find yourself thinking, &quot;I could do this 10x faster&quot; ask yourself why that is. &nbsp;What resources, processes, or skills do you have that they do not. &nbsp;Can you help them acquire them and in doing so, increase your team's efficiency</p> sadicarnot Wed, 20 Aug 2014 18:42:43 +0000 http://www.manager-tools.com/forums-8924#comment-80710 Get it in Writing <p>I am in an overseas assignment for my company. It is to the point where I will be in the other country for enough of the year where taxes will kick in. I am heading back to the US before that for some vacation. My company presently does not have a policy and is in the process of writing one. I am not a tax professional and my back of the envelope calculations say worse case scenario my liability will be $25K plus the US taxes since I will not be out of the country for greater than 332 days for the exemptions to kick in.</p> <p>The vice president of my department has said that we 'will be kept whole' and there 'will be no negative financial consequences.' I have asked for this in writing and more information on the logistics of paying the tax in the other country. When the vice president was here, we talked about this issue and he stated that he did not understand why I needed something in writing. He also stated that if I wanted it in writing he could give it to me to which I said 'ok lets do that' and he replied that he wanted to see what the tax people came up with first.</p> <p>Am I out of line for wanting more than 'it'll be fine?' I did not want to bring it up to the VP, I have first hand experience of him promising benefits to others and then not following thru on them.</p> <p>I think they are going to take me off the project because of this, after getting a very good review last month. Since this issue is up in the air I have not purchased tickets to return to the foreign country. My director wrote me an email claiming i don't want to return to the foreign country, when in my email to her I wrote:</p> <p><span style="font-family: Verdana, sans-serif; font-size: 16px;">'I understand the tax department is formulating a policy. I still have some questions as to the logistics. The cost is too great to return to other country without knowing more details.</span></p> <p>&nbsp;</p> <p>&nbsp;</p> Gk26 Wed, 20 Aug 2014 14:41:44 +0000 http://www.manager-tools.com/forums-8922#comment-80708 Re: Disrespect from direct report <p>&nbsp;I think the direct report needs to apologize to the whole team in person.</p> phale Wed, 20 Aug 2014 04:17:18 +0000 http://www.manager-tools.com/forums-8922#comment-80708 Disrespect from direct report <p>Greetings!</p> <p>I have a direct who disagreed with my approach to a problem during one of our regular staff meetings. &nbsp;In fact, they were one of many who pointed out some flaws in my plan, rightfully so. &nbsp;However, this particular direct did so in an visibly angry matter and when told &quot;This is not professional behavior,&quot; by myself, &nbsp;stormed out of the room. &nbsp;</p> <p>This is the second time a similar incident has occured. &nbsp;I have a fairly strong relationship with this direct but they have displayed agitated or overtly angry behavior in the past when upset.</p> <p>We finished the staff meeting as normal and I intend to meet with that direct tomorrow morning regarding the incident. &nbsp;My real concern is how to respond this behavior in front of my other directs. &nbsp;I feel strongly that any sort of disciplinary or feedback-related steps would are private, one-on-one. &nbsp;On the other hand I also feel strongly that the entire team shouldn't believe there are no consequences for such blatantly disrespectful actions.</p> <p>Rock and hard place. &nbsp;I'd appreciate any input.</p> <p>&nbsp;</p> MichaelBoyko Tue, 19 Aug 2014 22:03:08 +0000 http://www.manager-tools.com/forums-8921#comment-80708 Public Practice Accounting Firm Workflows <p>Hey Everyone,</p> <p>I wanted to say thank you to Manager-Tools for giving actionable advice each and every week! I never knew how much I appreciated it until I tried to get some advice from peers in the Canadian public practice accounting community.&nbsp;</p> <p>Our firm's workflows are non-existent. This means that we miss/forget client deadlines and work to catch up more than we should. I set out on a mission to develop a workflow system which would do the following:</p> <ol> <li>Provide a framework for engagement status reporting,</li> <li>schedule the various aspects of each engagement to the correct individuals,</li> <li>and to provide back up, thus missed deadlines due to slipping through the cracks. .&nbsp;</li> </ol> <p>However, I didn't know what a working system/software/etc... would look like because this is my first job in public practice - and no one here knows what it looks like.&nbsp;</p> <p>I contacted people in my industry that I have in my network. Most are more than willing to give advice and discuss the topic. Not a singe one, however, was able to tell me specifically &quot;here's what that looks like&quot; or &quot;here's the software we use.&quot;</p> <p>In the end, I have only collected vague suggestions with no actionable components. It leads me to believe that a lot of my competition&nbsp;are just as clueless as I am!</p> <p>THANKS MANAGER TOOLS for providing working solutions to many issues. I think it's time for you to start Canadian-public-practice-small-accounting-firms Tools. I'll be your first subscriber!&nbsp;</p> <p>Michael Boyko&nbsp;</p> <p>&nbsp;</p> flexiblefine Tue, 19 Aug 2014 21:29:28 +0000 http://www.manager-tools.com/forums-8908#comment-80706 Re: Using a leather business card holder... <p>Why combine your wallet and business card case?</p> <p>You'll be carrying the card case on the sales floor in order to give out business cards. Fill it with cards to give out, or fill one side and keep the other side empty for cards you receive.</p> <p>Your wallet, with all its personal stuff, should be elsewhere -- so you can't accidentally give someone your library card instead of a business card... or spill all your personal stuff on the floor.</p> <p>For years I carried a metal business card case in a front pocket and kept my wallet in a back pocket.</p> <p><strong>flexiblefine</strong><br /> Houston, Texas, USA<br /> DiSC: 1476</p> vlines Tue, 19 Aug 2014 20:39:41 +0000 http://www.manager-tools.com/forums-8907#comment-80705 Re: Bullying and Interpersonal Issues Between Directs The first sentence of your original post caught my attention very quickly. In the U.S. the use of 'girls' for any adult professional would be considered condescending. Is there any chance that you are not treating the women involved as adult professionals? Is there anything any different in your approach than if you were dealing with men? This may or may not apply, just mentioning as a possibility. I agree with MattPalmer on the feedback and reinforcement. Also, I am thinking of the shot across the bow cast, which may be appropriate for the bully. In my company the bullying behavior would be something that could be reported as harassment and/or creating a hostile work environment. All of this is taken very seriously and could result in legal action. If the situation is as serious as it sounds in your post you will need to make some time to address the issues. joshyeager Tue, 19 Aug 2014 17:10:37 +0000 http://www.manager-tools.com/forums-8918#comment-80704 Re: How to answer "what do you need from us?" First, focus on hitting your KPIs. Especially the ones with concrete numbers, like cold calls. That will show your boss that you are improving. Tell him that you will be doing this. Then, ask him to give you a small amount of time per week to clarify your understanding of his expectations and priorities and to answer questions. If you ask for 15 minutes, you'll probably get it. More than that, probably now. If he gives you that time, make a plan before each meeting so you can use the time effectively. Target your top concern or confusion each time. If you have time left at the end, ask him if there is anything else you should be doing or thinking about. Don't expect to be able to make your boss stop interrupting you. Do the best you can to proactively update him so he doesn't need to interrupt you. Anything else is too risky when you are a junior employee. Finally, don't ask your boss to be realistic about what can be done in a day. That will be received as complaining and/or criticism. Instead, ask him to help you prioritize, or figure out the priorities yourself if he won't. Then do everything you can to finish your top priorities on time every time. If a few low priorities fall behind, he'll critique you but be happy with the result. If you drop a high priority, he'll be upset, for good reason. I hope this helps. Josh joshyeager Tue, 19 Aug 2014 16:57:05 +0000 http://www.manager-tools.com/forums-8920#comment-80704 My outline for a training series based on MT I ran a series of "lunch and learn" sessions on hiring, because my organization has never done any training on that topic. I just played one or two MT podcasts each Monday and then led a discussion for ~15 minutes at the end of each session. It went really well, so I thought I'd share my outline. See attached. Josh awalton Tue, 19 Aug 2014 15:13:53 +0000 http://www.manager-tools.com/forums-8912#comment-80703 Re: What is the best institute for learn Project Management Professional <p>Your answer depends on a number of factors, including geography, how you learn best and availability of the training you'd like.</p> <p>That said, I've relied heavily on recommendations from colleagues in the past and had good results. Any reason why you don't think your friend's recommendation is worth pursuing?</p> PennyW1 Tue, 19 Aug 2014 12:46:41 +0000 http://www.manager-tools.com/forums-8918#comment-80703 How to answer "what do you need from us?" <p>&nbsp;Hi all,</p> <p>I hope someone can help me.</p> <p>My manager has recently extended my probation because he feels that I am not performing adequately; in the meeting where he told me this he asked me what percentage I felt I was at towards becoming the member of staff they need... I answered 65-70%, largely because it's been made clear by my manager and HR that I'm not doing my job adequately. My boss has now come to me and asked what they can do to help me reach 100%. My employment status is hanging in the balance of whether I can put up a good argument for staying, by giving a sensible explanation of what I need in order to improve.</p> <p>I have no idea what to tell my boss, largely because the biggest things I need from him will come across as criticisms of my boss's management style - for example for my boss to be clear about what his expectations are (rather than changing his mind every couple of days,) to be realistic about what can be done in a day, and to stop interrupting me (he interrupts me up to 4/5 times an hour when he's in the office to ask if I've seen emails, where we're up to with things, or to attend meetings to take minutes.)</p> <p>I'm fairly young and relatively inexperienced, working in an internal sales role for a company that make a very technically specific product. The KPIs for my role feature things like being aware of company/team targets, making cold calls, following up quotations, promoting stock sales, and working with my team to develop a marketing strategy every month. These items are supplementary to the basic elements of my job such as order entry, quoting, expediting orders and reporting. The criticisms levelled at me specifically are to do with mistakes made due to lack of attention to detail, time management, not sharing information/work with my team, and lack of commercial awareness.</p> <p>At present I know I'm not hitting some of my KPIs, but these were only put in place 2 weeks ago, and I've been doing holiday cover since then so doubled my workload of basic admin, so I didn't have time to make cold calls. I also acknowledge that in the past couple of months my performance slipped, in direct correlation with a steep increase in my workload, but I have improved that again now. My commercial awareness is getting better, but it's not perfect, partly because I'm not really sure what my boss expects when he says &quot;commercial awareness&quot;.</p> <p>Basically, I'm going to lose my job unless I can give my boss some solid answers about things I need from him in order to improve my performance, but I have no idea what to answer.