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 kmei4545 Thu, 31 Jul 2014 06:20:58 +0000 http://www.manager-tools.com/forums-8865 Zenith Crushers are the Energy Efficient Equipment <p>&nbsp;<span style="font-family: Simsun; line-height: 18px;">During the project construction process, we have different particles demands on the gravel material according to its different functions, According to the particle size, the crushing production line should equip with homologous crushing equipment, Currently, there are many industries need the small sized materials,</span><a href="http://www.qualitycrusher.com/products/grinding-mill/lum-ultrafine-vertical-roller-mill.html" style="font-family: Simsun; line-height: 18px;">vertical roller mill</a><span style="font-family: Simsun; line-height: 18px;">&nbsp;</span><span style="font-family: Simsun; line-height: 18px;">needs the good crushing equipment, The crushers that produced by Zenith have the advantages of reasonable structure, good materials, stable operation; they are the commonly used equipment in the fine stone production line,</span></p> <p style="margin: 0px; padding: 0px; font-family: Simsun; line-height: 18px;">&nbsp;</p> <p style="margin: 0px; padding: 0px; font-family: Simsun; line-height: 18px;">The crushers are commonly used for crushing the limestone materials sandstone, quartz and the phosphorous ore The long services life of the wearing parts can reduce the maintenance times and costs, Zenith crushers are designed with reasonable structure and strong function, They are mainly used in cement,<a href="http://www.buyjawcrusher.com/grinding-mill/lum-vertical-roller-mill.html">Vertical Roller Mill</a>&nbsp;metallurgy, construction, building materials, and power plant desulfurization industry, This machine has the advantages of high efficiency and low consumption, which can bring huge profits to the customers</p> <p style="margin: 0px; padding: 0px; font-family: Simsun; line-height: 18px;">&nbsp;</p> <p style="margin: 0px; padding: 0px; font-family: Simsun; line-height: 18px;">In the crushing industry, Zenith thinks that the exploitation of the crushing machine is a long terms of work and it should connect with the market demand, Zenith try their best to improve the added value of the machine and set a famous company brand to be a good example of this industry</p> JWasong Thu, 31 Jul 2014 03:33:10 +0000 http://www.manager-tools.com/forums-8862#comment-80572 Re: Picking skip-level employees: Would you ever? <p>Unfortunately, making a hiring decision based on a poorly run interview wouldn't &nbsp;do you or the candidate any favors. Is a second round interview an option? You or your other manager could lead by example in the next go-around and you'll have better information afterwards.</p> <p>My questions for your direct report manager would be about the specific areas the candidate needed to work on. Are any of those things deal breakers for the job or are they things this manager can help coach and improve given the opportunity? People like feeling useful and helpful. You might even find this manager volunteering to take the candidate under his wing. That would be a much better outcome than using position power to make the hiring decision.</p> <p>-- John</p> alextupolev Wed, 30 Jul 2014 22:33:50 +0000 http://www.manager-tools.com/forums-8878#comment-80571 Re: How to win a power struggle when old boys/alumni networks are involved (and you are not part of them)? <p>Well, thanks for your answer JRLZ.</p> <p>Interesting to hear that this kind of situation can be experienced in other sorts of organizational set-ups.</p> <p>The common thread is that there are ingredients for some sort of a political conflict due to a change (if not pre-established) in the balance of power.</p> <p>Maybe the question could be rephrased as: how to become buddies with management when they are already a very close-knit gang of elite buddies?</p> <p>In an ideal world, these organizations should be made illegal...</p> davek Wed, 30 Jul 2014 20:43:05 +0000 http://www.manager-tools.com/forums-8877#comment-80570 Re: 10 days of time logging complete! <p>Thanks for this. I've been behind on the podcasts, but the thread caught my eye. I've found the podcast, and am planning to try the timelog. Looks like it could be very useful information. </p> Jrlz Wed, 30 Jul 2014 20:34:40 +0000 http://www.manager-tools.com/forums-8867#comment-80569 Re: Disappointing performance review <p>Hello Z Paul,</p> <p>Sounds like this review was not handled the MT way.&nbsp;&nbsp;It&nbsp;could be that with the change of management&nbsp;there&nbsp;was a&nbsp;disconnect.&nbsp; &nbsp; I would ask for a meeting to understand how you are going to be measured for this year.&nbsp; I would ask a lot of questions to understand what good looks like. &nbsp;For example, &quot;at the end of this year for me to be considered for a 3 or 4, what would I&nbsp;have accomplished&quot;.&nbsp; Then drill down for specific measurable things.&nbsp; Try to capture goals and milestones that can be measured.&nbsp;&nbsp; Then I would summarize this in writing to you manager so everyone is on the same page.</p> <p>Make sure you approach is not confrontational.&nbsp;&nbsp;Your approach should be that you want to help your boss and the organization achieve it's objectives. &nbsp;You want to understand your contributions fit in on that and how you know you are on track.</p> <p>Regards,</p> jaredavd Wed, 30 Jul 2014 17:10:50 +0000 http://www.manager-tools.com/forums-8862#comment-80568 Re: Picking skip-level employees: Would you ever? <p>We've had a post-interview chat and at no point did he say we shouldn't hire this candidate. He said he had some great answers and some areas to work on, but gave no solid, specific reasons to say no. &nbsp;He doesn't conduct interviews well and I made the mistake of not reviewing his questions before he interviewed the candidate (I had a conflict and let him handle the interview- my mistake). &nbsp;I got feedback from my effective DR that the manager interviewed poorly, did not ask relevant questions, and then gave unspecific feedback about the interview. &nbsp;&nbsp;This is part of what makes him ineffective and I do not trust his judgement and decision making ability.</p> svibanez Wed, 30 Jul 2014 16:43:09 +0000 http://www.manager-tools.com/forums-8862#comment-80567 Re: Picking skip-level employees: Would you ever? <p>As John suggested, this will give you and both your directs the opportunity to discuss the pros and cons of hiring this person. Your ineffective direct may have their eyes opened if you and your effective direct can point out specific things about this person that make them worth hiring. On the other hand, you may have your own eyes opened if the ineffective direct can point out specific things about the candidate that make them not worth hiring.</p> <p>I had an open position last year that had been open for more than 3 months when I thought we had interviewed the perfect candidate. He had all the &quot;right&quot; technical training, skills and documented results. My direct, who would supervise this new-hire, was very new as a supervisor - and had never hired anyone before - expressed serious misgivings about the candidate in our interview capture meeting. It turns out the candidate had made some comments in the interview with my direct that made it clear he was not a team player and my direct told me he could not trust the candidate. I accepted that at face value (this is the &quot;black ball&quot; method M&amp;M talk about in the interview results capture meeting podcast) and we did not extend an offer to that candidate. It took another 3 months to find the right candidate and having the position open that long was very taxing on the entire team as they had to pick up the slack. The team is glad we maintained our high standards and waited for the right candidate to come along.</p> <p>This is a great opportunity to coach your direct to become more effective. Leading by example and teaching them to accept others' opinions in the hiring process will be much more powerful than imposing your will on them.&nbsp; Hiring is the most important thing a manager does, and your direct learning to do it well will pay off.</p> <p>Steve</p> dvgeoster Wed, 30 Jul 2014 15:46:50 +0000 http://www.manager-tools.com/forums-8864#comment-80567 Early Job Title and Role Change Query Hi all, Bluff: How to manage Official and Unofficial Job Titles on Resume My job title on my resume is bothering me. On the offer I accepted last year for my first role out of university my job title was listed as Management Trainee. However one of my first discussions with my boss, director of a small company, was that I should have a secondary one for clients to see, I had no idea as I was too excited about getting into the role so I adopted my predecessors title of Estates Consultant. My question is how to present this on my resume I'm not sure if I should have a preference either way. Bluff: How to put a change in responsibilities on a resume. My main role is somewhat seasonal with short on site projects with intensive recruitment, training and supervision running through the academic year (October to April give or take) and so my role has evolved. My boss and I decided I would suit a customer support position, with no directs but working more closely with clients. This was chosen due to the businesses demands and my ability communicate with external clients . I'm not sure if I should be including these other responsibilities as a accomplishment i.e. "Given expanded responsibilities for dealing with client requests" My issue is I've started to get some accomplishments in my support role and don't want to blur the line between paragraph job description and bullet point accomplishment. Any opinions on either of these would be greatly appreciated. Many Thanks, David ChrisAkin Wed, 30 Jul 2014 14:39:53 +0000 http://www.manager-tools.com/forums-4071#comment-80566 Re: Bad boss - the irresolute boss. What to do? <p>&nbsp;Thanks, Tim. &nbsp;Always good to have additional insight!</p> <p>--Chris</p> Jrlz Wed, 30 Jul 2014 13:53:43 +0000 http://www.manager-tools.com/forums-8878#comment-80565 Re: How to win a power struggle when old boys/alumni networks are involved (and you are not part of them)? <p>Hi Alex,</p> <p>I am in a very similar situation.&nbsp; In my case, my company is comprised of two large divisions that were merged into one.&nbsp; All of the management from director level up is from one of the original divisions.&nbsp; There is a definte us versus them mentality.&nbsp; If you are from the division that is running the company, then you are on the inside track for promotions.&nbsp; If you are not as I&nbsp;am, then promotions are nearly impossible (truth be told you fight just to keep your job). &nbsp;I understand promotions are based on results and relationships.&nbsp; I&nbsp;have actively worked on developing a good relationships with my boss, my peers and everyone else that I&nbsp;can in the company (I&nbsp;have built my network).&nbsp;&nbsp; However, the &quot;good old boys&quot; network still seems exclusive to those from the right divison.&nbsp;&nbsp;Here are the three courses of action that I&nbsp;have come up with.&nbsp; Not sure if they will help you and fankly I&nbsp;have not decided on which course of action I&nbsp;will ultimatly take.</p> <ol> <li>Keep working on building the relationships and&nbsp;your network.&nbsp; Can you make your way to getting on the inside of the group with all the power?&nbsp; You may deem this, as I have, to be a goal that may never be reached.&nbsp;&nbsp;&nbsp; However, it is possible, the person driving this &quot;good old boys&quot; network with leave the company and the network falls apart?&nbsp; I&nbsp;have seen it happen, and if it does your strong network with come in very handy.&nbsp;&nbsp; Keep growing the network to include those &quot;on the inside&quot; as well as those out of the loop.</li> <li>Look for an opening in a part of the company that may not have the &quot;good old boys&quot; network.&nbsp;&nbsp; Even if it is lateral move, is there a part of the company that the &quot;good old boys&quot; network is not as exclusive.&nbsp; Or even if it is, with a fresh start could you get on the inside?</li> <li>Look for another job outside of your company.&nbsp; Last resort, but there comes a time where moving on is beneficial.&nbsp; I have seen far too many times where senior leaders form an opinion that someone is not promotable, or director material.&nbsp;&nbsp; In my opinion, far too many senior level executives, stick to there initial impression and never revisit it.&nbsp; Perhaps a clean slate some where else will help you to achieve what you want.&nbsp;&nbsp;</li> </ol> <p>I hope this helps and I&nbsp;am interested to see what other recommendations come in on.