</p> <p>Actually, the biggest thing I need is clearer guidance, time, and mentoring, but I don't know if that will be enough. What do I tell my boss?!?!</p> <p>Thanks</p> davidbrown0128 Tue, 19 Aug 2014 07:43:56 +0000 http://www.manager-tools.com/forums-8919#comment-80703 Need a project management tool? <p>&nbsp;Need a project management tool to manage my team and work easily.&nbsp;</p> NFPmanager Mon, 18 Aug 2014 23:55:54 +0000 http://www.manager-tools.com/forums-8909#comment-80700 Re: Complaint about direct <p>&nbsp;Thanks. I think you are right about the lack of respect. All people concerned are very young and the environment is informal. I think may be struggling with balancing friendliness/coaching/creating relationships vs the lines of command.&nbsp;</p> <p>I had to decide how to react last week (had not seen your response) and based my response partly on the conflict resolution cast. I tried to adapt it to the direct/skip situation. I gave feedback to the skip on the way she had broadcast her complaint. I asked her to apologize to my direct. I talked to my direct and asked her to suggest how she would address the complaints with the skip. I will follow up at our one on one. The skip apologized to everyone and seemed to regain perspective and the direct seemed relieved I had her back. Any further advice on how I should have handled this differently is welcome, I am learning every day.</p> <p>&nbsp;</p> <p>&nbsp;</p> grahammcallister Mon, 18 Aug 2014 18:32:11 +0000 http://www.manager-tools.com/forums-8917#comment-80700 Mentoring over the Internet - Experiences with remote mentoring? Hello all I was wondering about the concept of mentoring someone over the Internet (remote mentoring), either within a global organization, or in another completely separate organization. Has anyone had experience in this that they'd like to share? Can it be made to work and would it be valuable, despite the obvious difficulties? Graham jacobwhite08 Mon, 18 Aug 2014 06:11:08 +0000 http://www.manager-tools.com/forums-8694#comment-80699 Re: Bad bosses - future behavior for the employee <p>Interesting topic! No matter how good your intentions and no matter how much experience you possess being an entrepreneur, company owner, executive, manager or if you're a boss, you're going to make mistake. It is part of life. However, fight the urge to be mediocre! If you are a business manager, learn how to make your dealings with employees more efficient. These <a href="http://personalmoneynetwork.com/moneyblog/2013/03/13/common-mistakes-managers-make/">common mistakes managers make</a> could be avoided.</p> MrGrey Mon, 18 Aug 2014 04:46:22 +0000 http://www.manager-tools.com/forums-8916#comment-80699 Visa Educational Assessment - Put it on Resume? <p>&nbsp;</p> <p>When immigrating to the USA and other countries, some visa programs have the option of submitting an education assessment in lieu of a degree. &nbsp;The organisations who provide this are selected by the federal government and are not fly-by-night internet assessments. &nbsp;They analyse your&nbsp;existing eduction and experience to say you have the <em>equivalent</em> of a degree in XYZ, which you then use to apply for an employment visa.</p> <p>Are these educational assessments worth putting on your resume?</p> <p>&nbsp;</p> <p>&nbsp;</p> stingraycbs Sun, 17 Aug 2014 08:52:22 +0000 http://www.manager-tools.com/forums-8915#comment-80699 Time Logging : A big Surprise <p>HI,</p> <p>&nbsp;</p> <p>I just completed my my first Time Logging Experience - and thank you!, It was a big surprise for me.</p> <p>After I used an app to give me randomized alerts, I logged for two weeks my Tasks.</p> <p>I was thinking of making a nice Pivot table to analyze it, bit a simple dashboard on paper was quicker and much more effective. I saw immediately where I spent my time on.</p> <p>It was definitely more time on emails than I thought. Beside of this much time got lost on arranging travels and reimbursing the associated costs.</p> <p>Luckily i see that i spend a good amount of time on relationships and Meetings as well as discussion which helped to &quot;push the peanut forward&quot;.</p> <p>I now know where to focus more and and how to arrange the day more effectively.</p> <p>Here is how i did it:</p> <p>I downloaded the app &quot;Mind Jogger&quot; and set up 50 randomized Alarms during the workday (in my case between 06:20 an 16:30)</p> <p>On a simple paper template with 2 columns and 50 rows i noted the time and a simple description of the task i was currently doing, whenever the &quot;Bing&quot; from the alarm sounded.</p> <p>I collected 10 sheets of paper over a period of 2 weeks and today I took them to create a dashboard similar to this one:</p> <p>News-reading &nbsp;IIIIIII<br /> processing of Inbox IIIIIIIIIIII<br /> Ad-Hoc Discussions IIIIIIIIII<br /> Email IIIIIIIII</p> <p>and so on...</p> <p>In the end there is a nice distribution and you get an idea for what you use the time during the day. A great insigt for me.</p> <p>Thanks again for this podcast.</p> <p>&nbsp;</p> <p>Christopher</p> <p>&nbsp;</p> <p>&nbsp;</p> JWasong Sun, 17 Aug 2014 01:42:03 +0000 http://www.manager-tools.com/forums-8913#comment-80698 Re: Good, But Challenging Promotion <p>&nbsp;Hello Jon,</p> <p>Being a matrix PM is good preparation for being a manager. You've likely learned a lot about leading others without using role power. That experience will be a big advantage. You may not have developed that skill as fully as an IC.</p> <p>Going from 0 to any number of directs has it's challenges. Just remember that more people means more relationships and communication. It sounds as though you have demonstrated what it takes to be successful in this new role. Trust yourself and your manager. Keep following the MT guidance and you'll do quite well with the team of 8. You'll also make mistakes, like the rest of us, so learn from them and don't beat yourself up too much.</p> <p>I would certainly consider this a promition. The key thing is the new opportunities this role has for you and not how many levels you are from the top. I'm actually closer to the CEO than my matrix manager, who's officially a higher level than me. He's still my boss so that distance measurement is really arbitrary. It's all about your scope of responsibiltiy and how much you can contribute to your company's success.</p> <p>A couple of things that would be good to do: First, revisit some of the casts about managing former peers, the first 90 days, and the trinity. You'll approach things a bit differently in the new mangement position. Second, take this opportunity to prepare with your boss. Put together a plan for what you'll do to prepare for the new role. Present it to your boss and ask if there's anything else he/she would recommend. Even if the new role doesn't happen after all, I would appreciate a direct doing this with me. High Cs like plans too. Just make sure you create the plan and don't ask your boss to do it.</p> <p>Best of luck.</p> mrreliable Sat, 16 Aug 2014 16:16:12 +0000 http://www.manager-tools.com/forums-8909#comment-80697 Re: Complaint about direct <p>You will undermine your direct's authority if you respond to the skip. Whether that's appropriate depends on the issue. Copying you on the email shows a lack of respect or trust from the skip. Unless the direct is committing some kind of malfeasance, the skip shouldn't see any incentive to jump the chain of command.</p> dmiddleb Sat, 16 Aug 2014 15:04:12 +0000 http://www.manager-tools.com/forums-8898#comment-80696 Re: Time Logging : Supporting App <div>&nbsp;</div> <p>Christopher, I am downloading it now. I was sure someone would point out a more efficient way to do this.</p> <p>Regards</p> <p>Dax Middlebrooks</p> <p>DiSC: 7611</p> <p>&nbsp;</p> dbengtson Fri, 15 Aug 2014 19:06:20 +0000 http://www.manager-tools.com/forums-8914#comment-80696 Rapid Supervisory Development <p>Beyond the trinity roll out.&nbsp; Is there a consolidated outline of suggested priorities for ramping up a new supervisor quickly?&nbsp; Our need is to diminish risk and set people up for success in a 60 to 90 day timeline.</p> <p>I know that I&nbsp;can comb the archives for develpment beyond the basics but I&nbsp;am wondering if that packaging has already been done or if someone has a better suggestion.</p> jongreen Fri, 15 Aug 2014 17:08:54 +0000 http://www.manager-tools.com/forums-8913#comment-80696 Good, But Challenging Promotion <p>Hi folks, long time listener, haven't posted in many years.</p> <p>I've been receiving 'heads up' information from my boss that I will be promoted to manage a team of 7-9, in the second half of this year. My boss has solid relationships further up the ladder, and with his peers, and he's a High C, so I largely expect this to be accurate.</p> <p>Over the past two years, I've been working for him as one of a handful of PMs that helps run and oversee a larger group of ICs. My boss has been line manager for the PMs and the ICs.</p> <p>In the new model, the group will expand, there will be only a few managers reporting to him, and then PMs and ICs will report to this new middle tier, which I may be a part of.</p> <p>Some of my questions, I'd love to talk further about any of them on in this thread:</p> <p>*Going from Matrix PM to Manager...is this any easier than going from IC to Manager?</p> <p>*Going from 0 to 8 directs...special challenges with that large of a group?</p> <p>*Would it be shooting myself in the foot to ask for a smaller group to start? I'm only 31, I'm confident, and I'll put MT thinking in place, but I'm still risk-adverse.</p> <p>*Is this 'really' a promotion, since it's the creation of a new level? The ICs are moving a level away from the CEO, while I stay the same distance I am today, just a strange way of looking at it!</p> <p>&nbsp;</p> happytree87 Fri, 15 Aug 2014 14:16:48 +0000 http://www.manager-tools.com/forums-8910#comment-80694 Re: Gap on resume due to citizenship status after moving to US <p>Thank you SCM2423. It's actually very funny that you would mention the playing video games as that is what I did part of the time :-) However, I actually helped my parent's in law at their game store so I guess that is something I could mention if I do get asked about it.</p> <p>&nbsp;</p> <p>Thank you!</p> happytree87 Fri, 15 Aug 2014 14:14:15 +0000 http://www.manager-tools.com/forums-8893#comment-80693 Re: Hate my job but should I stick it out? <p>Thank you JRLZ for your response. You're right, there is nothing wrong with looking. Thanks for the advice!</p> homna2014 Fri, 15 Aug 2014 07:13:39 +0000 http://www.manager-tools.com/forums-8912#comment-80693 What is the best institute for learn Project Management Professional <p>I am interested to learn Project Management. But I am not sure to decided quality firm. My friend tell to join in <a href="http://www.pmhigherlearning.com">PMB Boot Camp</a>. Can you give me suggest about better firm.</p> ammiiirrrr Fri, 15 Aug 2014 04:09:05 +0000 http://www.manager-tools.com/forums-8906#comment-80691 Re: Measuring Quality in Social Media <p>thanks for&nbsp; this, I appreciate it!</p> <p>Amir </p> scm2423 Thu, 14 Aug 2014 22:07:10 +0000 http://www.manager-tools.com/forums-8910#comment-80690 Re: Gap on resume due to citizenship status after moving to US <p>I do not see a problem with showing that your education ended in 2008 and your first job started in 2009. &nbsp;If it comes up in an interview I would stake that you were unemployed for a period of time while you were waiting for work visa &nbsp;I do not see a reason to draw any additional attention to it. &nbsp;I would be prepared to describe what you were doing during this time. &nbsp;Did you travel, volunteer &nbsp;take continuing education classes? &nbsp;I would not want to hear that we just sat on a friend's couch playing video games for six months.</p> Smacquarrie Thu, 14 Aug 2014 16:32:44 +0000 http://www.manager-tools.com/forums-8911#comment-80689 Re: Thank you to Interviewer There are a whole series of casts on this - The Interviewing Series. Follow the same concept that you would for writing a Thank You note (the prefered method over email) and put that in there. There is a cast on thank you notes - "How to Write a Thank You Note" March 25, 2007. Follow the guidelines in that cast and you should be right on the mark. Remember to thank them, include something personal from the interview, and close correctly. Mac DiSC 7121 ejohanss Thu, 14 Aug 2014 16:21:30 +0000 http://www.manager-tools.com/forums-8911#comment-80689 Thank you to Interviewer <p>&nbsp;Any recommendations for an effective email &quot;Thank you&quot; post-interview?</p> happytree87 Thu, 14 Aug 2014 14:02:08 +0000 http://www.manager-tools.com/forums-8910#comment-80689 Gap on resume due to citizenship status after moving to US <p>I came to the United States in July of 2008 after graduating from College in Germany. Since I did not receive my employment authorization until February of 2009 there is a gap on my resume and I am not sure how to address it. Obviously my education section states that I went to College in Germany and my first job was here in the US but it didn't start until 2009 so I'm not sure if this causes issues? Will they think I was unemployed and I'm trying to hide it?</p> <p>Would it be better if I&nbsp;addressed this in the cover letter and if so how would I phrase it? Because to me it sounds like I was an illegal alien at the time (which I wasn't).</p> <p>Any pointers?</p> <p>Thank you all in advance.</p> NFPmanager Thu, 14 Aug 2014 12:31:53 +0000 http://www.manager-tools.com/forums-8909#comment-80689 Complaint about direct <p>I was wondering if anyone has guidance (or a cast to suggest!) about the steps to follow if a skip sends an email to your direct with complaints about specific actions of the direct, and cc's you. First I am going to get my direct's side of the story, afterwards, how do I decide who replies to the skip (my direct, or me)? Would the steps differ if the complaints were founded or unfounded?</p> <p>Thanks for any advice.</p> mattpalmer Thu, 14 Aug 2014 07:51:09 +0000 http://www.manager-tools.com/forums-8907#comment-80688 Re: Bullying and Interpersonal Issues Between Directs <p>If the new admin is engaging in effective behaviours, then all you can do is reinforce those and reassure her that the problems she is having are not her fault, and you are working on addressing those problems (no details!). &nbsp;Is there another admin or someone else in the organisation you can buddy up the new admin with, to continue her training?</p> mattpalmer Thu, 14 Aug 2014 07:48:56 +0000 http://www.manager-tools.com/forums-8906#comment-80687 Re: Measuring Quality in Social Media <p>This is pretty close to exactly the situation covered in the third part of &quot;<a href="http://www.manager-tools.com/2008/01/how-to-set-annual-goals-part-3-of-3">How to set annual goals</a>&quot;, which is universally referred to as &quot;John and the gate guard&quot; because it's essentially just that story.</p> jazzbone1031 Wed, 13 Aug 2014 19:51:53 +0000 http://www.manager-tools.com/forums-8908#comment-80687 Using a leather business card holder... <p>This may seem like a stupid question...I'm not sure. But, recently, my boss decided that he wanted all of us on the sales floor (he--the store manager--and I--the assistant manager--included). I've never used one, but it looks like a small wallet. What I'm going to do is describe it and tell you what I normally carry. And I'd like to get suggestions on if I should attempt to combine the functions of wallet and business card case.</p> <p>OK. So, the case has a clear window pocket on the inside on one side. On the other side it has 3 pockets--one is expandable and the other 2 are not. It also has a pocket on the outside..&nbsp;</p> <p>I normally carry these items: ID, soc. sec. card, two loyalty cards, blood type card, library card, debit card and a small plastic token. Also, I need to have on hand at least, say, 10-15 business cards.</p> <p>Suggestions?&nbsp;</p> <p>&nbsp;</p> hammond Wed, 13 Aug 2014 12:08:16 +0000 http://www.manager-tools.com/forums-8249#comment-80684 Re: Recommendations for on-line personal brand surveys <p>&nbsp;What I ended up using is 360Reach&nbsp;<a href="http://www.reachcc.com/reach/survey.nsf/page/home">http://www.reachcc.com/reach/survey.nsf/page/home</a>&nbsp;I used the pay for use and had a pretty good response rate from the people that I selected to survey. I listed about 40 people. The results were helpful and gave me the perspective was seeking to see how others see me.</p> ammiiirrrr Wed, 13 Aug 2014 10:08:44 +0000 http://www.manager-tools.com/forums-8906#comment-80684 Measuring Quality in Social Media <p>How would you measure quality for a team that helps customers&nbsp;using social media?</p> <p>I manage a social media support group in my organization and need to implement a quality measurement program. I&nbsp;have a general idea of how to go about this however I would appreciate any thoughts or comments on the subject.&nbsp; I'd like to ensure I've covered all my bases.</p> <p>Thanks !</p> <p>Amir</p> Cdiddy Wed, 13 Aug 2014 03:38:33 +0000 http://www.manager-tools.com/forums-8907#comment-80682 Re: Bullying and Interpersonal Issues Between Directs <p>&nbsp;Thanks for the response - I appreciate the thoughts on laying out expectations of the role, and I do feel like we are at a point beyond a brief call. I just listened to the cast about resolving conflicts between directs, and got some solid steps to address the behaviour. &nbsp;She is off tomorrow so the Thursday morning review is really the first chance I'm going to have to discuss it. &nbsp;My intent right now is to hold the review - performance is good in most aspects other than relationship management and building - and then (outside of the review context) set up some steps to coach through this behaviour.&nbsp;</p> <p>Something that I can't find much on, however, is what to tell the new hire. She followed instruction to a 't', set up regular times to ask questions so as not to randomly interrupt throughout the day (this still happens on occasion if it's not something that can be set aside, obviously) and has now started avoiding the junior admin. &nbsp;My experience is that more mistakes happen when questions aren't encouraged. She's pretty much shut down on a social relationship level.&nbsp;</p> <p>&nbsp;</p> <p>Thanks again.&nbsp;</p> mattpalmer Wed, 13 Aug 2014 01:22:44 +0000 http://www.manager-tools.com/forums-8907#comment-80681 Re: Bullying and Interpersonal Issues Between Directs <p>This is a straightforward (though very important) behavioural issue you've got, and it's a matter of going back to basics and working to change the behaviour. &nbsp;Feedback in spades is entirely warranted here, both for your junior admin and the new hire. &nbsp;Adjusting feedback when things aren't peachy, and (even more important) affirming feedback when there is a positive behaviour. &nbsp;While you say you're &quot;fully booked&quot; for the next couple of weeks, I would doubt that you can't find a minute or two here and there to give some quick feedback about what you've seen (or have reliably been informed about). &nbsp;Even if you've got to make a phone call (if you're off-site), you can deliver a piece of feedback while walking between your car and the training room, for example.</p> <p>It's possible that if the behaviour you're observing *is* racially motivated at its core, or the behaviour has become more of a habit than you're willing to tolerate, you may have to have &quot;the conversation&quot; with the junior admin. &nbsp;You would clarify what you expect from the person who is filling the role she is currently in, and your willingness to replace her with someone who is capable of fulfilling those expectations, if she isn't. &nbsp;If training someone new, and handling the voluminous interruptions that inevitably result, is part of the role, then so be it -- she needs to act in a way that is effective in training someone.</p> Cdiddy Tue, 12 Aug 2014 22:55:01 +0000 http://www.manager-tools.com/forums-8907#comment-80681 Bullying and Interpersonal Issues Between Directs <p>&nbsp;Hi All,</p> <p>The local portion of my admin team grew from 3 to 4 girls a couple months ago. The addition of a new person in-house has resulted in some tensions between our (previously) most junior admin and the new hire. &nbsp;Specifically there was a lot of rudeness, impatience and negative body language directed at the new hire. &nbsp;It was blatant and put everyone on edge. &nbsp; After speaking with both directs, I gathered that there was tension around the training process, interruptions in the junior admin's workday with questions from the new hire etc. &nbsp; I gave feedback to the junior admin about it and offered some coaching around being in a 'training role' which was new to her, explained the importance of patience, repetition and attention to detail in review which is an important part of training in our industry. &nbsp;She is not primarily responsible for training new hires, but as a senior person has had some questions directed to her (not enough to warrant anger). I also gave feedback to the new hire about respecting people's workday, and coached around ways to get answers without interrupting at inopportune times. &nbsp;A mild tension remained in the air but things were progressing and I thought it would resolve itself through cooperation over time as the core issues had been resolved.&nbsp;</p> <p>I've been away for two weeks on holidays, and I've come back today to a broken relationship between the two girls, the new hire feeling bullied and ostracized and my junior admin with a huge chip on her shoulder. Things have regressed to worse than before. I don't like what I'm seeing from my junior admin, it is out of character and unwarranted. When we were screening for this role, another more senior admin suggested that working with someone of aboriginal descent could pose a problem for the junior admin. &nbsp;No racist comments have been made but there is an obvious disrespect, a breakdown of the team structure, and hard feelings resulting from her behaviour. &nbsp;My only opportunity to discuss this with her will be her review on Thursday, after which we are all fully booked up for weeks of training. It's not ideal but it will have to do. What do I say to an office bully, and how much do I incorporate into the mid year review itself? Sorry for the book. And thanks for any advice you may have.</p> <p>&nbsp;</p> <p>&nbsp;</p> richroth Tue, 12 Aug 2014 17:29:44 +0000 http://www.manager-tools.com/forums-8901#comment-80679 Re: Assessments for Business/Data Analysis Skills <p>&nbsp;If you are talking about the interview process, one of things I do for someone who has to understand the business and solve problems within it is to ask them to draw the process involved in running either a pizza shop or Chinese restaurant. &nbsp;The task takes 20 minutes. &nbsp;They are asked to draw all the actors, systems and processes. &nbsp;After they are done you can see how &nbsp;they think, how complete their thinking is, and how well they can solve this task. &nbsp;I use this for roles like this along with a bunch of other behavioral questions. &nbsp;I have found that exceptional business analysts are very good at this type of task.</p> ttruax Tue, 12 Aug 2014 13:11:07 +0000 http://www.manager-tools.com/forums-8903#comment-80677 Re: Feedback for remotely located directs <p>Thank you for the suggestions. I will hold my adjusting feedback until our weekly one-on-ones, unless it is a behavior that needs to be immediately recognized.</p> dannywalker Tue, 12 Aug 2014 08:37:51 +0000 http://www.manager-tools.com/forums-7468#comment-80676 Re: Which Notebook should I use? Be brandwise, however, try to find the best product or business and company name that your trusted more. That was the idea that I have gained from reading the books of <a href=http://eatmywords.com/book/ rel=dofollow>http://eatmywords.com/book/</a>. nomerlacson Tue, 12 Aug 2014 08:23:04 +0000 http://www.manager-tools.com/forums-8249#comment-80675 Re: Recommendations for on-line personal brand surveys Sorry, I have deleted this one for double posting, nomerlacson Tue, 12 Aug 2014 08:18:29 +0000 http://www.manager-tools.com/forums-8249#comment-80674 Re: Recommendations for on-line personal brand surveys That was good to hear, and it is motivational and inspirational to hear inviduals running own business with utmost perspective. Hopefully with the help of this site <a href=http://eatmywords.com/services/consulting/ rel=dofollow>http://eatmywords.com/services/consulting/</a>, who manage my business branding, I can be more positive. mattpalmer Tue, 12 Aug 2014 04:27:01 +0000 http://www.manager-tools.com/forums-8891#comment-80673 Re: When a Manager Lies to CYA <p>&nbsp;is entitled &quot;<a href="http://www.manager-tools.com/2010/07/third-party-negative-feedback-how-to-decide">Third -Party Negative Feedback</a>&quot;, I suspect.