</p> <p>Best of Luck</p> nwillis Wed, 30 Jul 2014 08:39:52 +0000 http://www.manager-tools.com/forums-8760#comment-80564 Re: How many networks should a person have <p>Waiting patiently for my bus this morning i was struck by my dilema. The word i want lookign for was relationship.</p> <p>In my network for my neighbours , old school friend etc , are part of my personal network because that is my relationship with me.</p> <p>For those in my office or company they are classed as professional-internal because that is my relationship with them and so for people in other companies i work with , that are professional-external because that is my relationship with them. But for people such as workpeople who to work for me such as house repairs or garden work or those that provide me with services such as recruiters, my relationship with them is that i am their customer. So for the moment at least to Personal, Professional-internal and professional-external i can add Customer. At least until i think of something more professional sounding.</p> <p>&nbsp;</p> <p>Any other suggestons would still be welcome.</p> <p>&nbsp;</p> <p>Thx</p> JWasong Wed, 30 Jul 2014 04:45:10 +0000 http://www.manager-tools.com/forums-8862#comment-80563 Re: Picking skip-level employees: Would you ever? <p>It's easy to fall into a trap of hiring that warm body because he or she is the only candidate and not necessarily the right person. It sounds as though your manager has seen or heard something that's giving pause. The question is, what behaviors did the candidate demonstrate or not demonstrate that's causing those concerns?</p> <p>You can capture and address that manager's thoughts by using the questions covered in the interview capture meeting podcast. Those four discussion topics will bring those &quot;gut feelings&quot; to the table objectively and also focused on behaviors. You can discuss from there, as needed. You'll need to determine whether any of those concerns would keep the candidate from being successful in this new role. Past performance is great and it can also be misleading. Any new job also comes with different responsibilities and the possibility of a bad match for that individual's strengths.</p> <p>Most managers don't get to pick all of their directs or team members. Some don't get to pick any. Drucker would likely point out that it's our job to make the most of their strengths while also making their weaknesses irrelevant. That core responsibility is what you'll expect of your direct report manager, whomever you end up hiring.&nbsp;</p> <p>I'm not suggesting a hire or do not hire action. I will, however, say this. Any manager causing a direct to fail because that direct is unwanted is not a matter of being ineffective. That behavior from a manager is unprofessional, unethical, and a much bigger problem. As the casts accurately point out, we aren't paid to do what we like. (Though I hope people enjoy what they do.) We're paid to be effective.</p> <p>Start with the interview capture meeting podcast for the candidate. The other challenge sounds like rebuilding the relationship with your direct report manager. That relationship will better allow you to help him or her to improve. Best of luck in both areas.</p> <p>-- John</p> kmei4545 Wed, 30 Jul 2014 01:32:39 +0000 http://www.manager-tools.com/forums-8863#comment-80563 Jaw crusher is often a Typical Crushing Device <p>&nbsp;<span style="color: rgb(51, 51, 51); font-family: Georgia, 'Times New Roman', 'Bitstream Charter', Times, serif; font-size: 13px; line-height: 19px;">Thanks to the rigorous exploitation typical on the</span><span style="color: rgb(51, 51, 51); font-family: Georgia, 'Times New Roman', 'Bitstream Charter', Times, serif; font-size: 13px; line-height: 19px;">&nbsp;</span><a href="http://www.buyjawcrusher.com/" data-mce-href="http://www.buyjawcrusher.com/" style="font-family: Georgia, 'Times New Roman', 'Bitstream Charter', Times, serif; font-size: 13px; line-height: 19px;">jaw crusher</a><span style="color: rgb(51, 51, 51); font-family: Georgia, 'Times New Roman', 'Bitstream Charter', Times, serif; font-size: 13px; line-height: 19px;">&nbsp;</span><span style="color: rgb(51, 51, 51); font-family: Georgia, 'Times New Roman', 'Bitstream Charter', Times, serif; font-size: 13px; line-height: 19px;">mine plus the harsh functioning environment on the crusher, many customers have a very bigger need within the general performance in the crushing machine. At the same time, the implementation with the national vitality conservation coverage also set ahead higher prerequisite on the crushing machine. It could be claimed the crusher marketplace is struggling with unprecedented chance and difficulties. Acquire the existing problem of your mining machine into account, Zenith machinery had optimize the structural attribute plus the functioning performance with the crusher to fulfill the market demand from customers.</span></p> <p style="color: rgb(51, 51, 51); font-family: Georgia, 'Times New Roman', 'Bitstream Charter', Times, serif; font-size: 13px; line-height: 19px;">Thanks to the advantages of steady performance and the little measurement, it can be beloved by big of your people. It also breaks the monopoly predicament on the foreign machine in domestic crushing field. Immediately after many years of transformation, the functionality of Jaw crusher is better than in advance of. Jaw crusher consists with the key physique, coping, rotor, screening board plus the adjustment device. The electric motor drives the rotation of your rotor. The rotor is composed of the most important axis, stop position along with other sections. The electrical motor drives the rotor do high speed rotation to crush the fabric.</p> naraa Wed, 30 Jul 2014 01:26:37 +0000 http://www.manager-tools.com/forums-7696#comment-80562 Re: Denver Meet-up <p>Hello! &nbsp;I just wanted to let people know 5 of us are having a MT Denver Meet-up tomorrow (Wednesday July 30th, 2014) &nbsp;in Lone Tree (South of Denver) at &nbsp;Panera on&nbsp;<span style="color: rgb(102, 102, 102); font-family: DinWeb, serif; font-size: 14px; line-height: 19.600000381469727px;">9233 Park Meadows Drive from 6 to 8 pm. &nbsp;Whoever is around is most welcome! &nbsp;Respond to the message if you want more details and I</span>&nbsp;will get in touch with you&nbsp;<span style="color: rgb(102, 102, 102); font-family: DinWeb, serif; font-size: 14px; line-height: 19.600000381469727px;">or just show up if you have the chance! &nbsp;On this meeting we will be sharing experiences on coaching our directs.</span></p> <p>Nara</p> <p>&nbsp;</p> <p>&nbsp;</p> cruss Tue, 29 Jul 2014 23:05:13 +0000 http://www.manager-tools.com/forums-8868#comment-80561 Re: Team lead: can i rollout trinity? <p>I was recently made a team lead of my team and i started doing O3s within a few weeks of the change. I have been using the 15:15 and find it's working well. I'm still amazed how quickly the time goes. Our manager still has monthy O3s with each team member and I have weekly 'status update' meetings with her. I find that my O3s with the team help me in my reporting and in building my relationships within the team. I'm getting ready to start with feedback in a couple of weeks and i'm really looking forward to it.</p> <p>Good luck, i hope everything works out well for you.</p> <p>Canyon R</p> bookboss Tue, 29 Jul 2014 17:40:04 +0000 http://www.manager-tools.com/forums-8819#comment-80560 Re: Pen and Paper <p>I have occasionally taken a laptop or my Nexus 7 to meetings and have found the experience underwhelming. Taking notes using a good pen and paper feels more natural because it allows me to avoid all the &quot;software stuff&quot; that Canyon R mentioned above; the device going to sleep, tapping to make changes and edit, typing things in -- it's all too clunky. Maybe someday advancements in software/hardware will make note-taking with tablets seamless, but that time is not here yet. Sellen and Harper's <em>Myth of the Paperless Office</em> is still the on-target in this regard.</p> <p>When it comes to storage, I usually take iPhone photos of my notes afterward and upload them to Google Drive. That way I can look at them even if I don't have my notebook with me. It takes no more than five minutes, but I've found it to be pretty handy in a pinch.</p> ChrisAkin Tue, 29 Jul 2014 16:39:51 +0000 http://www.manager-tools.com/forums-4570#comment-80559 Re: Recruiters in the Boston Area? <p>If you still need one, PM me and I can put you in touch with a recruiter I know.</p> <p>--Chris</p> jaredavd Tue, 29 Jul 2014 16:33:27 +0000 http://www.manager-tools.com/forums-8862#comment-80559 Picking skip-level employees: Would you ever? <p>&nbsp;BLUF: If you had a candidate you knew and liked, but the manager (your direct report) he would be reporting to was lukewarm on the candidate, would you hire the person anyway?</p> <p>&nbsp;</p> <div>I'm having a conflict with a manager under me. &nbsp;I have a candidate that has worked for me in the past that has interviewed for an individual contributor role in my department. &nbsp;I am somewhat new to my director level role, and to this company, and only have managers answering to me. &nbsp;The managers reporting to me were not my hires. One of them is excellent, one of them is not very effective. &nbsp;The ineffective manager has a vacancy on his team. I suggested a former direct report for the role, and he interviewed (not exceptionally, but would be a great fit for the role). &nbsp;The effective manager and ineffective manager were both in the interview. &nbsp;I knew the candidate and recommended him, the effective manager thought he was a great candidate for the position, and the ineffective manager (his would-be boss) wants to keep looking. &nbsp;The position has been open for 6 weeks and we've only managed to interview one person for it, with no other candidates in the pipeline. I suggested we try to speak to another candidate before making a decision, which we attempted to do today, but that candidate was a no-show for the interview. &nbsp;I sent an email to the manager and to our recruiters asking to proceed with an offer for the candidate we spoke to, and the manager replied to all contradicting me and saying not to, and to keep looking for more candidates.</div> <div>&nbsp;</div> <div>I'm rather annoyed that he disagreed with me, in writing, in front of our recruiting department. &nbsp;I have given him feedback on that and told him if he needs to disagree or discuss, he can do it privately.</div> <div>&nbsp;</div> <div>I don't want to undercut my direct report, but I know he doesn't make the best decisions and I'm confident in the candidate's ability to do the job. &nbsp;I need to bring effective people in to this team in order to accomplish what I was hired to do. &nbsp;I feel justified in making the decision for him. &nbsp;Would I be setting a good candidate up for failure by giving him a boss that doesn't want him?</div> ChrisAkin Tue, 29 Jul 2014 16:20:25 +0000 http://www.manager-tools.com/forums-8860#comment-80559 How to write an "open" cover letter for friend/network to pass around? <p><em><strong>BLUF:&nbsp;</strong></em>What do you write in an &quot;open&quot; cover letter for friend/network to pass around, if you make one at all?</p> <p>Some friends and people in my network are taking my resume to people in their companies, and hopefully to their network as well. &nbsp;I've feel I've written a strong 1 page resume (<em>Thanks M&amp;M for all the great advice!</em>). &nbsp;My&nbsp;cover letters are are always tailored for specific positions I'm interested in. &nbsp;And now I'm not sure what to do for the ones that others are shopping around for me. &nbsp;</p> <p>&nbsp;</p> <p>I see my options as:</p> <p><strong>1. A custom cover letter. &nbsp;</strong>Geared towards the specific company that my network friend works at. &nbsp;But this would have to be a bit ambiguous wouldn't it?&nbsp; &quot;I know your company does XXX, and I know how to do XXX. &nbsp;Here's why I'm good, and I hope you have a role that fits.&quot; &nbsp;What is the propper wording for that</p> <p><strong>2. A broad cover letter. &nbsp;</strong>Similar to #1, but without specifics on a target company.</p> <p><strong>3. No cover letter. &nbsp;</strong>If it's being shopped around by them, is that enough? My gut says No&quot; and that I should always have a cover letter.</p> <p>&nbsp;</p> <p>Thanks all!</p> <p>&nbsp;</p> ChrisAkin Tue, 29 Jul 2014 16:00:34 +0000 http://www.manager-tools.com/forums-5012#comment-80558 Re: Pep talk needed please! <p>Well, how did it all turn out? &nbsp;I'm in a very similar position right now and would love to learn from your trials and tribulations. &nbsp;Thanks!</p> <p>--Chris</p> mmcconkie Tue, 29 Jul 2014 15:21:03 +0000 http://www.manager-tools.com/forums-8876#comment-80557 Re: New paced Trinity? Have new team every 6-9 months. <p>&nbsp;I'll start by stating that I'm an individual contributor - so please take what I say with a grain of salt.