</p> <p>Also, to the OP: I'd fire your manager just for the call to the direct after you talked about it. &nbsp;There's no plausible explanation for your skip knowing that you'd just talked about it with the manager, other than the manager calling them up and trying to get them to lie. &nbsp;It's dishonest behaviour, and that'll get you fired immediately in my book.</p> mattpalmer Tue, 12 Aug 2014 02:02:29 +0000 http://www.manager-tools.com/forums-8896#comment-80672 Re: Just got a raise. Is it too much to ask/work on promotion next year? <p>Timing when looking for a promotion is more about tenure than proximity to a raise. &nbsp;If you've been somewhere for less than a year, in most industries, then it's usually considered a little presumptuous to start talking about promotions. &nbsp;Exceptions might exist for some very fast-moving industries/companies, or if you were hired in &quot;overqualified&quot;, or if you've done work widely acclaimed as being absolutely spectacular.</p> <p>There's two sorts of promotions, though -- at least if you're currently an individual contributor. &nbsp;There's a move up the ladder of individual contribution, where you're getting better pay and more responsibility, then there's a move onto the managerial &quot;career track&quot;. &nbsp;Most companies unfortunately see only one ladder -- management -- and don't consider developing non-managerial staff in anything more than a desultory, ad-hoc fashion. &nbsp;If you're in a company like that, you really need to consider whether you want &quot;a promotion&quot;, because it will come with managerial responsibilities. &nbsp;Let me tell you, management is a change in the kind of work you do, not just a matter of degrees. &nbsp;If all you're looking for is more money, you'll want to do some serious soul-searching before you essentially take on what is, essentially, a career change.</p> <p>There is a recent podcast series on &quot;getting ready for a promotion&quot; which is probably worth listening to in order to give you more details about what you should be looking to do to get you ready.</p> cruss Mon, 11 Aug 2014 23:08:31 +0000 http://www.manager-tools.com/forums-8902#comment-80671 Re: Rolling out feedback and adding new team member at the same time <p>Wendii,</p> <p>Thanks for the reply. I was leaning toward waiting but I'm going to push forward with positive feedback for my existing team members and bring the new person in according to the 'rollout' schedule.</p> <p>I'd be grateful to get your thoughts on my <a href="http://manager-tools.com/node/17355">resume question here</a>?</p> <p>Canyon R</p> Jrlz Mon, 11 Aug 2014 18:39:57 +0000 http://www.manager-tools.com/forums-8904#comment-80667 Re: Mired Down in Detail <p>Hello Joeuii,</p> <p>I have also faced this challenge, specifically when taking over a new team.&nbsp;&nbsp; First, ask your self: Are you getting mired down in detail becuase you are a control freak who has to be involved with everything&nbsp;(my guess is not becuase your are an MT follower)? Or, is it becuase your people are not yet competent to do thier job without your involvment in the details?&nbsp; If it is the latter, here is what I&nbsp;have done:</p> <p>1 - Coach, do one on ones,&nbsp;&nbsp;and provide feedback.&nbsp;&nbsp; This is very time consuming and at times you need to fight the urge to just do it yourself becuase you will do it better and faster.&nbsp;&nbsp; The time you invest now, will free you up later.&nbsp; Continue coaching and providing feedback as they&nbsp;learn.&nbsp; &nbsp;Understand that at first, you will be able to do things better than your directs.&nbsp; However, after time their skills will increase and if you have done your job right, they are better than you.&nbsp; I will tell you, there is no greater feeling than having a direct surpass your skills in an area!</p> <p>2 - Group training.&nbsp; In order to speed up the learning process and add efficiency, look for areas that more than one direct needs training or coaching in.&nbsp; Then do group training on these tasks.</p> <p>3 - Some directs will still try to delegate their work back to you.&nbsp; This usually happens when they have run into a problem.&nbsp; When they come into your office with the &quot;I have a problem&quot;, ask them what they have done so far about the problem and what they think some possible solutions are.&nbsp; If they have done neither, ask them to go and think about it and them come back.&nbsp; It is not important if they are right, you want them to start thinking independently.&nbsp; In time they will still come to you with problems, but also with thier ideas of solutions.</p> <p>4 - Drop some of the small stuff or delegate it.&nbsp; Look at everything you do and determine what is essential (you get fired if it does not happen), and what are the small things that don't really matter.&nbsp;&nbsp; Stop doing the small stuff all together, or delegate it.&nbsp;&nbsp; Everyjob has a report or task that is done, &quot;becuase it was always done this way&quot; that if you stop doing no one notices.&nbsp; Trust me, I&nbsp;have litterally stopped submitting reports that I was told were improtant.&nbsp;&nbsp;Either no one notices, or it is so long before they notice that it is clear to everyone that it was not critical.</p> <p>5 - Lastly, celebrate the small successes.&nbsp; You need to build up your people and inspire them to keep growing.&nbsp; Think how good it feels to hear from your boss on how great of a job you are doing. &nbsp;Especially, when they respect the boss and know you can do the job to a level of excellence.&nbsp;Know that is leadership.</p> <p>I am sure you feel overwhelmed now, but in time you will rise above the details and your team will be running like a well oiled machine.&nbsp; Then your people get promoted and you start over again!&nbsp;</p> <p>Best Regards,</p> Jrlz Mon, 11 Aug 2014 18:19:10 +0000 http://www.manager-tools.com/forums-3862#comment-80666 Re: Hiring an employee from a company who is our customer <p>Hi Brent,</p> <p>I would advise to have the highest level executive at your firm, preferably one with an existing&nbsp;rapport with the customer, reach out to his or her counterpart at the customer.&nbsp;&nbsp; Mike Bruns has a great idea of looking to frame the hiring as a win win.&nbsp;&nbsp;&nbsp; I think by having this handled at a very high level you will increase the discretion required (in case the move never happens) and take some of the low level politics out of it.&nbsp; For example, this employees direct supervisor may be steadfastly opposed to losing the employee for obvious reasons.&nbsp; However, a senior executive may see more of the long term benefits.&nbsp;</p> Jrlz Mon, 11 Aug 2014 18:10:04 +0000 http://www.manager-tools.com/forums-8905#comment-80665 Re: Developing employees who have no university-level degree <p>I would first understand what this direct wants.&nbsp; Does he or she want to move to managment?&nbsp; If so, and a degree is required (officially or unofficially) the I would stongly advise them to go back to school.&nbsp; With distance learning now, it is much easier than it used to be.</p> <p>If the direct does not want to move into managment and perhaps stay in thier current role, then focus on how they can become a superstar at that role.&nbsp; I&nbsp;again would strongly recommend getting the 4 year degree though.&nbsp; It gives them more options down the road if they decide they do want to move up.</p> wendii Mon, 11 Aug 2014 15:08:00 +0000 http://www.manager-tools.com/forums-8902#comment-80664 Re: Rolling out feedback and adding new team member at the same time Congratulations on your new role and your new hire! It's fine to have people at different stages of the trinity within your team. Remember, in your relationships with them, they are individuals, not one amorphous blob. Carry on with feedback with the directs who are ready for it. Start from the beginning with the new person. You can't jump into feedback without building the relationship first. It doesn't have to be a secret either - you can absolutely tell him "this is the management method I use. These people are here and I'm giving them feedback. You and I are here and for now we'll just be doing O3's until we know each other well". Wendii amanchauhan Mon, 11 Aug 2014 13:15:18 +0000 http://www.manager-tools.com/forums-4432#comment-80663 Re: online task tools? <p><!--[if gte mso 9]><xml> <o:OfficeDocumentSettings> <o:RelyOnVML /> <o:AllowPNG /> </o:OfficeDocumentSettings> </xml><![endif]--></p> <p><!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves /> <w:TrackFormatting /> <w:PunctuationKerning /> <w:ValidateAgainstSchemas /> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF /> <w:LidThemeOther>EN-US</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> <w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript> <w:Compatibility> <w:BreakWrappedTables /> <w:SnapToGridInCell /> <w:WrapTextWithPunct /> <w:UseAsianBreakRules /> <w:DontGrowAutofit /> <w:SplitPgBreakAndParaMark /> <w:DontVertAlignCellWithSp /> 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Heading" /> </w:LatentStyles> </xml><![endif]--><!--[if gte mso 10]> <style> /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--> <p class="MsoNormal">Best options are unlimited users that can be inside your organization or in other companies/departments. 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style="font-size:13.0pt;line-height:115%;font-family:&quot;Arial&quot;,&quot;sans-serif&quot;; mso-fareast-font-family:&quot;Times New Roman&quot;">You should work with the person at least six months. It&rsquo;s about work. This needs to be handled as up front with possible ways as per management rules. <span style="mso-spacerun:yes">&nbsp;</span></span></i></b></p> </p> amanchauhan Mon, 11 Aug 2014 13:03:27 +0000 http://www.manager-tools.com/forums-3862#comment-80661 Re: Hiring an employee from a company who is our customer <p><!--[if gte mso 9]><xml> <o:OfficeDocumentSettings> <o:RelyOnVML /> <o:AllowPNG /> </o:OfficeDocumentSettings> </xml><![endif]--></p> <p><!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves /> <w:TrackFormatting /> <w:PunctuationKerning /> <w:ValidateAgainstSchemas /> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF /> <w:LidThemeOther>EN-US</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> <w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript> <w:Compatibility> <w:BreakWrappedTables /> 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style="font-size:13.0pt;line-height: 115%;font-family:&quot;Arial&quot;,&quot;sans-serif&quot;;mso-fareast-font-family:&quot;Times New Roman&quot;; mso-ansi-language:EN-US;mso-fareast-language:EN-US;mso-bidi-language:AR-SA">This is a business relationship. Don&rsquo;t think too much about that. It has to be transparently as possible with the company&rsquo;s management. </span></i></b></p> JonathanGiglio Mon, 11 Aug 2014 11:29:20 +0000 http://www.manager-tools.com/forums-8905#comment-80660 Re: Developing employees who have no university-level degree <p>To get outsized rewards, they'll need outsized results.</p> <p>They will have to be so good, that any future hiring manager is willing to overlook their lack of degree - no easy task.</p> <p>Personally, I went back and did my degree and Masters because I realized that being able to check those boxes will help get my career to the next level. While debate continues to rage on the value and expense of a degree, the tide hasn't turned yet against a 4 year education.</p> <p>And let's not forget, the degree is a &quot;result&quot; and demonstrates&nbsp; the ability to follow through on a commitment, regardless of the education received.</p> <p>It also wouldn't hurt to find others in your company who have gotten promotions without degrees.&nbsp;Might take some digging, but they could offer insight into your company's career progression options.</p> <p>Regards,</p> <p>-Jonathan</p> chriswesley Mon, 11 Aug 2014 09:11:13 +0000 http://www.manager-tools.com/forums-8891#comment-80659 Re: When a Manager Lies to CYA <p>Before taking any major action in the working environment, it is important to be as sure of all the relevant facts as you can be. I&nbsp;would follow the old adage of &quot;getting all the liars into the same room&quot;. So I'd call a meeting which I&nbsp;would chair. I&nbsp;would lay out the reason for the meeting - to establish facts and consider options. I&nbsp;would lay out the rules - no aggressive or abusive language - just the facts - positive and constructive. Then give each participant a change to say their piece and interact.