&nbsp;</p> <p>Quick Summary:</p> <p>-Hold O3's with the manager individually</p> <p>-Have the manager hold O3's with his directs (you may want to sit in on these - but the manager should conduct)</p> <p>-Coach the manager on the rest of the trinity (especially feedback)</p> <p>LargerExpantion:</p> <p>Who is there for the long run? It sounds to me like your in these stores in more of a training capacity than a long-term manager position. Is that right? If that's the case, here is what I would do. Start rolling out the trinity as per the schedule recommended by MT. Don't worry about how long you are going to stay there, because your main goal should be to turn the long-term manager into an MT manager so that this all continues while you move on to the next store. Start by having the long-term manager run the O3's with her directs (though you may want to sit in on them to get to know the employees as well as effectively coach the manager on how to conduct an O3). Also, hold O3's with the manager as if the manager were your direct (which he may, in fact, be - I don't know) both so that she can get used to the feel of O3's as well as so you can build a good relationship with him. Coach her on all things MT especially the feedback model. That way she can effectively use feedback even if you're not there to see it. 6-9 months is more than enough time to make this manager a MT believer. While she won't be perfect at the 6-9 months, she will definitely be on track to have continuous improvement.&nbsp;</p> <p>Good luck!</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> kmei4545 Tue, 29 Jul 2014 11:33:45 +0000 http://www.manager-tools.com/forums-8861#comment-80557 The stone generation line <p>&nbsp;The stone generation line is enjoying an essential job in several industries, no exception for your sand maker. Because of to <a href="http://www.buyjawcrusher.com/">jaw crusher</a> numerous kinds of devices, what need to we do to be able to lessen the breakdowns in the stone production line? After the research of our specialists, we find which the frequent challenges that impact the sand maker are:</p> <div>&nbsp;</div> <div>(1) Unusual vibration may possibly arise during the doing the job means of sand maker. The triggering causes are that the driving bearing is very seriously abraded, the catching of toothed wheels will not be full as well as the foot margin relationship bolt is free. The solution to your trouble should be to adjust the hole in the wheel gear, timely change the abraded element, re-fasten the bolt so as to ensure the balance on the machine during the doing work process.</div> <div>&nbsp;</div> <div>(2) The components slurry will leak through the link aspect from the cylinder plus the top address with the sand maker equipment. The explanations tend to be the bolt from the equipment is loose, the pin is too extended as well as sealing gasket with the gear is severely abraded. The solution towards the trouble is usually to fasten the loose component and change new sealing gasket.</div> <div>&nbsp;</div> cbparker Tue, 29 Jul 2014 01:05:32 +0000 http://www.manager-tools.com/forums-7855#comment-80555 Re: Subscribing via the Podcast App <p>Thank you Mike,</p> <p>I have been able to use this workaround for the registered users feed without a problem, but it is not working for me for the other feeds that require authentication. &nbsp;For the First Job Fundamentals feed, I enter my username and password, like so</p> <p>https://username:pa5sw0RD@www.manager-tools.com/first-job-fundamentals/first-job-fundamentals.xml</p> <p>What I get back is an episode list, but I can't download any episodes. &nbsp;If I do not include my credentials, the app (overcast) does not find a feed at all. &nbsp;So it seems like it is authenticating correctly, but the workaround is not working for some feeds.</p> <p>I will say that I have tried Downcast and it takes the login info, I just have to enter the RSS info.</p> <p>Any thoughts? &nbsp;I am sure that I am an edge case, so no problem if this is not something that you want to use bandwidth on. &nbsp;Also, I would be happy to provide screen grabs, if that would be helpful.</p> <p>Thanks,</p> <p>-Charles</p> cruss Tue, 29 Jul 2014 00:09:44 +0000 http://www.manager-tools.com/forums-8859#comment-80555 How to handle titles and responsibilities changing separately? <p>&nbsp;<span style="font-family: Mensch; font-size: medium; orphans: 2; text-align: -webkit-auto; widows: 2;">BLUF: How do I represent on my resume that my title and responsibilities changed at different times?</span> <div style="font-family: Mensch; orphans: 2; text-align: -webkit-auto; widows: 2; font-size: medium;">&nbsp;</div> <span style="font-family: Mensch; orphans: 2; text-align: -webkit-auto; widows: 2; font-size: medium;">Let me give you a bit of background. I work in IT for a regional Financial Institution. I have been with the System Administration group for over two years working on a small (4 person) team within that larger (25 person) group. About 8 Months ago I was promoted from Associate Sys Admin (level 1) to Sys Admin (level 2). There is also a Senior Sys Admin (level 3) position in the larger group. Everyone in my team is now the level 2 position, I was the newest person and the most recent to be promoted. There was no change in my responsibilities or job functions at this time. I was doing the same work, just making more money for it.</span> <div style="font-family: Mensch; orphans: 2; text-align: -webkit-auto; widows: 2; font-size: medium;">&nbsp;</div> <span style="font-family: Mensch; orphans: 2; text-align: -webkit-auto; widows: 2; font-size: medium;">5 Months ago, 3 months after the promotion, our department was reorganized when our manager was promoted to a director position. My team and one other team of 4 was split out of the System Administration group. The rest of the Sys Admin group was given to another manager and the 2 teams were set to report directly to the department director. All of her other direct reports are Managers of their groups including the new manager of the System Administration group. She didn't have time to manage 8 new direct reports so she made myself and one person from the other team the 'team leads'. This concept didn't exist before the reorg. We are explicitly not 'managers' but we are responsible for all of the functional components of managing the teams. We assign work, represent our team in projects and meetings, report status and issues to the director, and I am currently leading the effort to hire another member for my team. I have seen this as an opportunity and have implemented, slowly, as many manager tools as I can, starting with One on Ones within weeks of the reorg.</span> <div style="font-family: Mensch; orphans: 2; text-align: -webkit-auto; widows: 2; font-size: medium;">&nbsp;</div> <span style="font-family: Mensch; orphans: 2; text-align: -webkit-auto; widows: 2; font-size: medium;">So now I'm not sure how to present these changes on my resume. When I was made a 'team lead' my title didn't change. I'm still a Sys Admin like everyone else on my team. Yet my responsibilities are very different from the rest of the team.</span> <div style="font-family: Mensch; orphans: 2; text-align: -webkit-auto; widows: 2; font-size: medium;">&nbsp;</div> <span style="font-family: Mensch; orphans: 2; text-align: -webkit-auto; widows: 2; font-size: medium;">I think I have two options:</span><br style="font-family: Mensch; orphans: 2; text-align: -webkit-auto; widows: 2; font-size: medium;" /> <span style="font-family: Mensch; orphans: 2; text-align: -webkit-auto; widows: 2; font-size: medium;">First I can show one 'title change' when I was promoted and just include the new responsibilities in that title, even though I didn't start doing them at the date listed.</span> <div style="font-family: Mensch; orphans: 2; text-align: -webkit-auto; widows: 2; font-size: medium;">&nbsp;</div> <span style="font-family: Mensch; orphans: 2; text-align: -webkit-auto; widows: 2; font-size: medium;">Second I can show two separate 'positions', one lasting only 3 months and both having the same title but the second having more responsibilities.</span> <div style="font-family: Mensch; orphans: 2; text-align: -webkit-auto; widows: 2; font-size: medium;">&nbsp;</div> <span style="font-family: Mensch; orphans: 2; text-align: -webkit-auto; widows: 2; font-size: medium;">I am leaning towards the first but I'm really not sure which is 'correct'. I know I need to do something as I'm already behind in my quarterly resume updates.</span> <div style="font-family: Mensch; orphans: 2; text-align: -webkit-auto; widows: 2; font-size: medium;">&nbsp;</div> <div style="font-family: Mensch; orphans: 2; text-align: -webkit-auto; widows: 2; font-size: medium;"><span style="text-align: -webkit-auto;">Any input or feedback would be most appreciated.</span></div> <p>Canyon R</p> </p> cynaus Mon, 28 Jul 2014 23:55:07 +0000 http://www.manager-tools.com/forums-8877#comment-80554 Re: 10 days of time logging complete! <p>Hi - with regard what to log; I wrote down exactly what I was doing and why/ who for. I had a pen and A4 sized pad and just scribbled away every time the alarm went off. &nbsp;Later I entered everything into a spreadsheet. &nbsp;Then I was able to see what went together - email (general) or email communication - info gathering - for a specific project or task I was working on. &nbsp;</p> <p>This meant I could sort and filter the data in lots of ways. &nbsp;Since the summary I published above, I was able to drill down into project areas - eg I spent 11% of my time on new intern from Hong Kong and Shandong in those 10 days (which was a combination of email, communications, chats, meetings, writing schedules) - all of which I've handed over to 2 of my directs now.</p> <p>The more data you capture, the more you can do with it :)</p> <p>Have fun!</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> jskehan Mon, 28 Jul 2014 20:12:09 +0000 http://www.manager-tools.com/forums-8877#comment-80553 Re: 10 days of time logging complete! <p>Thanks for sharing, I started mine last Monday. Just getting started was the hard part for me as this has a couple of hurdles to implement. For example, &quot;what to log?&quot; and &nbsp;&quot;how to remind yourself?&quot;.</p> <p>Did you, or anyone who has done this before, have any theme/buckets for the tasks? I am curious how others classify them. I am trying to write mine in larger buckets with some specificity where needed. For example, email(processing, writing meeting minutes, scheduling, following up, etc.,), meetings(1:1, project mtg, staff mtg, etc.), information gathering(hallway chat, reading, etc.), documentation (xls, ppt, HR systems, etc.). I will have better insight after I continue this for a few weeks and see others input.</p> <p>I am using an&nbsp;iPhone app to remind me to log the time and a corner of my notebook to keep score. I am narrowing in on 3 apps to chose the one I'll continue this with Habit Maker(Free, 7-9 alarms over a selected time period per day. Can start/stop alarm manually), Random Alarms(Free, allows &gt;32 random reminders for a single time range), Mind Jogger($0.99, Allows up to 64 reminders along with some calendar based tracking randomly of select time periods and days of the week). I hope to be able to use Random Alarms after finding out that Mind Jogger's calendar tie in limits it to &lt;64 reminders by the iOS system.</p> <p>&nbsp;</p> cynaus Mon, 28 Jul 2014 05:03:15 +0000 http://www.manager-tools.com/forums-8877#comment-80551 Re: 10 days of time logging complete! <p>After a quick run through as to what could be delegated (or given back to the appropriate staff), it looks like - at a glance - 28% of all activities in those 10 days could be done by someone else. What a revelation! &nbsp;</p> <p>6 months ago our manager resigned and I was promoted to his role. And my role wasn't replaced - so since having taken the role, I've kept a lot of the operational work until we - as a team - could figure out how to divvy it up. &nbsp;Naturally to do that, I had to know exactly which weeds I was getting stuck in. &nbsp;Fortunately I hired an admin who assists the other team members too.&nbsp;</p> <p>Now we can focus on having the right people doing the right jobs :)</p> <p>Thanks again MT.</p> <p>PS - That habit was so ingrained after 10 days it felt very weird not tracking my time today!</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> cynaus Mon, 28 Jul 2014 03:03:49 +0000 http://www.manager-tools.com/forums-8877#comment-80551 10 days of time logging complete! <p>&nbsp;The insight this tracking gave me was well worth the hours spent this weekend analysing the data.</p> <p class="MsoNormal"><o p=""></o></p> <p class="MsoNormal">Firstly, for the logging I used the Impetus app for Android, then set the Tabata to 50 rounds, with the Work timer set for 10 minutes. I left all other settings blank. So it just alarmed every 10 minutes throughout the whole day. The only thing I had to do was remember to switch it on at the beginning of my day &ndash; which by day three wasn&rsquo;t a problem ;)<o p=""></o></p> <p class="MsoNormal">I managed to account for 99.34% of my time and have sorted the data in various ways. The over-arching summary showed me that after 6 months moving from peer to senior manager, I&rsquo;m still in the weeds quite a lot. I need to be working much more on projects and actual project work only accounted for 12% of my total time (though I could add some email work and research in there, it still would be less than 20%). <o p=""></o></p> <p class="MsoNormal">I&rsquo;ve started drilling down now to activities that can be delegated (and all of my directs are keen for me to pass stuff down &ndash; which is great). The past 6 months, with one on ones and feedback has also helped get the team on track with their own responsibilities and know my expectations (read &ldquo;demanding&rdquo;). <o p=""></o></p> <p class="MsoNormal">Here&rsquo;s what I found (warts and all).<o p=""></o></p> <p class="MsoNormal"><span style="font-size:12.0pt; font-family:&quot;Times New Roman&quot;,&quot;serif&quot;;mso-fareast-font-family:&quot;Times New Roman&quot;; mso-fareast-language:EN-AU">project work&nbsp; 12.02<o:p></o:p></span></p> <p class="MsoNormal"><span style="font-size:12.0pt; font-family:&quot;Times New Roman&quot;,&quot;serif&quot;;mso-fareast-font-family:&quot;Times New Roman&quot;; mso-fareast-language:EN-AU">see staff/ managers&nbsp; 10.88<o:p></o:p></span></p> <p class="MsoNormal"><span style="font-size:12.0pt; font-family:&quot;Times New Roman&quot;,&quot;serif&quot;;mso-fareast-font-family:&quot;Times New Roman&quot;; mso-fareast-language:EN-AU">meetings&nbsp; 9.92<o:p></o:p></span></p> <p class="MsoNormal"><span style="font-size:12.0pt; font-family:&quot;Times New Roman&quot;,&quot;serif&quot;;mso-fareast-font-family:&quot;Times New Roman&quot;; mso-fareast-language:EN-AU">writing reports/ letters/ agendas&nbsp; 9.54<o:p></o:p></span></p> <p class="MsoNormal"><span style="font-size:12.0pt; font-family:&quot;Times New Roman&quot;,&quot;serif&quot;;mso-fareast-font-family:&quot;Times New Roman&quot;; mso-fareast-language:EN-AU">email general&nbsp; 9.35<o:p></o:p></span></p> <p class="MsoNormal"><span style="font-size:12.0pt; font-family:&quot;Times New Roman&quot;,&quot;serif&quot;;mso-fareast-font-family:&quot;Times New Roman&quot;; mso-fareast-language:EN-AU">drop ins (by staff, managers, directs)&nbsp; 8.21<o:p></o:p></span></p> <p class="MsoNormal"><span style="font-size:12.0pt; font-family:&quot;Times New Roman&quot;,&quot;serif&quot;;mso-fareast-font-family:&quot;Times New Roman&quot;; mso-fareast-language:EN-AU">one on ones&nbsp; 6.68<o:p></o:p></span></p> <p class="MsoNormal"><span style="font-size:12.0pt; font-family:&quot;Times New Roman&quot;,&quot;serif&quot;;mso-fareast-font-family:&quot;Times New Roman&quot;; mso-fareast-language:EN-AU">admin&nbsp; 5.15<o:p></o:p></span></p> <p class="MsoNormal"><span style="font-size:12.0pt; font-family:&quot;Times New Roman&quot;,&quot;serif&quot;;mso-fareast-font-family:&quot;Times New Roman&quot;; mso-fareast-language:EN-AU">lunch&nbsp; 3.82<o:p></o:p></span></p> <p class="MsoNormal"><span style="font-size:12.0pt; font-family:&quot;Times New Roman&quot;,&quot;serif&quot;;mso-fareast-font-family:&quot;Times New Roman&quot;; mso-fareast-language:EN-AU">Research (project related)&nbsp; 2.86<o:p></o:p></span></p> <p class="MsoNormal"><span style="font-size:12.0pt; font-family:&quot;Times New Roman&quot;,&quot;serif&quot;;mso-fareast-font-family:&quot;Times New Roman&quot;; mso-fareast-language:EN-AU">email responses&nbsp; 2.48<o:p></o:p></span></p> <p class="MsoNormal"><span style="font-size:12.0pt; font-family:&quot;Times New Roman&quot;,&quot;serif&quot;;mso-fareast-font-family:&quot;Times New Roman&quot;; mso-fareast-language:EN-AU">update Evernote (GTD style)&nbsp; 2.48<o:p></o:p></span></p> <p class="MsoNormal"><span style="font-size:12.0pt; font-family:&quot;Times New Roman&quot;,&quot;serif&quot;;mso-fareast-font-family:&quot;Times New Roman&quot;; mso-fareast-language:EN-AU">coffee breaks&nbsp; 2.1<o:p></o:p></span></p> <p class="MsoNormal"><span style="font-size:12.0pt; font-family:&quot;Times New Roman&quot;,&quot;serif&quot;;mso-fareast-font-family:&quot;Times New Roman&quot;; mso-fareast-language:EN-AU">Reading (industry knowledge and MT)&nbsp; 2.1<o:p></o:p></span></p> <p class="MsoNormal"><span style="font-size:12.0pt; font-family:&quot;Times New Roman&quot;,&quot;serif&quot;;mso-fareast-font-family:&quot;Times New Roman&quot;; mso-fareast-language:EN-AU">chatting to directs, staff&nbsp; 1.72<o:p></o:p></span></p> <p class="MsoNormal"><span style="font-size:12.0pt; font-family:&quot;Times New Roman&quot;,&quot;serif&quot;;mso-fareast-font-family:&quot;Times New Roman&quot;; mso-fareast-language:EN-AU">phone calls&nbsp; 1.72<o:p></o:p></span></p> <p class="MsoNormal"><span style="font-size:12.0pt; font-family:&quot;Times New Roman&quot;,&quot;serif&quot;;mso-fareast-font-family:&quot;Times New Roman&quot;; mso-fareast-language:EN-AU">personal emails&nbsp; 1.34<o:p></o:p></span></p> <p class="MsoNormal"><span style="font-size:12.0pt; font-family:&quot;Times New Roman&quot;,&quot;serif&quot;;mso-fareast-font-family:&quot;Times New Roman&quot;; mso-fareast-language:EN-AU">Arriving first thing, seeing directs&nbsp; 1.15<o:p></o:p></span></p> <p class="MsoNormal"><span style="font-size:12.0pt; font-family:&quot;Times New Roman&quot;,&quot;serif&quot;;mso-fareast-font-family:&quot;Times New Roman&quot;; mso-fareast-language:EN-AU">filing, capturing (GTD style)&nbsp; 1.15<o:p></o:p></span></p> <p class="MsoNormal"><span style="font-size:12.0pt; font-family:&quot;Times New Roman&quot;,&quot;serif&quot;;mso-fareast-font-family:&quot;Times New Roman&quot;; mso-fareast-language:EN-AU">prep for meetings&nbsp; 1.15<o:p></o:p></span></p> <p class="MsoNormal"><span style="font-size:12.0pt; font-family:&quot;Times New Roman&quot;,&quot;serif&quot;;mso-fareast-font-family:&quot;Times New Roman&quot;; mso-fareast-language:EN-AU">approvals, signing&nbsp; 0.76<o:p></o:p></span></p> <p class="MsoNormal"><span style="font-size:12.0pt; font-family:&quot;Times New Roman&quot;,&quot;serif&quot;;mso-fareast-font-family:&quot;Times New Roman&quot;; mso-fareast-language:EN-AU">walking back to office from meetings&nbsp; 0.76<o:p></o:p></span></p> <p class="MsoNormal"><span style="font-size:12.0pt; font-family:&quot;Times New Roman&quot;,&quot;serif&quot;;mso-fareast-font-family:&quot;Times New Roman&quot;; mso-fareast-language:EN-AU">bathroom breaks&nbsp; 0.57<o:p></o:p></span></p> <p class="MsoNormal"><span style="font-size:12.0pt; font-family:&quot;Times New Roman&quot;,&quot;serif&quot;;mso-fareast-font-family:&quot;Times New Roman&quot;; mso-fareast-language:EN-AU">induction&nbsp; 0.57<o:p></o:p></span></p> <p class="MsoNormal"><span style="font-size:12.0pt; font-family:&quot;Times New Roman&quot;,&quot;serif&quot;;mso-fareast-font-family:&quot;Times New Roman&quot;; mso-fareast-language:EN-AU">performance management&nbsp; 0.57<o:p></o:p></span></p> <p class="MsoNormal"><span style="font-size:12.0pt; font-family:&quot;Times New Roman&quot;,&quot;serif&quot;;mso-fareast-font-family:&quot;Times New Roman&quot;; mso-fareast-language:EN-AU">personal texts to kids/partner&nbsp; 0.38<o:p></o:p></span></p> <p class="MsoNormal"><span style="font-size:9.0pt;font-family: &quot;Arial&quot;,&quot;sans-serif&quot;;mso-fareast-font-family:&quot;Times New Roman&quot;;mso-fareast-language: EN-AU">Total &nbsp;&nbsp;&nbsp;&nbsp;</span><span style="font-size:12.0pt;font-family:&quot;Times New Roman&quot;,&quot;serif&quot;;mso-fareast-font-family: &quot;Times New Roman&quot;;mso-fareast-language:EN-AU">99.43<o:p></o:p></span></p> <p class="MsoNormal">Now to break it all down even further and delegate! This will coincide well with a team planning off-site I want to organise in the next few weeks (actually will get my admin to organise it ;)<o p=""></o></p> rgwierman Sun, 27 Jul 2014 23:29:50 +0000 http://www.manager-tools.com/forums-8815#comment-80508 Re: Time log - a more efficient smartphone tool <p>These apps look interesting. I can't wait to try them out. One alternative to setting 50 alarms would be to just hit snooze. Once you have logged your 50 items you can turn the alarm off. This only works if you want the time to be 10 minutes between incidents. But it is an option.&nbsp;&nbsp;</p> Gareth Sun, 27 Jul 2014 16:18:11 +0000 http://www.manager-tools.com/forums-8819#comment-80552 Re: Pen and Paper <p>The surface pro 3 is an attractive option combined with the docking solution. Yet I would still hesitate to use it in a meeting and likewise for any other tablet solution.&nbsp;</p> <p>&nbsp;</p> <p>Regards,&nbsp;</p> <p>Gareth</p> alextupolev Sun, 27 Jul 2014 11:34:08 +0000 http://www.manager-tools.com/forums-8878#comment-80552 How to win a power struggle when old boys/alumni networks are involved (and you are not part of them)? <p><strong>BLUF: How do you ensure you become part of the leadership team (or at least are not excluded from it), when that team consists of college networks and alumni?</strong></p> <p>I am not sure if this specific situation was discussed already or if there are any resources.</p> <p>I work at a young tech/e-commerce company (Pinterest/Facebook-style - approx 1000 employees, multinational) and have been a junior/middle manager or project manager for a few years, i.e. over time, I have been promoted to head new projects across different departments. There is also one specific team of which I have been the direct manager for 2 years.</p> <p>One of the reasons I feel I have been moved around laterally rather than upward on the ladder is that most senior managers (Head of..., Director of, COO, CFO, etc.) seem to have been connected way before they were hired at the company: either they were old boys from the same school or university, or are good friends of friends.&nbsp;We once had a case where a guy who had just finished college was appointed manager of a team previously led by someone with 4+ years of experience.</p> <p>There are some good success stories in this, i.e. I learned that age and experience can mean nothing. The college-grad manager mentioned above brought in much more to the company than his predecessor.</p> <p>However, there are also multiple situations where good people are ignored in crucial communication, and career growth is stifled in favor of the COO's college buddy. People (including myself) are easily demotivated by the influx of network-based seniors rather than internal promotions.</p> <p>I have been following a lot of articles on how to climb up the ladder, but despite the praise and &quot;lateral promotions&quot; I receive, I have come across many degrading situations, where even in day-to-day work I find out things last, or am put out of the loop - while my boss discusses strategies over a morning jog with my lateral colleagues.</p> <p>A recent example:<br /> The same college-grad manager mentioned above (who is at my same level in terms of rank) had assigned some tasks to my direct reports - and I hadn't found out until my direct report asked me how to prioritize tasks because he had too much on his plate... When I told my boss he said it was fine. Worst of all, this college-grad manager had even made a few decisions that are under my area of responsibility, without ever telling me.</p> <p>While I don't want to come across as someone trying to stop teamwork, and I am in no absolute hurry to become the next Director (maybe I have been discouraged by all my attempts?), I just feel like I am being put out of the loop, decisions made without me, etc. and the lack of communication is a bit degrading.</p> <p><strong>How would you solve a situation like this, how do you find more vertical career growth up the ladder? How do you ensure you become part of the leadership team (or at least are not excluded)... when the team is consists of college networks and alumni?</strong></p> <p>Thank you</p> <p>P.S.: aside from this situation, I otherwise have a good professional relationship with my boss and other managers senior to me. I am actually one of the very few in the whole company who has been promoted from within so despite not being in the loop, I am one of the first to know when we look at the entire company. I am confident that they trust me more than the majority of other employees and junior managers.</p> AHelmer Sun, 27 Jul 2014 07:38:35 +0000 http://www.manager-tools.com/forums-8876#comment-80552 New paced Trinity? Have new team every 6-9 months. <p>&nbsp; &nbsp; Is there anyway possible to do a effective Trinity roll-out in a few months?</p> <p>&nbsp; I go into my company's stores that are ranked bottom of their district, region or brand. Rarely I have more then nine months per store/team before I am off to the next location. Currently I have started the one-on-one's with the Sales Leadership Team as soon as I get there, which gives me a return on my time no matter the later outcome in every store. Usually I need to hire a Store Manager, if not a Co-Manager as well, for the location- so I attempt to pass the roll-out along to them so it's continued and successful matrix stay in place going forward.