&nbsp; Of course, it's still not definitive but it's far better than acting on the isolated hearsay of any single team member.<br /> <br /> If you can be sure that your manager made this malicious threat - then fire them. They are not the kind of person you'd ever want to run your business, and they'll pollute and damage your team and your business. You can't easily change this kind of person - so let go and start again. Hiring correctly is THE most important things any employer can do, so learn from this and build some tests into your interview process for next time.</p> <p>Chris&nbsp; <br /> <br /> </p> stingraycbs Mon, 11 Aug 2014 05:34:50 +0000 http://www.manager-tools.com/forums-8903#comment-80658 Re: Feedback for remotely located directs <p>Hi TTRUAX,</p> <p>I have a direct in Thailand, one in China and dotted line reports in New Zealand and Saudi Arabia.</p> <p>When talking about feedback I rember my Chinese colleguage saying that she wants more feedback on &quot;improvement areas&quot;. This you might call &quot;negative feedback&quot;</p> <p>I really like the term &quot;adjusting feedback&quot;. It is not negative at all. If you keep it on the &quot;content level&quot; which means &quot;not-personal&quot; it is usually well accepted.</p> <p>In my one on ones I have the feedbacks from the week on small sticky notes and work though them. And in the same way I ask them to continue on their positive behaviors, I ask them also what he/she or we can do better next time to&nbsp;improve.</p> <p>All these sessions run on skype. Positive and negative/adjusting feedback is becoming so normal. If you make a big story around it, it will get worse.</p> <p>To make it more effective you should train it. Take a camera in front of you and transfer the message; usually this schould be 30 seconds or less. Then look at the video and adjust yourself. Then it should be easy to transfer it over skype. If you only use a telephone connection, then make an adio recording.</p> <p>A great book on this topic is also :Crucial Conversations - Tools for talking when stakes are high (Kerry Patterson et.al.)</p> <p> <div id="byline" class="a-section a-spacing-micro bylineHidden feature" style="box-sizing: border-box; text-transform: none; background-color: rgb(255,255,255); text-indent: 0px; font: 13px/19px Arial, sans-serif; white-space: normal; margin-bottom: 0px; letter-spacing: normal; color: rgb(51,51,51); word-spacing: 0px; -webkit-text-stroke-width: 0px">&nbsp;</div> Using the feedback model it should make it pretty easy in the end.</p> <p>What kind of feedback would you like to give?</p> <p>&nbsp;</p> <p>Christopher</p> <p>&nbsp;</p> baldursgate Sun, 10 Aug 2014 20:08:17 +0000 http://www.manager-tools.com/forums-8905#comment-80658 Developing employees who have no university-level degree <p>If my organization doesn't hire/promote people up to manager level positions without at least a Bachelor's, what are some ways I can help my directs grow their careers? (Aside from telling them to go back to school.)</p> svibanez Sun, 10 Aug 2014 16:07:25 +0000 http://www.manager-tools.com/forums-8903#comment-80657 Re: Feedback for remotely located directs <p>Kevin,</p> <p>Thank you for sharing your experience with receiving the remote feedback. &nbsp;I am in a situation similar to ttruax and it has been difficult for me to roll out feedback as I was concerned that it would not be effective. &nbsp;Your comment reminds me that I always wanted feedback when I was remote from my boss and there is no good reason to believe my remote direct doesn't feel the same.&nbsp;</p> <p>Steve</p> cruss Sun, 10 Aug 2014 03:23:10 +0000 http://www.manager-tools.com/forums-8904#comment-80656 Re: Mired Down in Detail <p>Kevin is exactly right about those casts being a great place to start. When you say &quot;<span style="color: rgb(5, 5, 5); font-family: Georgia, sans-serif; font-size: 13px; line-height: 19.5px; background-color: rgb(241, 242, 230);">getting mired down in detail and not having time&quot;</span> I think that the problem isn't that you aren't doing the things in those casts, i think it's that your PMs aren't. Push this info down to them and have them start using these tools to get better at their jobs. Once you do that I'm betting that a lot less of your time will be down in the details and a lot more of their projects will be green.</p> <p>Canyon R</p> leanne Sun, 10 Aug 2014 03:23:02 +0000 http://www.manager-tools.com/forums-8837#comment-80655 Re: Feedback Query <p>Have you listened to the cast for that? How to Give Feedback About Attire (3/30/2008)</p> <p>I think what it has in there would be very appropriate. </p> Kevin1 Sun, 10 Aug 2014 01:21:14 +0000 http://www.manager-tools.com/forums-8903#comment-80654 Re: Feedback for remotely located directs <p>Hi,&nbsp;</p> <p>As Nike would say - just do it.</p> <p>My directs are in different countries. &nbsp;My current boss is in another state and i was previously managed from another country. &nbsp;When I mess up, I want to know now so I can start correcting. &nbsp;There is no way I want to make things worse by stringing together a series of similar mess ups. My directs have always indicated that they feel the same.</p> <p>In my experience being a remote recipient actually makes it easier to keep the conversation short. &nbsp;Your body language can't let you down either.</p> <p>If you wait, the problem gets bigger, the direct gets more off track and the correction required gets more serious. &nbsp;Use a phone. &nbsp;Sooner the better. &nbsp;At worst wait until your next one on one with them. &nbsp;</p> <p>Hope that helps</p> <p>kev</p> Kevin1 Sun, 10 Aug 2014 01:10:39 +0000 http://www.manager-tools.com/forums-8904#comment-80653 Re: Mired Down in Detail <p>Hi,</p> <p>have you listened to the following?</p> <ul> <li>project management one on ones</li> <li>project management updates</li> <li>the project management drumbeat</li> </ul> <p>while they may be aimed at PMs, they would have a lot of useful guidance for a manager of PMs too.</p> <p>Kind regards</p> <p>kevin</p> <p>&nbsp;</p> joeuii Sun, 10 Aug 2014 00:34:14 +0000 http://www.manager-tools.com/forums-8904#comment-80653 Mired Down in Detail <p>I am a manager of a large team of project managers. I'm having difficulty getting mired down in detail and not having time to get to tactical and strategic tasks.</p> <p>I've been listening to the time management and prioritization podcasts, but I'd really like to hear how some of you overcame a similar ... opportunity.</p> <p>It may come down to understanding which detail really needs attention and which I should delegate or just let go.</p> <p>Thanks in advance,</p> ttruax Sat, 09 Aug 2014 22:24:26 +0000 http://www.manager-tools.com/forums-8903#comment-80653 Feedback for remotely located directs <p>&nbsp;I have four directs that are located throughout the state. One direct needs some negative feedback, yet I hesitate to provide it unless I am face-to-face with him. This means that the feedback is not always timely. What suggestions do you have to make remote feedback effective?</p> donm Sat, 09 Aug 2014 04:34:23 +0000 http://www.manager-tools.com/forums-8902#comment-80652 Re: Rolling out feedback and adding new team member at the same time <p>I would integrate the new hire as if he had already been there for the duration. Start O3s and feedback immediately. Otherwise, you're treating him differently, and that separation/differentiation cannot be good for the team as a whole. It can make the new hire feel less like part of the team, because he is treated differently.</p> <p>Aside:&nbsp;I&nbsp;started feedback almost immediately with my directs and my skips. I know that's not MT guidance, but when you have a group of demoralized people, the positive feedback (I almost never give negative feedback) is necessary to improve their morale and performance. I prefer to tell my folks when they're doing the right thing, rather than point out the occasional misstep. I find it amazing how grown people tend to beam when you point out how well they are performing their tasks. I&nbsp;have one direct who still blushes when I give him positive feedback. And all of them endeavor to continue the proper behavior, to get more positive feedback.</p> donm Sat, 09 Aug 2014 03:56:15 +0000 http://www.manager-tools.com/forums-8894#comment-80651 Re: Skip Using Work Time and Resources to Job Hunt <p>&quot;Is managing this the most effective use of your time?&quot; Certainly not. It was just something that I&nbsp;was the witness to while I was filling in for his manager during the manager's absence, so I will be the one to bring it to this man's manager's attention. I&nbsp;had written a warning (yes, &quot;written warning&quot;) and signed it, but I&nbsp;have since determined to dispose of this and leave it to his manager.</p> <p>&quot;...are there other areas you can focus on to help your team perform better?&quot; Most definitely. I am the trainingest* director you've ever met. My goal is to improve my team every day.&nbsp; (* I&nbsp;needed the word, so I&nbsp;coined it.)</p> <p>&quot;Should I still be spending training resources on this worker if he is going to squander them?&quot; I teach a course that is <em>de rigueur </em>in our industry. In some positions, lack of this course certificate means you do not qualify for the position. He has attended said course, but I&nbsp;have not yet given him his certificate. Heretofore, I&nbsp;would give the certificate upon completion of the course, but as two of my men have left using said certificate to obtain their new position, I now withhold the certificate for one year before giving my people control of it. This man has attended the course, but has not yet been awarded his certificate. I will maintain my policy of &quot;one year until awarded.&quot; Also, as noted, I&nbsp;have sent him to other courses for certificates, as I&nbsp;do all of my men. I&nbsp;have other courses upcoming. I&nbsp;doubt I nominate this man for any of them. This, in turn, sabotages his ability to grow within my group, so am I&nbsp;now creating a self-fulfilling prophecy? He won't advance because I give him no additional training, because he is soliciting positions outside my company. Yet, by giving him no training, he becomes less useful to our group, which means his worth will decrease, causing us to eventually terminate him.</p> <p>&quot;How quickly can I find someone to replace him?&quot; We hire mainly entry-level engineers. In the US, I&nbsp;had an expectation that I would lose 75% of my workforce every year, as they tired of the workload and other variables within our workload. I have lost less than 10% of my workforce in the nearly three years I&nbsp;have been in my present situation. This is especially poignant when it comes to a man such as this low performer: Should I terminate him because of his detrimental effect on the rest of my team? But to answer the quoted question: I&nbsp;could replace him within a week. We train from within, so any recent engineering graduate can take his place overnight. As this man is a low performer, his loss would not impact our shops practically at all.</p> cruss Sat, 09 Aug 2014 01:33:24 +0000 http://www.manager-tools.com/forums-8902#comment-80651 Rolling out feedback and adding new team member at the same time <p>BLUF:&nbsp;How should I handle a new team member when rolling out feedback to the rest of the team?</p> <p>Background: I've recently been made the 'Lead' of my 4 person team. There was no previous lead position (<a href="http://manager-tools.com/node/17355">Check this thread for more details</a>). I started rolling out O3s within a couple weeks of the change and have been doing them for 5 months now. I'm ready and eager to roll out feedback to my team and have been listening to the &quot;Rolling out the Trinity&quot; casts to make sure I do it right. I have also been mentally practicing by looking for things I could give feedback about and trying to think about what I would say.</p> <p>We also were approved for and have been interviewing for a additional position on the team (from 4 to 5).