&nbsp;&nbsp;If I could also roll out more of the Trinity while there I know it would give me and my company better insights and could be a great long term for the store as well.</p> <p>&nbsp; &nbsp;I would love to have thoughts on what I can speed up in the roll-out to get a high performing team in place while maintaining the absolute effectiveness the Trinity brings to those teams..... Thank you for any advice you might share!&nbsp;</p> <p>Ahelmer&nbsp;</p> AHelmer Sun, 27 Jul 2014 07:38:02 +0000 http://www.manager-tools.com/forums-8875#comment-80552 New paced Trinity? Have new team every 6-9 months. <p>&nbsp; &nbsp; Is there anyway possible to do a effective Trinity roll-out in a few months?</p> <p>&nbsp; I go into my company's stores that are ranked bottom of their district, region or brand. Rarely I have more then nine months per store/team before I am off to the next location. Currently I have started the one-on-one's with the Sales Leadership Team as soon as I get there, which gives me a return on my time no matter the later outcome in every store. Usually I need to hire a Store Manager, if not a Co-Manager as well, for the location- so I attempt to pass the roll-out along to them so it's continued and successful matrix stay in place going forward.&nbsp;&nbsp;If I could also roll out more of the Trinity while there I know it would give me and my company better insights and could be a great long term for the store as well.</p> <p>&nbsp; &nbsp;I would love to have thoughts on what I can speed up in the roll-out to get a high performing team in place while maintaining the absolute effectiveness the Trinity brings to those teams..... Thank you for any advice you might share!&nbsp;</p> <p>Ahelmer&nbsp;</p> AHelmer Sun, 27 Jul 2014 07:37:39 +0000 http://www.manager-tools.com/forums-8873#comment-80552 New paced Trinity? Have new team every 6-9 months. <p>&nbsp; &nbsp; Is there anyway possible to do a effective Trinity roll-out in a few months?</p> <p>&nbsp; I go into my company's stores that are ranked bottom of their district, region or brand. Rarely I have more then nine months per store/team before I am off to the next location. Currently I have started the one-on-one's with the Sales Leadership Team as soon as I get there, which gives me a return on my time no matter the later outcome in every store. Usually I need to hire a Store Manager, if not a Co-Manager as well, for the location- so I attempt to pass the roll-out along to them so it's continued and successful matrix stay in place going forward.&nbsp;&nbsp;If I could also roll out more of the Trinity while there I know it would give me and my company better insights and could be a great long term for the store as well.</p> <p>&nbsp; &nbsp;I would love to have thoughts on what I can speed up in the roll-out to get a high performing team in place while maintaining the absolute effectiveness the Trinity brings to those teams..... Thank you for any advice you might share!&nbsp;</p> <p>Ahelmer&nbsp;</p> donm Sat, 26 Jul 2014 02:46:31 +0000 http://www.manager-tools.com/forums-8872#comment-80550 Re: Is this a faithful summary of Manager Tools Basics? <p>Feedback deals only with behaviors. It must be something the person did or said that is given feedback. The impact can be someone's interpretation or feeling, but the key to feedback is to focus on the future behavior or speech. Therefore, your standard or measure for feedback would be:</p> <p>Addresses only behavior or speech; Targets future behavior or speech; Delivered without anger (if you can't smile, don't give feedback)</p> <p>In addition, you may want to include something along the lines of &quot;trying to give one feedback per direct per day.&quot; This is not directly stated in the podcasts, so the numbers may vary, but continual feedback is part of the system. The manager needs to try to determine a level of feedbacks delivered that meets the desired consistency of application. Please note that I&nbsp;did NOT&nbsp;state that you should give one feedback to each direct each day. This is a quantitative measure, not a targeted measure. You might give all of them to one direct one day. Also note that this is not directly stated in the MT guidelines, but it was made clear in the MT&nbsp;conference that some measure of daily feedback should be quantitative.</p> <p>As for coaching, &quot;Is the goal achieved?&quot; The metrics for that will vary for each goal. It is obvious that in the &quot;How?&quot; section, you need to add &quot;Develop sub-tasks that lead direct toward the goal.&quot; Your resources comment does not address the fact that you need to break the goal into multiple sub-goals, each easily attainable and measurable, all with reported results. If you remember the podcast, which I haven't listened to in over a year, they said that once the resources are identified to follow-up with (for example):&nbsp;</p> <p>Identify resource you will use before next O3; Obtain the resource so chosen by the following O3; Read three chapters before the subsequent O3, etc.&nbsp;</p> <p>Note again that each of those sub-tasks need to be reported as &quot;complete&quot; to the manager before the next sub-task is determined or assigned.</p> <p>Each of those sub-tasks being achieved are then measures of whether or not the goal is being approached or attained. To repeat, these metrics will vary from individual to individual.</p> <p>I&nbsp;did not state in this response whether or not your matrix is a faithful summary of MT&nbsp;practices. It's not my system, so it is not my place or within my abilities to make such a designation.</p> cruss Fri, 25 Jul 2014 22:55:43 +0000 http://www.manager-tools.com/forums-8819#comment-80549 Re: Pen and Paper <p>I had moved to writing on a tablet, with a great stylus and software, for 8 months. I was diligently capturing notes for meetings, projects, and calls into this electronic format. After 8 months I went back to a nice paper notebook (Staples Arc) and pen. Why? Because I realized that I was capturing a lot less than I normally would have on paper. While the combination of the stylus and app that I was using made it almost as easy as paper, that 'almost' was much more important than I thought. I was hesitating to write something down because I would need to open my tablet case, unlock the device, and launch the app. This as opposed to 'open book to page and click pen' meant that I wrote less stuff down. So my attempts at greater efficiency lead to less effectiveness. As they say, it's all about what you are optimizing for.</p> <p>Canyon R</p> mcorbett Fri, 25 Jul 2014 18:46:54 +0000 http://www.manager-tools.com/forums-8874#comment-80549 Looking for case study about feedback in a technology organization <p>I'm working in LD for a large, rapidly growing global tech company with 180,000 employees.&nbsp; Because of our rapid growth, we're probably behind in implementing some basic HR and leadership practices.&nbsp; We're implementing a formal feedback process among our senior leaders, and at the same time teaching them more about feedback and the importance of creating a feedback-rich, feedback-safe environment.&nbsp; They seem enthusiastic about this evolution in our culture, but many of them keep expressing an interest in having access to some case studies about companies in our tech industry who've emphasized feedback and how the evolution to build in more feedback was responded to and ultimately impacted the business.&nbsp; My company plays in the same space as IBM, Accenture, InfoSystems, Wipro, etc.</p> <p>Does anyone know of any such case studies available?</p> mcorbett Fri, 25 Jul 2014 18:38:17 +0000 http://www.manager-tools.com/forums-4978#comment-80548 Re: Feedback on Feedback (interesting case study) <p>I know this response is 4 years too late--but I just discovered this post as I was searching through some posts.&nbsp; Here's another thought to consider based on a new book, <em>Thanks for the Feedback. </em>One of the concepts the books suggests is that there are really 3 reasons we all want feedback.&nbsp; The 3 reason are:</p> <p>- to let us know where we stand.&nbsp; That's evaluative feedback.</p> <p>- to help us grow.&nbsp; That's developmental feedback.</p> <p>- to feel valued.&nbsp; That's appreciative feedback.</p> <p>&nbsp;</p> <p>The first 2, developmental and evaluative could be positive or constructive.&nbsp; Clearly--the appreciative feedback is only positive.&nbsp; A point they make that resonates with me is that sometimes I might be getting feedback intended to help me grow (maybe even for such a great reason as that someone thinks I have great potential and wants to help me accelerate), but without context, I might interpret the feedback as lots of evaluation, and feel like some of your employees described.</p> <p>I think it's valuable to either be transparent about which type you intend, or be sure to give it in a way that makes it clear which type it is.&nbsp;</p> <p>Hope this late-in-the-game comment adds value to someone :-)</p> tjmccormick Fri, 25 Jul 2014 16:41:51 +0000 http://www.manager-tools.com/forums-8872#comment-80548 Is this a faithful summary of Manager Tools Basics? <p>MT Forum Friends,&nbsp;</p> <p class="MsoPlainText">I&rsquo;m trying to help others in my office adopt the MT-Way, so I put together the attached summary of the Manager Tools Basics (plus Mentoring).&nbsp;&nbsp;I&rsquo;d like your input.</p> <p class="MsoPlainText"><o:p></o:p></p> <p class="MsoPlainText">Most of the summary is verbatim, closely paraphrased or inferred from MT material.&nbsp;The only content I added was the second row in the attached describing the difference between the tools.</p> <p class="MsoPlainText"><o:p></o:p></p> <p class="MsoPlainText">Some cells in the table are blank because I could not find material on the topic. Is there material to fill in these blanks? &nbsp;For example...</p> <p class="MsoPlainText"><o:p></o:p></p> <ul> <li>I could not recall a quality standard for feedback or coaching that was as clear as the standard for one-on-ones (i.e., Do you know the names of your direct's kids?&nbsp;&nbsp;Is the O3 regularly scheduled and rarely missed?)</li> <li>Coaching and mentoring do not have a cheat sheet summarizing the content (for non-subscribers).<o:p></o:p></li> </ul> <p class="MsoPlainText">What do you think? Am I on target?&nbsp;&nbsp;What should be added, dropped or edited?<o:p></o:p></p> <p class="MsoPlainText">Regards,</p> <p class="MsoPlainText">Tim McCormick</p> Gk26 Fri, 25 Jul 2014 14:47:28 +0000 http://www.manager-tools.com/forums-8871#comment-80548 Strategies for applying through Taleo and other applicant tracking systems <p>Does anyone have tips on applying through Taleo and other applicant tracking systems? &nbsp;It is my understanding from research I have done that it can be setup to, and is often used to filter out candidates without even sending the application to a person. &nbsp;A number of people, including myself, have received rejection emails within a very short time of submittal , often at non-business hours.</p> <p>(BTW, Taleo no longer offers the Taleo-Up generic profile that was able to be imported into &lt;some&gt; of the members using their service)</p> <p>I own the interviewing series, meaning I am serious about trying to do everything right. &nbsp;I spent a lot of time on a cover letter, making sure I demonstrate how I meet most of the requirements as rarely does a role appear where one meets it perfectly. &nbsp;End-to-end, it might take 1 hour to fill out the 10 pages of fields in Taleo, write a custom cover letter, etc. &nbsp;If you apply to 7+ roles/week nationwide, that represents a lot of time, especially if one suspects it is all in vain.</p> <p>As a Director in the IT space (software), I lead a global team but I don't put every single acronym for software product/version/technology, etc on my resume. ( I was not hired to use every software tool ever invented.)&nbsp; The goal is to try and be succinct with my skills, background, characteristics and experience and not list page upon page of 12 different unit testing tools, every version of Windows since Windows 95, etc.</p> <p>I wonder if I need two resumes - one for applicant tracking systems and one for actual people. &nbsp;I also wonder what employers are setting Taleo to filter on. &nbsp;I always give my correct salary in that field, but am I being filtered for too high a salary, for my graduation date of college. or for not listing at least 5 different brands of the same tool, or for listing the wrong brand of tool, even though it does the exact same thing is the brand in their posting? &nbsp;What if I was $500 more/year than the max salary in a filter? &nbsp;In real life, that is nothing, but in an applicant tracking system, that is a &quot;applicant failed - do not continue...&quot;</p> <p>With some positions, I have tried tracking people down on LinkedIn and reaching out politely. &nbsp;So far it isn't working for me.</p> <p>&nbsp;</p> <p>Any advice would be appreciated.</p> <p>&nbsp;</p> <p>Cheers mates</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> Smacquarrie Fri, 25 Jul 2014 13:18:01 +0000 http://www.manager-tools.com/forums-8868#comment-80547 Re: Team lead: can i rollout trinity? <p>I&nbsp;would do the 15:15 and build it from there.</p> <p>You should be able to progress to the 10:10:10 in the future as you gain a better understanding of their goals and how to steer them along that path.</p> <p>Mac</p> <p>7121</p> MarkMT Fri, 25 Jul 2014 06:28:01 +0000 http://www.manager-tools.com/forums-8855#comment-80546 Re: Rating a junior employee (not a direct report) <p>Agree - question is to vague and loaded.&nbsp; Lots of risk on your part by answering.</p> <p>Ask him what he specifically wants to improve about himself (he obviously has concerns or he wouldn't have asked for feedback), then offer suggestions of how he can improve those areas himself (kind of a mini coaching session).&nbsp; That's more beneficial to him and gives you something to work with.</p> <p>&nbsp;</p> <p>&nbsp;</p> zpaul_010 Fri, 25 Jul 2014 02:49:23 +0000 http://www.manager-tools.com/forums-8868#comment-80545 Re: Team lead: can i rollout trinity? <p>Thanks Mac</p> <p>what format would you recommend? 15:15 or 10:10:10?</p> <p>&nbsp;</p> kswitaj Fri, 25 Jul 2014 01:42:37 +0000 http://www.manager-tools.com/forums-8870#comment-80545 Microsoft Project Help - Filter Tasks Due Tomorrow I am not sure if this is exactly the right forum, but I am hoping that someone can assist. I am a somewhat new user to Project 2013. I am using it to manage a portfolio of multiple projects with overlapping schedules and have found the reports feature to be great to identify near-term needs. While I have been able to find a way to set a Filter for Tasks Due Today, I cannot seem to find a way to automate it to show Tasks Due Tomorrow. Does anyone know how to do this? Thanks in advance. jletman Thu, 24 Jul 2014 17:20:20 +0000 http://www.manager-tools.com/forums-7500#comment-80544 Re: O3's and small Family Business <p>Hello all,</p> <p>I haven't been back to this topic in a while, but I thought I would give an update on how it's going.</p> <p>I started doing O3's with my father and treated one of the walks around the business park as an O3 with my sister.</p> <p>My father took to O3's like a pro. Each week he has a list of what he's working on and where he is with everything. My notes help make sure that we don't miss anything. They are helpful. I feel more aware of what's going on.</p> <p>The O3's by walking around with my sister is ok. I have found that I need to have at least one per month sitting down with a pad and paper. I can usually make some quick notes after our walks about what we talked about. There is still no substitute to having it as a sit down meeting.</p> <p>I have introduced feedback very slowly. I focus on mostly positive, with occasional negative. I struggle with negative because I think there are more emotions behind it in a family business. I can only rarely say it without being a bit upset. That's why I say it's occasional.</p> <p>I was thankful for the recent &quot;Feedback Doesn't Preclude&quot; cast. I often have given feedback by just saying &quot;thank you for x&quot;. I was glad to hear that just saying thank you is a powerful form of feedback. <br /> &nbsp;</p> <p>I'm still working on delegation and coaching. I feel a little nervous about bringing up coaching with my sister.</p> <p>So that's the update. I'm open to comments, suggestions, and feedback.</p> <p>&nbsp;</p> <p>Cheers,</p> <p>Jason</p> <p>&nbsp;</p> joshyeager Thu, 24 Jul 2014 16:19:21 +0000 http://www.manager-tools.com/forums-8853#comment-80543 Re: How to delegate when directs' work is as important as mine? Thanks, Ed. Your advice to re-prioritize is helpful. I should do that for myself and for my team. I think it is still likely that my team's efficiency gains should be applied to generating more of their primary value, rather than helping me do my job. But if that is the case and I have to drop too many things myself, maybe that's my cue to start looking for more resources. Thanks, Josh brianwidmer Thu, 24 Jul 2014 15:52:02 +0000 http://www.manager-tools.com/forums-8869#comment-80543 Communications Interview Questions (RE: Things) <p>BLUF: The Interview Creation Tool has made me a convert to behavioral style interviews.</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>I'm looking forward to the communication questions that Mark hinted at in &quot;Things&quot;. Great addition to the Interview Creation Tool.</p> <p>&nbsp;</p> <p>My company uses panel-based Top Grading Interviews. About a year ago, I started pre-screening candidates one-on-one using a behavioral interview based on the Interview Creation Tool.</p> <p>&nbsp;</p> <p>I can say that there has not been a single candidate that passed my Behavioral screen, then failed the Top Grading panel interview.</p> <p>&nbsp;</p> <p>I learn more in an hour using the behavioral style interview than I learn in 3 hours of Top Grading.</p> <p>&nbsp;</p> <p>Thanks, MT!</p> <p>&nbsp;</p> <p>Would love to hear others' experiences.</p> <p>&nbsp;</p> <p>Brian</p> Smacquarrie Thu, 24 Jul 2014 14:26:53 +0000 http://www.manager-tools.com/forums-8868#comment-80542 Re: Team lead: can i rollout trinity? I would say that you should absolutely proceed with your FTE. Be careful though with your contract workers. There may be legal reasons to not move forward with a similar process for them. Since they do not technically work for the company, this may be seen as blurring the lines between full-time and contract labor. With that being said, you have everything to gain from improving your relationship with the FTE so I would begin the process of moving forward with that one. Mac 7121 zpaul_010 Thu, 24 Jul 2014 13:42:15 +0000 http://www.manager-tools.com/forums-8868#comment-80542 Team lead: can i rollout trinity? <p>&nbsp;Im leading a team of 3 (2 temps and 1 full time). The 2 temps are working for our company on a long term basis. All of us are reporting to a regional manager abroad. being the senior guy locally, im tasked to be the team lead. My questions would be:</p> <ol> <li>Can I rollout trinity to them?</li> <li>If yes, I can follow the cast on O3s with contractors where 15mins for them and 15mins for me. Right? They're contributing to our overall performance being the condition discussed in the cast.&nbsp;</li> <li>Can I rollout to the full time guy? if yes, should i do the same 15:15 or do the normal 10:10:10 format?</li> </ol> <p>&nbsp;</p> zpaul_010 Thu, 24 Jul 2014 13:24:07 +0000 http://www.manager-tools.com/forums-8867#comment-80542 Disappointing performance review <p>Last month we had our annual review result and I was really disappointed that I was given a grade of 2 - metrics of 1 to 4, 4 being the highest.</p> <p>Last year my manager resigned so his local task was transfered to me. Instead of hiring a new manager, im now an L3 guy with M1 tasks.&nbsp;Im now reporting to a senior regional manager in a different country. I did everything i'm asked to do, even asked for more (over performing. hoping to be considered for promotion). approaching the review, i was confident to get at least a grade of 3 or 4 because I performed really well despite im only L3. but did not happen to my desmay. The feedback i got why I only got grade of 2:</p> <ul> <li>No project plan &nbsp;- No one asked me to submit anything aside from my results. I have my project plan but I &nbsp;was not informed that I need to send it. If it was asked during the final review, I could have sent it.</li> <li>Made out of the topic questions during meetings - all throughout the year, this was not mentioned to me. On fact, im commended several times for participating well. again, it didnt came up during the review, i could've defended myself. not on the results phase where any response wouldnt merit anything.&nbsp;</li> </ul> <p>I felt like I was graded in terms of what they expect from an M1 and forgot the fact im L3 skill-wise.</p> <ol> <li>How should I approach the next annual review?</li> <li>Im thinking, should I ask him to lay down the metrics before starting a project that I'll be doing (i.e. what can warrant me a grade of 2, 3 or 4 in an L3 guy)?</li> <li>I dont want surprises on the next review, how can I communicate that to my boss without sounding i want to be micromanaged (which I dont)?</li> <li>I asked for a raise all because I have a lot of M1 task which Im still waiting for response (deadline for appraisal is October). Will it be too greedy if I ask for promotion next fiscal year In case I get a raise?</li> </ol> Matthew Thu, 24 Jul 2014 10:47:01 +0000 http://www.manager-tools.com/forums-8866#comment-80542 Feedback in open plan office <p><strong>BLUF:</strong>&nbsp;How can I best give feedback when my staff are in an open plan office?&nbsp;</p> <p><strong>Detail:</strong></p> <p>My reports all sit in an open plan office. &nbsp;There are no desk dividers, they just sit two feet from the next person along the row.</p> <p>If I give feedback at their desk (other than by whispering right into their ear), their neighbours will hear, embarassing them/the neighbour and getting in the way of the feedback.</p> <p>If I ask them to step into my office, then it makes the feedback formal/serious, rather than light / delivered-in-passing.</p> <p>What would you suggest?</p> Wayne1 Thu, 24 Jul 2014 08:48:34 +0000 http://www.manager-tools.com/forums-8835#comment-80541 Re: A project managers resume <p>&nbsp;Hi Drew,</p> <p>I started using the one page resume last year and got a lot of negative feedback from hiring managers and recruiters, I'm in Ireland so that may have something to do with it, I don't know? However, those same people said the Accomplishment bullets looked good. As a result I have gone back to my two page resume, kept the Accomplishments bullets and have had better results.&nbsp;</p> <p>Based on my experience I would suggest the following-</p> <p>- Talk to some recruiters, ask them about an appropriate format for your resume.</p> <p>- If possible, talk to some hiring managers, look for input on your resume format, I found thins painful but very helpful.</p> <p>- If you want to keep the one page format, try headlining your accomplishments. E.G Completed &euro;25 Million Project within 12 months saving &euro;xxxx. or Successfully completed new product introduction within agreed time frame, and so on for each project. Basically, if you could use only one accomplishment from each project what would it be? Use this as your Headline.</p> <p>Thats all I got dude.</p> <p>Best of luck with the search,</p> <p>Wayne.</p> arlenmark0987 Thu, 24 Jul 2014 06:12:05 +0000 http://www.manager-tools.com/forums-4824#comment-80540 Re: Welcome to the Manager Tools Discussion Boards <p>Awesome Forum</p> arlenmark0987 Thu, 24 Jul 2014 06:08:31 +0000 http://www.manager-tools.com/forums-4432#comment-80539 Re: online task tools? <p>I'd like to suggest you to try your hands on <a href="http://www.proofhub.com/?ref=ak">proofhub</a>. Though this is not open source but provides 20% discount to non-profits. Helps a lot in managing team as well as clients. It's worth checking out.&nbsp;</p> svibanez Thu, 24 Jul 2014 05:03:39 +0000 http://www.manager-tools.com/forums-8855#comment-80538 Re: Rating a junior employee (not a direct report) <p>I would stay away from answering the question and let his manager know he's looking for some feedback on his performance. &nbsp;If you're not in a position to write his performance reviews, then expressing your opinion of his work -and especially his ranking within his peer group - could cause a lot of heartburn for his manager.</p> <p>It's very unlikely that you and his manager share exactly the same opinion of this person and his manager is the one who will have to explain the discrepancy. &nbsp;I don't see how anything good could come from it.</p> <p>I'm also curious about why you're having O3s with someone else's direct. &nbsp;Am I misinterpreting the situation?&nbsp;</p> <p>Steve</p> <p>DiSC 7114</p> svibanez Thu, 24 Jul 2014 04:46:54 +0000 http://www.manager-tools.com/forums-8854#comment-80537 Re: Answering the "weakness" question during the interview ... <p>That was great!</p> <p>Steve</p> stingraycbs Thu, 24 Jul 2014 03:59:45 +0000 http://www.manager-tools.com/forums-8858#comment-80537 App for "Job Transparency" Cast - Time logging <p>Hi,</p> <p>In order to get randomized alarms for your time logging, I can recommend you an app for the iPhone.</p> <p>It is called: Mind Jogger</p> <p>You can define up to 64 (randomized) alarms per day on it.