&nbsp;Our manager has let me lead the interview process and I&nbsp;have had great success with the MT Interview casts and the results capture meeting cast. Today we&nbsp;offered&nbsp;the top candidate and he accepted.&nbsp;I couldn't be more excited! Now I'm starting the 'New Direct - First day meeting' cast and other prep.</p> <p>This leaves me with a dilemma. I know I need to have 6 to 8 weeks of O3s with the new person before I start feedback with him to build the relationship. I'm just not sure how it will go with me still being so new to both the role and the trinity. Should I handle rolling out Feedback&nbsp;any differently because of the new team member?</p> <p>Any input is greatly appreciated.</p> cruss Sat, 09 Aug 2014 00:49:50 +0000 http://www.manager-tools.com/forums-8899#comment-80650 Re: Help me understand the difference between appointing work and delegating work <p>They do a good job of explaining the difference in this cast.</p> <p>&nbsp;<a href="http://www.manager-tools.com/2011/02/how-assign-work-tasks-part-1">http://www.manager-tools.com/2011/02/how-assign-work-tasks-part-1</a></p> <p>Canyon R</p> SuzanneB Fri, 08 Aug 2014 21:13:46 +0000 http://www.manager-tools.com/forums-8901#comment-80650 Assessments for Business/Data Analysis Skills <p>&nbsp;Not exactly M-T related but hoping someone here may have a resource I can use. We are modifying our job descriptions a bit to refine the role of business analyst. &nbsp;There's a strong data component. &nbsp;I've been scouring the internet for a basic assessment of analysis skills and while there are plenty of options none jump out at me as being especially awesome.</p> <p>&nbsp;</p> <p>Does anyone here have a resource they would recommend for something like this?</p> mustangldo Fri, 08 Aug 2014 21:05:24 +0000 http://www.manager-tools.com/forums-8897#comment-80649 Re: Military to Civilian transistion resume <p>thanks for the input!</p> <p>with 32 years of sevice I really do have an issue of staying on one page if I go back and list every command and job I had from E-1 to O-4.</p> <p>Seems to me the most critical information for the positions I am looking for occured during the 16 years of commissioned service and te enlisted work just laid that foundation.&nbsp; The fact that I rose in rank from E-1 to O-4 give the sense of progression that would be necessary to demonstrate in a civilian only resume.</p> <p>JM</p> JonathanGiglio Fri, 08 Aug 2014 16:51:14 +0000 http://www.manager-tools.com/forums-8894#comment-80648 Re: Skip Using Work Time and Resources to Job Hunt <p>Interesting information you were able to provide. I think most of us had assumed an American office type working environment. If anything, a good lesson in not jumping to conclusions. That said - the guy seems to be abusing his privileges and you certainly do not want his bad behavior to negatively impact your team. Far too often do we see policies enacted that damage the entire team just for one bad actor. Is managing this the most effective use of your time? Or are there other areas you can focus on to help your team perform better? You'll know when you feel enough pain to act. If you and your company are providing all of this support and the abuse continues, stepping in may be your only recourse. </p> <p>There are still two considerations that I'm sure you go through every day when thinking about him.</p> <p>&nbsp;</p> <p>1)&nbsp;Should I still be spending training resources on this worker if he is going to squander them? This isn't about training people who are going to leave, but about where to put the company resources to get the most bang for your buck.</p> <p>2) How quickly can I find someone to replace him? It seems that the travel visas and skill requirements can be somewhat challenging to come by. And if this is the case - is there any way to coach his performance upward?&nbsp;This is a two way street after all and if you can invest in him, perhaps there is a chance at redemption.</p> <p><br /> Best of luck to you!</p> Smacquarrie Fri, 08 Aug 2014 16:25:39 +0000 http://www.manager-tools.com/forums-8900#comment-80647 Re: Interview Presentation There is a great cast from Aug 2005 called "Effective Meetings" that, if you are a licensee, has show notes that include information on how to run this. It is primarily designed to help you with being more effective in meeting management but it includes items that you will want to communicate to your new team. This is a 3-part series. I would also recommend some of the content from "New Direct - First Day Meeting" - January 2012. I tend to include a simple slide on me and my work history as it is relevant to the position (if needed) and leave most of the meeting open for Q&A so that I can get a better idea on the macro level of where the team is what they are involved with. This can give you some openings to use in the 1:1 and as you learn more about your team. I currently show about 246 casts on meetings - this is across 3-4 RSS feeds plus show notes. I hope this helps. Mac DiSC 7121 bliv26 Fri, 08 Aug 2014 15:11:42 +0000 http://www.manager-tools.com/forums-8900#comment-80647 Interview Presentation <p>Can anyone recommend a presentation activity for an external interview?&nbsp; Or any MT or CT casts related to this?</p> <p>I've been invited to interview for an external role.&nbsp; This is an hour long interview.&nbsp; I've also been asked to present a five minute activity that demonstrates how I'd begin my first meeting with my new direct reports.</p> <p>My sense is that I'm being asked to develop an introductory &quot;ice breaker&quot; activity that demonstrates effective communication and leadership.&nbsp; I&nbsp;have some ideas but I'd also be interested in what others would do in a similar situation.</p> <p>In my current role I manage 20 direct reports.&nbsp; I use most of the manager tools guidance for running effective meetings.&nbsp; I also do 1:1s, feedback, and coaching.&nbsp; I've purchased the Interviewing Series and listened to all those casts.</p> jskehan Fri, 08 Aug 2014 14:26:23 +0000 http://www.manager-tools.com/forums-8811#comment-80646 Re: Recruiting challenge: GPA and top schools <p>I would do what you can to meet the new challenge.</p> <p>If there is wiggle room, you can take a targeted check minus on stellar candidates and highlight the key reason(s) you made a new hire that doesn't tick all of the boxes with some positive press. i.e. Recruit XYZ ticked 4 of 6 boxes and ran a 50 person student organization. Recruit ABC met 5 of 6 boxes and came in with demonstrated expert skills in &lt;some key job &nbsp;requirement&gt;.</p> mauzenne Fri, 08 Aug 2014 12:52:31 +0000 http://www.manager-tools.com/forums-7421#comment-80646 Changes to the Forums <p>We have rearranged the forums to make them easier to use. Don't worry, we haven't deleted anything - the full 6 year history is still there.</p> <p>We've consolidated the categories, so it's easier for you to choose where you put your question and to find answers to similar questions. </p> <p>To help you find things here's a list:</p> <p><strong><a href="http://www.manager-tools.com/forums/manager-tools-forums/general-questions-and-comments">General questions and Comments</strong></a> now includes the FAQs, Finance and Accounting and International Management topics.</p> <p><strong><a href="http://www.manager-tools.com/forums/manager-tools-forums/manager-tools-effective-manager-conference">Manager Tools Conferences</strong></a> includes posts for both the Effective Manager and Effective Communications conferences.</p> <p><strong><a href="http://www.manager-tools.com/forums/management-help/coaching">The Manager Tools Trinity</strong></a> covers, as you would guess, One-on-Ones, Coaching, Feedback and Delegation.</p> <p><strong><a href="http://www.manager-tools.com/forums/management-help/communication">Career Management</strong></a> is the new home of general career discussions, Influence and Persuasion, Communication, and Interviews.</p> <p><strong><a href="http://www.manager-tools.com/forums/management-help/hiring-practices">Hiring</strong></a> includes both Hiring and Interviewing Others, as well as the Bench Success Stories. </p> <p><strong><a href="http://www.manager-tools.com/forums/management-help/general-management-and-leadership">Management and Leadership</strong></a> is where you'll also find the Project Management discussions.</p> <p>All the other categories remain the same.</a> <p>We know for those of you who have used the forums for a long time, it'll be an adjustment, but we hope that you'll find the new structure easier in time and that it'll be more intuitive for newcomers.</p> mauzenne Fri, 08 Aug 2014 12:50:03 +0000 http://www.manager-tools.com/forums-7855#comment-80645 Re: Subscribing via the Podcast App Charles, Sorry for the troubles! I *think* I know the issue. It appears from what you said, and my limited testing, that Downcast does not implement Basic Authentication in their app. Basic Authentication is the protocol used for handling the username/password process. Embedding the username and password in the URL is an alternative way of providing the credentials to the server. Unfortunately, there is no easy way for you to embed your username and password into the requests for the *audio files*. So, you get the feed, but not the audio files. I'm not confident there is much to be done about this ... other than perhaps encouraging Downcast to support Basic Authentication in their app. Mike amplifi Fri, 08 Aug 2014 05:31:46 +0000 http://www.manager-tools.com/forums-8899#comment-80645 Help me understand the difference between appointing work and delegating work <p>&nbsp;In the Manager-tools basics &quot;Delegation&quot; section, there's a big distinction made between assigning projects to your staff and delegating projects</p> <p>- when assign projects, the direct doesn't have a choice</p> <p>- when you delegate projects, the direct does have a choice</p> <p>- you need to delegate projects in order for the org to be more productive</p> <p>So what happens if the direct starts a project and then decides they don't want to keep it? If it's not &quot;assigned&quot; work, don't they keep the right to say no?&nbsp;</p> <p>AND, if the org NEEDS to delegate in order to grow, doesn't that mean the projects delegated are in fact NEEDED? And doesn't that make them more like assigned tasks?</p> <p>&nbsp;</p> <p>what I'm asking really is, when does a delegated project cross over into an assigned project that you can say &quot;this is your job&quot;?</p> <p>&nbsp;</p> edcrawfordlv Fri, 08 Aug 2014 03:14:08 +0000 http://www.manager-tools.com/forums-8891#comment-80644 Re: When a Manager Lies to CYA <p>You can still formally document this incident.</p> <p>Meet with the employee involved and formally communicate your company policy on truth and your policy on a hostile work environment. &nbsp;You don't need to make any acquisitions, you just want proof that you specifically communicated your expectations.</p> <p>Be sure to date it and keep it in a file. &nbsp;If this is a legitimate complaint, chances are you'll need plenty of documentation later.</p> <p>Ed</p> stingraycbs Fri, 08 Aug 2014 00:56:10 +0000 http://www.manager-tools.com/forums-8898#comment-80644 Time Logging : Supporting App <p>&nbsp;Hi,</p> <p>I would like to recommend to you an iOS app for the iPhone or Andy other iDevice called:</p> <p><strong>Mind Jogger (LeStro's apps)</strong></p> <p>it allows you to set up multiple alarms (up to 64) per day and randomize them in a given time frame (e.g. 50 alarms between 6:20 and 17:00)</p> <p>I recently completed my time logging and this app was great , because I saved a lot of time. Instead of entering all the alarms into my system, this app just did it for me. So I was happy to spend the little amount of money to it.</p> <p>Christopher&nbsp;</p> <p>(a high D)</p> <p>&nbsp;</p> donm Fri, 08 Aug 2014 00:16:29 +0000 http://www.manager-tools.com/forums-8897#comment-80643 Re: Military to Civilian transistion resume <p>Although you want to stay away from most of the jargon, remember that many folks in the &quot;real world&quot;&nbsp;are ex-military. I&nbsp;would not use &quot;commissioned officer,&quot; though. I'd probably use your actual rank (Lieutenant Commander?) and then your designator (title, not number), going by your M-T name. Also, I'd list the rate you had when enlisted, as well as your final enlisted rank before transitioning to LDO.