</p> <p>Unfortunately it is not free, while it was definitely worthy to invest a very little instead of programming my timer / alarms for 50 &quot;rings&quot; per day.</p> <p>Since I am doing this logging, I am working more focussed than before - at least I get this feeling.</p> <p>&nbsp;</p> <p>Thanks for the cast.</p> <p>&nbsp;</p> <p>Christopher</p> <p>(<em>a high D</em>)</p> <p>&nbsp;</p> bmutton Thu, 24 Jul 2014 01:41:21 +0000 http://www.manager-tools.com/forums-8852#comment-80536 Re: O3s with employees who don't want to talk <p><span>Hi,<o p=""></o></span></p> <p><span>This is my first time posting, I'm actually quite new to MT and I've been trying to catch up as much as possible.<o p=""></o></span></p> <p><span>From my understanding of the trinity, it might be as simple as giving some negative feedback and getting them to commit to a new behaviour in the O3's (ie behaviours around what you consider 'engagement')... if they don't and its' systemic, move into coaching (using the model) and set tasks like 'having them sit in on other more engaged O3's' or 'bring up 5 items they want to talk about in thier time'... If they continue to non-engage think about extending the coaching... </span></p> <p><span>From my understanding, contributing in O3's and Weekly Staff meetings (for that matter) are apart of their work performance, so I wouldn't separate their work product and O3 engagement. As Mark has said, 'You can be very firm and have honey on your tongue while you're doing it&quot;.<o p=""></o></span></p> <p><span>Casts that might help:<o p=""></o></span></p> <p><span>1. Feedback &amp; Coaching (MT</span>&nbsp;Basic Casts)</p> <p><span><o p=""></o></span></p> <p><span>2. A Shot Across the Bow</span></p> <p><span>3. Corky Story (progression from Issue --&gt;</span>&nbsp;Coaching --&gt; Escalation)<span>&nbsp;</span></p> <p>4. Systemic Feedback</p> <p><span>I know that's super basic, and if someone with a little more experience could add to this that would be great.</span></p> <p><span>Good luck Dan.</span></p> <p>Regards, Ben.</p> <p><span><o p=""></o></span></p> scm2423 Wed, 23 Jul 2014 23:05:24 +0000 http://www.manager-tools.com/forums-8851#comment-80535 Re: Office door- knock when closed? <p>&nbsp;I leave it up to my directs as to as to if the office door is closed for our one-on-ones. &nbsp;If they leave it open and I have something confidential to discuss I close the door when we get to that subject. &nbsp;It is funny some of them close the door every time even if its not confidential, I am okay with that. &nbsp;</p> <p>I have not considered that I should not be alone with a female colleague. &nbsp;Yes I guess this opens me up to some risk. &nbsp;I guess in the spirit of maintaining professional relationships you have to live with a little risk. &nbsp;If it came to a point where I could not trust the individual I think I would avoid that situation but that has not happened yet.</p> <p>S</p> <p>&nbsp;</p> <p>&nbsp;</p> <div>&nbsp;</div> <p>&nbsp;</p> edzaun Wed, 23 Jul 2014 21:08:11 +0000 http://www.manager-tools.com/forums-8853#comment-80534 Re: How to delegate when directs' work is as important as mine? <p>&nbsp;Josh,</p> <p>You did not give a lot of detail and I cannot imagine the type of scenario you describe. If you have five primary responsibilities one of them , by definition, must be more important than the other four. In other words, you can have only one number one priority.&nbsp; Which priority would you be least worried about not completing?&nbsp; Answer those questions and you will know what to delegate and what to drop.</p> <p>Apply the same methodology to your directs. It may be you are correct.&nbsp; In that case, you might need an increase in team size but I would first re-examine the existing duties.&nbsp; &quot;Value&quot; is a subjective term. Make sure what you think of as &quot;value&quot; is what the organization thinks as well.</p> <p>&nbsp;</p> <p>Ed Zaun</p> <p>DiSC Profile 7-3-1-2</p> edzaun Wed, 23 Jul 2014 20:42:05 +0000 http://www.manager-tools.com/forums-8851#comment-80533 Re: Office door- knock when closed? <p>&nbsp;Mr.&nbsp; Reliable,</p> <p>Thank you for your reply. I had discounted the advice due&nbsp;to the source and will re-think it.&nbsp;&nbsp;Since all my directs know about O3's, perhaps posting a sign on the partially closed door will be enough.</p> <p>&nbsp;</p> <p>All:</p> <p>My apologies: I also realized, in re-reading this&nbsp;thread, I usurped it without answering &nbsp;the original question.</p> <p>My answer is: No, it is not acceptable to knock without sufficient reason. My door is closed for O3's, conference calls. and when someone comes in and closes it for their own purposes.&nbsp; It may not stay closed for the last reason. I never close my door to work on something without interruption. My outputs, though valuable to the&nbsp;plant as a whole, are not that time-critical. An hour either way is not significant.&nbsp; Others may have more time-sensitive outputs.</p> <p>Sufficient reason is defined by me, not the intruder. There is little indeed that cannot keep for an hour at most, including news of a corporate takeover. &nbsp;Really, what would you do in the first hour after learning that news? If you have something that important, you are already too far behind.&nbsp; If emails can wait two or three hours without harm or other things&nbsp;can wait until I am out of a meeting, so can most news or requests simply because I happen to be in my office with the door closed.</p> <p>It is exceedingly rude and completely unacceptable&nbsp;to knock and then open the door without an invitation.</p> <p>If I need to speak to someone with a closed door, I always ask myself, &quot;Would I break in if I knew the&nbsp;site manager&nbsp;were in there?&quot;</p> <p>&nbsp;</p> <p>Ed Zaun</p> <p>DiSC Profile 7-3-1-2</p> dtaylor Wed, 23 Jul 2014 20:26:58 +0000 http://www.manager-tools.com/forums-8835#comment-80532 Re: A project managers resume <p>any thoughts?</p> RogerWang Wed, 23 Jul 2014 18:42:11 +0000 http://www.manager-tools.com/forums-8857#comment-80532 should I contact a manager who used to have a business relationship with my current employer? <p>In an informational interview on the prospect of working for a large multinational development bank, a contact suggested me to get in touch with the manager (A)&nbsp;of his group and would like introduce me to A. However, my employer used to work on a consulting project, of which A was the project manager. Should I get in touch with A in such a circumstance? I worry that A may inform my current employer of my intent to work for the development bank. My employer doesn't have a business relationship with A at this stage. Thanks!</p> alextupolev Wed, 23 Jul 2014 18:35:59 +0000 http://www.manager-tools.com/forums-8714#comment-80531 Re: What corporate career options after working in brand new industry or start-up-like environments? <p>Firstly, thanks for the great and detailed replies.</p> <p>Just wanted to underline one of the main reasons I want to move is because I want to build a family; so the main ingredients I am looking for are financial stability/growth (through a senior position) and regular hours (instead of my crazy, Silicon Valley style hours!). Somehow, consulting and freelancing seem like a no-no to this end...</p> <p>Maybe another, slightly older and more established tech company might meet these needs?</p> <p>One question:</p> <p>@JIB88 - what do you mean by &quot;platform groups&quot;? And do you have examples of other decentralized firms?</p> <p>&nbsp;</p> <p>&nbsp;</p> naraa Wed, 23 Jul 2014 17:38:54 +0000 http://www.manager-tools.com/forums-8856#comment-80531 Licensee Call - Spring 2014 - awesome content <div>Thank you Mark, Wendii and Dani for the amazing content on this Licensee Call. &nbsp;I was a bit disappointed at first for not having the live call, but I thought this was better as the pace was easier to follow and the depth into each response was greater due to longer time allocated for each question. &nbsp;</div> <p>I could visualise in my head the work situations as you were giving the answers. &nbsp;I have learned from you that this is what one hopes to accomplish on a job interview: to get the interviewer to picture you in action in the role. &nbsp;I could do just that: to picture the actions required as the answers were being delivered. &nbsp; It is pretty straightforward to convert the answers into implementation.</p> <p>I also thought there were some jewel statements within the answers too which really reinforce the assimilation of the recommendations you provide into our daily routine as managers and clarify business functions and roles a lot.</p> <p>I look forward to the Fall Licensee Conference Call!</p> ChrisAkin Wed, 23 Jul 2014 17:14:36 +0000 http://www.manager-tools.com/forums-7446#comment-80530 Re: New Position/New Team Introductions <p>I'm interested to see how things went.&nbsp; Anyone have any&nbsp;updates on their situation?&nbsp;</p> <p>&nbsp;</p> <p>--Chris</p> ChrisAkin Wed, 23 Jul 2014 16:54:35 +0000 http://www.manager-tools.com/forums-831#comment-80529 Re: Do counter offers ever make sense? <p>Great&nbsp;points all around.&nbsp; Thanks for comments, Mark and everyone else.</p> <p>&nbsp;</p> <p>--Chris</p> acao162 Wed, 23 Jul 2014 15:59:48 +0000 http://www.manager-tools.com/forums-8851#comment-80528 Re: Office door- knock when closed? <p>D - If I have said I'm having &quot;quiet time, but interrupt if it is urgent&quot;, then my staff know it is ok to knock.&nbsp; I get a 30 second summary (or less) of the situation &amp;&nbsp;then make a decision - now or in 5 minutes.</p> <p>If i&nbsp;have said &quot;no interruptions please&quot;, the office better be on fire, under attack or the head boss is on the phone.&nbsp; Otherwise, I&nbsp;meant &quot;no interruptions please&quot;</p> <p>But again, I find that I must communicate the expectation every time.&nbsp; If I do, I get perfect compliance. My door is very rarely closed and it is pretty easy to walk out of the office, say &quot;Please, no interruptions for the next hour&quot; or conversly &quot;I'm going to close the door for a bit to work on project X.&nbsp; If you need me, come and get me.&nbsp; Can you hold (or don't worry about holding) my calls.&quot;</p> <p>As time goes on, my staff have learned what &quot;can&quot; wait an hour and what &quot;cannot&quot;. It has also helped make them more accountable for their work, instead of running to me every 5 minutes.&nbsp; Second, hidden bonus!</p> <p>In fact, I've never had to bring this up in an O3, coaching or even feedback situation.&nbsp; It is an expectation that you will follow my directions and people do.</p> jamescarrey Wed, 23 Jul 2014 04:39:18 +0000 http://www.manager-tools.com/forums-6627#comment-80527 Re: Effective ice breakers and games? Try strategical physics games that you can obtain fom <a href=http://www.iphysicsgames.com/ rel=dofollow>http://www.iphysicsgames.com</a>, this is one way to get them refreshes their minds and at least boost their strategical thinking towards business managerial aspects. mizzoupete Wed, 23 Jul 2014 04:04:04 +0000 http://www.manager-tools.com/forums-8855#comment-80527 Rating a junior employee (not a direct report) <p>&nbsp;</p> <p>Recently in a O3, I had an a junior employee (not a direct report) ask me how he &quot;rates&quot; compared to others with the same role. &nbsp;He asked for general directional&nbsp;(top half, top quartile, bottom quartile, etc)&nbsp;concerning his performance (his presence, presentations, approach, output, etc) based on the experience I have observed in meetings and other interactions. &nbsp;I was not sure how to respond and informed him that we would discuss in our next 1:1. &nbsp;</p> <p>My gut says that its not an unreasonable question but I'm not sure if I am not thinking about it from all sides and/or not thinking about a potential poor output from provide a response/answer.</p> <p>&nbsp;</p> <p>How would the forum approach this question?</p> <p>&nbsp;</p> <p>Thx!</p> ashdenver Wed, 23 Jul 2014 03:34:39 +0000 http://www.manager-tools.com/forums-8854#comment-80527 Answering the "weakness" question during the interview ... <p>&nbsp;How NOT to do it:&nbsp;https://mobile.twitter.com/scottGdrummond/status/481326674177695745</p> <p>&nbsp;</p> <p>I thought of the advice M&amp;M give on the topic and laughed.</p> joshyeager Wed, 23 Jul 2014 03:19:36 +0000 http://www.manager-tools.com/forums-8853#comment-80527 How to delegate when directs' work is as important as mine? I am overloaded and have more "big balls" coming from my boss soon. I run a small product development team that is responsible for our company's flagship product. Because they are the core team that builds our product, their work output is as important and valuable as mine. The MT guidance is to delegate to force directs to get more efficient or drop unimportant tasks. But I need them to focus on growing the product so we can make our customers more successful and thus increase revenue. So even if they do find things they can drop, they should fill that time with more product development. "Managerial Economics 101" doesn't seem to apply when my reports generate as much value as I do (or more). How can I handle new tasks coming from above when my team's work is as important as my own? Thanks, Josh timrutter Tue, 22 Jul 2014 23:25:48 +0000 http://www.manager-tools.com/forums-8818#comment-80526 Re: "Vacation" Interviews <p>I agree with Matt, start making the phone screen/interview a tougher hurdle.