</p> <p>From there, I'd list achievements in bullets according to the M-T guidance. Running a squadron maintenance team or being the weapon's officer are not light-duty achievements in themselves. I think I'd look through old evaluations to cherry pick things that were a big deal throughout my career, as well.</p> <p>&quot;US&nbsp;Navy, 09/82 to present, Rising in rank from E1 to O4 (seaman recruit to Lt Commander)&quot;</p> <p>Commissioned Officer as of 07/99 with a specialty in (designator)&quot;</p> <p>Followed by bullets. As you're LDO, it doesn't really matter what your rank was for each bullet. You stayed in the same general field for 32 years, so you can ignore the fact you were a SCPO for one bullet, but a Lieutenant for another. Had you gone URLO, then perhaps this would change, but - again, using your M-T name as a guide - that seems to not apply here.</p> <p>&nbsp;</p> donm Thu, 07 Aug 2014 23:55:33 +0000 http://www.manager-tools.com/forums-8894#comment-80642 Re: Skip Using Work Time and Resources to Job Hunt <p>&quot;The only red flag is taking time off from work. As long as they have PTO and they're using it, no big deal. If they're not taking PTO and looking for a job on the company's dime, that's a problem.&quot;</p> <p>I'm in Dubai. Things are different here (sort of like the adage, &quot;You're unique, just like everyone else.&quot;). He is on my dime right now. We don't really have PTO in the sense you're using it, so I'm paying him while he's doing this hunt, as well as the fact he's on a computer that I have provided him.</p> <p>Just to give you an example of some of the unique challenges we have here, we often have to wait up to two weeks to get visas for our men to travel to do their jobs. Sometimes, we cannot send folks on jobs because their nationality cannot get a visa to that country. Sometimes, it is their job title that stops them from getting a visa. Many of my guys do not have driver's licenses, and even those who have licenses have restrictions such as &quot;automatic transmission only.&quot; Sometimes, the person requires a certain certification such as having passed an industrial seminar on how to escape from a ditched helicopter (HUET), how to install equipment in hazardous areas, or how to operate special purpose equipment.</p> <p>For most of the items above, I&nbsp;usually pay for the course, provide transportation, and pay the man while he's at the course, as well as a meal stipend and hotel or similar costs. This is normal in any industry for the required courses.</p> <p>What does one do about the driver's license? I can't really pay the man to take a two-month-long course, but I&nbsp;do facilitate the time off when we have some slack time in the shop. This is where the man has been going - to get a driver's license. We reimburse a large portion of the fee for the course once it is completed, and we pay for the time he must take off from work to do the course. None of this PTO was done prior to my arrival nor was the reimbursement done for getting the license at all. I've authorized the time off, and our GM allows me to run my group as I&nbsp;see fit. I know he is not thrilled with my liberal time off policies, but he likes my overall results, so he's basically hands off, but eyes on.</p> <p>This man has taken advantage of a policy that I'm already being questioned about, which just makes it harder for me to justify future policies. Add this to the fact that he's a low performer, even before this breach of etiquette (if not policy), and you come to the point where I&nbsp;am now.</p> <p>I have decided to wait until his manager returns from a short hiatus. I will show the manager my proof of the man's perfidy, and let him do what he wants.</p> <p>The fact that I'm stepping back doesn't mean that I&nbsp;don't feel a bit of a personal affront due to this man's lack of morals or lack of a sense of gratitude for the generosity I've shown him. I know that it sounds strange in today's business climate, but I&nbsp;am loyal to my people, and I hope for a bit of loyalty in return. I guess that's the crux of this. I am personally disappointed in this man's actions. Going back to arm's length will get my emotions out of this, I hope.</p> <p>As an aside, this situation proves to me that my High-I is genuine (4-7-3-1). I&nbsp;might act C-ish or D-ish to get my&nbsp; job done, but this kind of action hits me in my heart. From a quick internet search: &quot;The hardest thing for a High-I to accept is rejection.&quot;</p> <p>For those who think &quot;TL;DR&quot;: He was on my dime, but I'm stepping back to let his manager handle this.</p> BariTony Thu, 07 Aug 2014 21:37:53 +0000 http://www.manager-tools.com/forums-8894#comment-80641 Re: Skip Using Work Time and Resources to Job Hunt <p>&nbsp;I'm going through a similar situation right now. Sounds like you've committed to helping them improve their performance, which is great. If they decide to move on, it's probably better. If there's a skill gap or they don't like the working environment and they feel that they can't (or won't) improve the situation, I think it's perfectly fine to let them go. It'll save you the trouble of terminating them.</p> <p>The only red flag is taking time off from work. As long as they have PTO and they're using it, no big deal. If they're not taking PTO and looking for a job on the company's dime, that's a problem.</p> <p>Don't put too much stock in LinkedIn. You said yourself that you accept invites from anyone you know. A lot of people will accept invites to anyone who sends them. That holds true for recruiters as well. And it doesn't necessarily mean anything, though I'm a bit surprised that it never occurred to him to change his account settings so that his contacts couldn't see each other and LinkedIn stops sending updates to all of his contacts on everything he's doing...</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> DRD282 Thu, 07 Aug 2014 19:53:11 +0000 http://www.manager-tools.com/forums-8882#comment-80640 Re: How to deal with a manager that is biased <p>Regarding your concern about discrimination, that term only applies in a fairly narrow set of circumstances. Assuming you are in the US, you have to basically be discriminating against someone who is in a protected class, *because* they are in that protected class. Some states/counties/cities have stricter laws, but in general it is not discrimination to treat one worker differently than another for any other reason. If I like Bob more because he has a good sense of humor and brings me lunch, and I don't put him on a PIP at the same point I would have with Fred, that's not discrimination.&nbsp;It's not really professional, but it's not discrimination.</p> <p>&nbsp;</p> <p>http://en.wikipedia.org/wiki/Employment_discrimination_law_in_the_United_States</p> <p>&nbsp;</p> <p>&nbsp;</p> DRD282 Thu, 07 Aug 2014 19:41:01 +0000 http://www.manager-tools.com/forums-8891#comment-80639 Re: When a Manager Lies to CYA <p>I just don't remember what it is. I think if you listen back through the Feedback casts it is in there.</p> <p>Basically the MT guidance (someone please correct me if I'm a bit off) is that you evaluate your source and the subject of the secondhand information. If you trust the source and believe that it happened then you *act as if* you were there to see it happen, case closed. There is no &quot;so and so said this...&quot; and no sussing for the truth. You act as if, give feedback accordingly, and move on.&nbsp;</p> <p>Does anyone remember that cast(s) where they discuss this?</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> DRD282 Thu, 07 Aug 2014 19:40:43 +0000 http://www.manager-tools.com/forums-8891#comment-80638 Re: When a Manager Lies to CYA <p>I just don't remember what it is. I think if you listen back through the Feedback casts it is in there.</p> <p>Basically the MT guidance (someone please correct me if I'm a bit off) is that you evaluate your source and the subject of the secondhand information. If you trust the source and believe that it happened then you *act as if* you were there to see it happen, case closed. There is no &quot;so and so said this...&quot; and no sussing for the truth. You act as if, give feedback accordingly, and move on.&nbsp;</p> <p>Does anyone remember that cast(s) where they discuss this?</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> Smacquarrie Thu, 07 Aug 2014 17:40:30 +0000 http://www.manager-tools.com/forums-8897#comment-80637 Re: Military to Civilian transistion resume Break them down into separate line items to begin with and follow each with a general description of your MOS duties: Commissioned Officer, United States Navy: 07/99 present- Line Officer - Lead XX Division with focus in Safety of Navigation (Safe weapons handling and storage, etc.) Enlisted Service member, United States Navy: 09/82 04/88; 05/89- 06/99- Rate (OS, BM, MA, HM, etc)core duties Try to include some significant achievements for each listing without including "generic" medals or ribbons I hope this helps. Mac DiSC 7121 mustangldo Thu, 07 Aug 2014 17:21:26 +0000 http://www.manager-tools.com/forums-8897#comment-80637 Military to Civilian transistion resume <p>I am reformatting my resume to fall in line with the guidance from Career Tools.&nbsp; All of my work experience is military and with 32 years of service, moving every 2 years it's a few line items.</p> <p>I'll get it on one page so that isn't the issue.&nbsp;</p> <p>The question is dealing with translation of military job titles to civilian job titles.&nbsp;</p> <p>To set the stage I decided&nbsp;to address the military service up front so that the reader will take into account that these are&nbsp;not traditional civilian jobs or job titles.</p> <p>&nbsp;Taking line control into consideration I put this just under my name and address:</p> <p><span style="font-size: 10pt; mso-bidi-font-weight: bold">Commissioned Officer, United States Navy:<span style="mso-spacerun: yes">&nbsp; </span>07/99 &ndash; present <span style="mso-spacerun: yes">&nbsp;</span>Enlisted Servicemember, United States Navy:<span style="mso-spacerun: yes">&nbsp; </span>09/82 &ndash; 04/88; 05/89- 06/99</span></p> <p><span style="font-size: 10pt; mso-bidi-font-weight: bold">Then I listed my most current position.</span></p> <p><span style="font-size: 10pt; mso-bidi-font-weight: bold"><o:p>Thoughts on how I should handle the translation?</o:p></span></p> donm Thu, 07 Aug 2014 15:14:15 +0000 http://www.manager-tools.com/forums-8895#comment-80636 Re: Using O3 with clients and subcontractors <p>PMO3's (Project manager O3's).</p> <p><a href="http://manager-tools.com/2009/05/project-manager-one-ones-part-1">http://manager-tools.com/2009/05/project-manager-one-ones-part-1</a></p> <p><a href="http://manager-tools.com/2009/05/project-manager-one-ones-part-2">http://manager-tools.com/2009/05/project-manager-one-ones-part-2</a></p> <p>Basically, it's just like standard O3's, except without the &quot;future&quot;&nbsp;or &quot;coaching&quot; aspect.</p> zpaul_010 Thu, 07 Aug 2014 14:34:48 +0000 http://www.manager-tools.com/forums-8896#comment-80636 Just got a raise. Is it too much to ask/work on promotion next year? <p>&nbsp;I recently got a raise for my previous year performance. But its not even half of what I was expecting. Will it be too much if i inform my boss that I would like to work on a promotion next year?</p> coryquinn Thu, 07 Aug 2014 11:55:38 +0000 http://www.manager-tools.com/forums-8895#comment-80636 Using O3 with clients and subcontractors <p>&nbsp;<span style="font-family: Arial, sans-serif; font-size: 9pt;">Question: &nbsp;How do I best use the trinity with clients and subcontractors.</span></p> <p><span style="font-size: 9pt; font-family: Arial, sans-serif;">My company is the prime contractor on a multi-year contract with subcontractors. &nbsp;In my role I am a project manager assigned to lead a project with a client counterpart and subcontractors.<o:p></o:p></span></p> <p><span style="font-size: 9pt; font-family: Arial, sans-serif;">My client counterpart was assigned to me by her supervisor&nbsp;and in a private meeting I was asked to help the person develop.&nbsp; My counterpart&rsquo;s supervisor see the person as being promoted&nbsp; too soon and not mature.&nbsp; I working with the person in the last 3 months I agree.&nbsp; They have failed to execute tasks or understand the purpose of the project. How do I best coach my client counterpart?<o:p></o:p></span></p> <p><span style="font-size: 9pt; font-family: Arial, sans-serif;">I have multiple subcontractors matrixed to me for the project.&nbsp; I would like to develop them to take on more responsibility and be accountable for the line of operation they are assigned.&nbsp; Thus far I have been wary of O3s since they are a sub.<o:p></o:p></span></p> luizmessi Thu, 07 Aug 2014 11:22:24 +0000 http://www.manager-tools.com/forums-7744#comment-80635 Re: Changing Career path retail to Web development <p>&nbsp;David Wilson Bids Tearful Goodbye To Football and much more latest news visit www.theavenza.com</p> mike_bruns_99 Wed, 06 Aug 2014 19:50:26 +0000 http://www.manager-tools.com/forums-8891#comment-80632 Re: When a Manager Lies to CYA <p>First, they're either trusted or they're not. &nbsp;If you don't trust them in their current role and demote them, it, they'll just be resentful. &nbsp;</p> <p>I agree with DONM, you don't want to play Sherlock Holmes here. &nbsp;His approach is perfect.</p> <p>The only thing I would add when talking with manager, is to say: &nbsp;&quot;Whether you said it in a bar, or whether you were serious, it was still a galactically stupid thing to say. &nbsp;It damaged the relationship with your team, and your relationship with me. &nbsp;It makes me question your judgement. &nbsp;If anything like this happen again, I will fire you.&quot;</p> <p>Use the words &quot;I will fire you&quot;. &nbsp; It sounds like this manager is playing games, and she needs to realize this is no game. &nbsp;If it happens again and you will fire her, the right thing to do is to let her know, now.</p> <p>=================================</p> <p>That being said, it you have any question whatsoever about your Manager's integrity, you can and should terminate now. &nbsp;It's telling that your first instinct wasn't &quot;This is just a misunderstanding&quot;. &nbsp; If you think it's possible that she lied in this circumstance, that means there's more than just this incident. &nbsp;Fire her now. &nbsp;Not for lying, but for losing your trust.</p> Jrlz Wed, 06 Aug 2014 18:09:39 +0000 http://www.manager-tools.com/forums-8893#comment-80631 Re: Hate my job but should I stick it out? <p>Hello Happytree,</p> <p>I would explore what other opportunities there are.&nbsp; I would not quit your current job until you have recieved and accepted and offer for another job.&nbsp; No harm will come from exploring what else is out there.&nbsp;&nbsp; Best case, you find something better. &nbsp;Worst case, you discover you are happy with where you are at.</p> mike_bruns_99 Wed, 06 Aug 2014 17:12:02 +0000 http://www.manager-tools.com/forums-8894#comment-80630 Re: Skip Using Work Time and Resources to Job Hunt <p>Seriously. &nbsp;In a one-on-one or review, have their manager say to them:&nbsp;</p> <p>&quot;Direct, it's been a year and things are not working out. &nbsp;I also know you've been on the job-search sites. &nbsp;I think that's a good decision on your part, and here's the resume-guide I would use.&quot; &nbsp;If he asks if he's fired, the answer is no, just that another opportunity would be a better fit, sooner rather than later.</p> <p>If he's effective while he's looking for another job, fine. &nbsp;If he checks-out or doesn't perform, fire him.</p> <p>=========================</p> <p>While being on the job-boards during work hours on a work computer is not ideal, to me it's no different than them checking facebook or streaming the world-cup during work hours. &nbsp; If they perform effectively, no big deal. &nbsp;if they don't perform, the issue is not facebook. &nbsp;It's that they're not performing.</p> JonathanGiglio Wed, 06 Aug 2014 17:07:37 +0000 http://www.manager-tools.com/forums-8894#comment-80629 Re: Skip Using Work Time and Resources to Job Hunt <p>To be fair, you can't cut him off from his opportunities from food, clothing, and shelter - you can only manage his work product for you as he works for you.</p> <p>That said, you can &quot;manage him out&quot; on your time schedule instead of waiting for his. Personally, I'd work to replace him as quickly as possible as he seems to be working in replacing you&nbsp;(his employer) in a similar time frame.</p> <p>You could try to be direct with feedback: &quot;when I see you 'liking' job posts on LinkedIn during work time, you are not giving your attention to the company during work hours. What can you do differently?&quot; Unfortunately, it will be difficult to discipline him for using LinkedIn - even if to scout for other jobs. This isn't Facebook due to its quasi-professional network. And even so, he can always do this on his off time or just hide his updates from you. To be fair, he doesn't seem professional enough to keep his job searching separate from his work and you probably should not rely on him anyway.</p> <p>Finally - make sure to protect your online professional network as well. De-Linking someone is the height of unprofessional behavior in my opinion, but just make sure he doesn't rely on you openly or attempt to use you as a reference. Make sure that you have not endorsed him for anything as well.</p> <p>Good luck!</p> <p>&nbsp;</p> donm Wed, 06 Aug 2014 15:41:52 +0000 http://www.manager-tools.com/forums-8894#comment-80629 Skip Using Work Time and Resources to Job Hunt <p>BLUF: What would you do if you had a low-performing skip who took time off from work, and you had iron-clad proof that during the time off, he was job hunting?</p> <p>I have a skip who took some time off today to purportedly do some quasi-work-related errands. This skip has been with the company for a little less than a year. His performance has been lacking. He is basically lazy, and puts more effort into avoiding work than doing work. He has performed a few minor tasks well, but on a scale of 1 to 5, he barely rates a 2.</p> <p>Most of my skips are high 4's or 5's. I've been speaking about this skip with his manager for the last two months or so. We have come to the conclusion that he wants the job and paycheck, but he just doesn't like the work part of it all. This was before today's occurrence.</p> <p>This skip had sent me a LinkedIn request right after he went to work for us. I accept LI requests from anyone I know. I&nbsp;use LinkedIn very rarely, but I have found it useful for finding some suppliers I would not have otherwise found. I find it mostly worthless for networking, but maybe that's just me. In any case, this skip is part of my LinkedIn network.</p> <p>For the last month or so, this skip has been &quot;liking&quot; and responding to any job-search post on LI. Of course, all of these actions come up on my LI feed. Today, while the skip was out on the errand, I saw that I&nbsp;had gotten a LinkedIn request from a disinterested third party, so I&nbsp;signed in to LI to answer the request. I&nbsp;glanced at my feed, and thought, &quot;Oh, the skip is at it again.&quot; I did a double-take. It said he had answered the post 33 seconds earlier.</p> <p>I&nbsp;thought, &quot;Maybe LI requests aren't synchronized very well.&quot; I&nbsp;then refreshed my screen. The 33 second old request became three minutes, and another, new job hunt &quot;like&quot; came up from the same skip. He was doing this &quot;live&quot; as I&nbsp;was watching.</p> <p>In addition, everyone in his position is issued a laptop computer for their job and reports while in the field. He was also using the laptop I had provided to do these posts.</p> <p>So, back to the bottom line:&nbsp;How would you handle this?</p> mrreliable Wed, 06 Aug 2014 14:59:35 +0000 http://www.manager-tools.com/forums-8891#comment-80628 Re: When a Manager Lies to CYA <p>&nbsp;If I didn't know better I'd say your manager went to work for you after she was terminated by me. Disclaimer, I don't know what happened either, but the pattern looks identical.</p> <p>Your problem isn't just that someone told a lie and it's blown up. Your problem is that someone has a pattern of lying to take other people down, or at the very least to throw other people under the bus for their own convenience.</p> <p>The most striking similarity in these scenarios is asking other people to lie to give her intial lie credibility.</p> <p>The person I dealt with was not only an employee, but also in the family circle. I witnessed many episodes where it was obvious she was lying, and there were situations where she'd ask me to lie to someone else to cover for her. I also got, &quot;Oh, that was a joke, ha ha!&quot; as a fairly standardized response when a quick-thinking plausible excuse didn't pop into her head.</p> <p>I did everything I could to work with her, counsel her, and support her. It did no good. The last straw came when she was very late on a project. The president of our company came into my office and said, &quot;Why did you tell So-And-So to stop working on that project?&quot; In a way it's fortunate that her reputation for lying was wide and earned, so there was no question when I said, &quot;We never discussed anything like that.&quot;</p> <p>As I was soul searching before the termination, I thought back to the time she told me to say something to another person that was an inside joke, it would be so funny, ha ha ha. Foolishly I did so, and it turned out to be a nasty, hurtful comment. I thought about all the people who had been soiled along the way, &quot;I never got that message,&quot; discussions of clever lies to tell to gain an advantage over people instead of discussions of clever ways to tell the truth.</p> <p>The &quot;How dare you&quot; also resonates. I think there was a bully aspect, which turns to victimhood when the intended target wheels and stands up.</p> <p>One of those folks is engaging in an aggressive, thoughtful plan to trash the reputation of integrity of the other person. I think it's possible to emphatically lay down the law and move forward, I certainly tried to do that in my situation. However, if I had to do it all over again, or encountered someone with those traits, my level of tolerance would be minimal. I would also worry about erosion of trust of the person who is the honest one in this situation. They're defending their reputation.</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> happytree87 Wed, 06 Aug 2014 14:08:08 +0000 http://www.manager-tools.com/forums-8893#comment-80628 Hate my job but should I stick it out? <p>I've been in a lower management position now for almost 3 years. This is my first manager position ever and I was very excited about getting this opportunity when I first started. I was always very enthusiastic about my work and would say on a daily basis that I love my job and the company I work for. This was the case until about 6 months ago, when I was contacted by a recruiter about a position in a completely different industry, different state, much higher pay and much more responsibility. I&nbsp;was offered this opportunity due to my language skills.&nbsp;It was as if this screamed at me &quot;Hey, if you could get this job, who knows what else you can go for&quot;. I ended up not pursuing this job but ever since then I think I've been overly excited to see what else I could do.</p> <p>Right now the problem I&nbsp;have is also that I'm not happy in my job just because of the clientel we deal with. I have to say our company is great, the benefits are perfect for my situation and I don't see myself finding another job that pays me the same in this area. I have been constantly looking for other opportunities but I'm not sure if I should stick it out. I'm 27 and I&nbsp;get emotional and dramatic at times (e.g. if I have a bad day I want to quit). This sounds very childish and probably is.</p> <p>I&nbsp;work in&nbsp;residential real estate (affordable section)&nbsp;and I have come to the conclusion that it is not for me. I&nbsp;like real estate, but not the residential part of it and dealing with people who are smooching off the system. I'm not allowed to make certain decisions and can't make improvements as they are not welcomed by my supervisor.</p> <p>I know that I could probably be transferred to a bigger property in the future, which would provide me with a bigger salary, but it will still be the same environment and I know I'm not happy with that.</p> <p>I need someone to set me straight. Should I get over it and continue to try for the best at my current job or is it time for me to explore other areas before I end up wasting my time and energy?</p> <p>&nbsp;</p> <p>&nbsp;</p>