</p> <p>I work in the Fly In Fly Out construction industry in Australia, so we rely heavily on phone interviews to get down to a list of viable candidates due to distance and remoteness of work site locations. It's an efficient, cost effective use of your time.</p> <p>A good, probing 30-45 minute phone interview really weeds out the sort of applicants you are talking about.&nbsp;</p> <p>Tim</p> <p><i>Nil Desperandum Experto Crede</i></p> dannak Tue, 22 Jul 2014 22:57:28 +0000 http://www.manager-tools.com/forums-8852#comment-80526 O3s with employees who don't want to talk <p>I have been holding O3s with my reports for about a year now. &nbsp;I have feel I have been pretty successful because with some of my reports they are very effective and really work well. &nbsp;We have built good relationships and I communication. &nbsp;However with two of my reports, I have trouble getting them to engage.</p> <p>I am not sure exactly what is wrong, because I have achieved success with some of my team. &nbsp;</p> <p>I suspect the problem has to do with how these people view work and their career. &nbsp;They don't want to seem to better themselves or their career. &nbsp;(I didn't hire them, but inherited them from a predecessor). &nbsp;Another problem I suspect is that the work they do is very repetitive, and not much can happen week to week, so there isn't much to talk about.</p> <p>They do their work well, and I don't have any problems with their performance, other than I wish that we had a better relationship.</p> <p>I have tried to open them up on a personal level, but the conversations have ended up feeling forced and the topics soon died.</p> <p>Any suggestions about how I can get them to open up and make the O3 more effective? &nbsp;Or do I even need to worry about it given that their performance is fine.</p> <p>If there is &quot;a podcast for that&quot; please point me in the right direction.</p> <p>Thanks,</p> <p>Dan</p> timrutter Tue, 22 Jul 2014 22:26:46 +0000 http://www.manager-tools.com/forums-4071#comment-80525 Re: Bad boss - the irresolute boss. What to do? <p>I'm that guy (figuratively)</p> <p>Offer to help take load off him, follow up on requests and let it go when he doesn't produce.</p> <p>The golden tip is that is he is well intentioned, he'll love you for it. If he's not, then your notebook/diary may come in to play - document!</p> <p>Tim</p> <p><i>Nil Desperandum Experto Crede</i></p> cacherjoe Tue, 22 Jul 2014 20:33:01 +0000 http://www.manager-tools.com/forums-2658#comment-80524 Re: Dealing with a long commute during the interview <p>Hey,</p> <p>&nbsp;</p> <p>Thanks for the follow up.&nbsp; I wasn't successful in getting the jobs that had longer drives.&nbsp; I found that in this area the employers feel that a 90 minute drive is too long.&nbsp; I went so far as to ask one of the interviewers how long they took to get to work, living in the city limits.&nbsp; The lengthy response was about how traffic is horrific and it takes her 60 minutes to get to work every day.&nbsp; I stopped short of asking why she then felt the 90 minute drive was excessive.</p> <p>I was successful in gaining employment, but unfortunately about a year in was victim of not having worked for the VP in a former life.&nbsp; On the hunt again.</p> <p>Having driven a lot work previous positions, I would say that the 90 minutes won't be too bad.&nbsp; I used the time to mentally plan the day, play out procedures in my mind, listen to Manager Tools Pod Casts (of course).&nbsp; I also do what I call Pre-play meetings.&nbsp; This is where I work through what I&nbsp;want to say and try to have some forethought into what may be asked or discussed in the meeting.</p> <p>Depending on where you live, you may have to have a contingency plan on what you will do for bad weather.&nbsp; For me, my sister-in-law lives in the city and I'd be able to stay there ahead or during a storm.&nbsp; That solves the, how will you get to work in bad weather question.&nbsp; Around here it 's nothing for us to have 20 or 30cm of snow and work still go on.</p> <p>I know its not much, but I hope that helps.</p> <p>&nbsp;</p> <p>Joe</p> ChrisAkin Tue, 22 Jul 2014 19:54:57 +0000 http://www.manager-tools.com/forums-4071#comment-80523 Re: Bad boss - the irresolute boss. What to do? <p>I'm very interested on how you handle bosses like this...&nbsp; thanks!</p> ChrisAkin Tue, 22 Jul 2014 19:28:18 +0000 http://www.manager-tools.com/forums-2658#comment-80522 Re: Dealing with a long commute during the interview <p>Just curious how this turned out?&nbsp; Did you get the job?&nbsp; If so, how's the commute?&nbsp; I have a 25 minute commute, but considering the possibility of a 90 minute commute in the future.</p> mrreliable Tue, 22 Jul 2014 16:38:37 +0000 http://www.manager-tools.com/forums-8851#comment-80521 Re: Office door- knock when closed? <p>&nbsp;Ed,</p> <p>I understand your point, and we can end up in a bubble wrap cocoon if we worry too much about &quot;what ifs.&quot; However, I'd caution against feeling too secure that because you maintain a professional relationship, everything will be fine. Most people are decent and honest, but it only takes one to obliterate another person under the right circumstances. Set-ups can happen, and it won't make any difference how professional you have behaved.</p> <p>I was in a situation where I worked with a mostly-female group. Gender did not seem to be an issue with most of the interactions. However, there was one woman whose behavior I didn't trust. I mentioned to my wife, &quot;I'm going to make sure that I am never anywhere with her without someone else in the room.&quot; On several occasions I walked the long way around to make sure I was never in close proximity without being in a group.</p> <p>One of the other managers wasn't so careful, and, you guessed it, was accused of sexual abuse that supposedly occured when the two were alone in the hallway. The authorities were contacted and the situation blew wide open. Fortunately, under questioning, the accuser gave highly inconsistent statements about what had happened, and the investigation fairly quickly determined the accusations were false. The manager may have dodged a bullet, but there is probably a cloud over his reputation to this day. A smarter, more savvy accuser would probably at least have drawn out the process much longer and caused much more damage.</p> <p>My point is that this issue is much like business litigation. You can be squeaky clean, do everything right, go to Church every Sunday, and help little old ladies across the street. That won't do you any good in defending yourself against a frivolous lawsuit or a charge of sexual harrassment.</p> <p>Personally, I do have one-on-ones with female directs. I trust them, and don't panic when we need to have a closed-door discussion. However, with regular one-on-ones I close the door most of the way, but leave it open about six inches. I think this makes them (and me) more comfortable, and the office doesn't get stuffy.</p> <p>And no, it's not appropriate to knock on a closed door unless it's an urgent situation. The person has the door closed for a reason. Knocking is like saying, &quot;I know you have the door closed for a reason, but I don't care. I want to talk to you so I'm going to interrupt what you're doing.&quot; You might as well pull up in their driveway and start blowing the car horn.</p> <p>&nbsp;</p> <p>&nbsp;</p> edzaun Tue, 22 Jul 2014 12:11:51 +0000 http://www.manager-tools.com/forums-8851#comment-80520 Re: Office door- knock when closed? <p>&nbsp;I was a bit surprised that no one has mentioned O3's as a reason for a closed door and it got me thinking. I know the guidance is &quot;private, not public&quot; and private means anyplace where someone has to deliberately snoop to over hear. &nbsp;So, my question is mostly for the men here and I would &nbsp;also be interested in female opinions.</p> <p>&nbsp;</p> <p>Do you do O3's with the door closed? I do, and I have been advised never to be behind a closed door with a female co-worker or direct. The reasoning is this will limit my exposure to sexual harassment charges. &nbsp;I discounted that advice because I maintain a professional relationship everyone. At least I think I do. &nbsp;The person who gave that advice tends to twist most scenarios to wild and convoluted outcomes, so I chose to ignore it. All my directs understand O3's are one of 3 reasons my door is closed and the only common one.</p> <p>&nbsp;</p> <p>So, what do you think? Am I taking a risk? &nbsp;Do closed door crossgender meetings, one on one, make you nervous or uncomfortable? Would it be better close the &nbsp;door almost all the way but not quite?</p> <p>&nbsp;</p> <p>My gut says do what I am doing and ignore the latrine lawyers but this thread got me thinking....</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>Ed Zaun</p> <p>DiSC Profile 7-3-1-2</p> nwillis Tue, 22 Jul 2014 12:02:50 +0000 http://www.manager-tools.com/forums-8760#comment-80519 Re: How many networks should a person have <p>It;s just struck me after reading the good replies and listening to 3 networking podcasts, that i am confused on how to view some people in my network. I have some people within my company as Professional and Internal and i have some from other companies i have worked wth as Professional External, with my old friends&nbsp;and neighhbours etc&nbsp;as Personal.</p> <p>But if i form relationships with people outside my work , such&nbsp;as recruiters&nbsp;and workpeople that have been of good service, how should i categorise these. they are ceratinly not part of my worklife , but&nbsp;my relationship with them is not purely&nbsp;personal/social.</p> <p>Should i categorise as personal , everyone&nbsp;in my network that is not part of&nbsp;my work ?&nbsp;</p> dpiedrahita Tue, 22 Jul 2014 10:27:04 +0000 http://www.manager-tools.com/forums-8851#comment-80518 Re: Office door- knock when closed? <p>S- I think you're on point reasons for not closing your door!</p> <p>Mark-&nbsp;I would LOVE if someone would do that! That's thoughtful and aware of one's personal preference. In my case, I'm sensitive about my time. Always willing to give it to people I know respect it, but I have a hard time when people wander in with low importance stuff and can't get to the point. I'd love for someone to ask so I can have some person-specific ways of handling it. I whole-heartedly agree with closing the door for no reason.&nbsp;</p> <p>ACAO162- so you're saying acceptable to knock if the door is closed but be prepared to get a &quot;no, not right now&quot; or &quot;give me a few minutes&quot;?</p> <p>&nbsp;</p> <p>&nbsp;</p> Kevin1 Tue, 22 Jul 2014 06:03:50 +0000 http://www.manager-tools.com/forums-8773#comment-80517 Re: Meet up for MT Members - Melbourne <p>&nbsp;</p> <p>I'd like to thank Allan and Matt for joining our meet up yesterday.&nbsp; It was a very interesting and enjoyable discussion.&nbsp; I'm looking forward to the next one already.</p> <p>Kind regards</p> <p>Kevin.</p> <p>&nbsp;</p> <p>&nbsp;</p> hawaiisempi Tue, 22 Jul 2014 01:36:01 +0000 http://www.manager-tools.com/forums-8596#comment-80516 Re: Task Tracking (Any ideas for a simple system...) <p>We used a slightly customized version of sharepoint to manage the activities of a big (46) person team. We have it broken up by functional areas buy you could do people. I would recommend not using the &quot;% complete&quot; aspects of tasks but instead do a Red/Amber/Green status reporting and ensure the tasks are written in a deliverables manner.</p> <p>This becomes the basis for our weekly staff sync meeting to review all the major lines of effort.</p> <p>&nbsp;</p> <p>Thanks,<br /> Leigh</p> <p>&nbsp;</p> hawaiisempi Tue, 22 Jul 2014 01:35:49 +0000 http://www.manager-tools.com/forums-8596#comment-80515 Re: Task Tracking (Any ideas for a simple system...) <p>We used a slightly customized version of sharepoint to manage the activities of a big (46) person team. We have it broken up by functional areas buy you could do people. I would recommend not using the &quot;% complete&quot; aspects of tasks but instead do a Red/Amber/Green status reporting and ensure the tasks are writtien in a deliverables manner.</p> <p>This becomes the basis for our weekly staff sync meeting to review all the major lines of effort.</p> <p>&nbsp;</p> <p>Thanks,<br /> Leigh</p> <p>&nbsp;</p> CAshford Mon, 21 Jul 2014 23:30:36 +0000 http://www.manager-tools.com/forums-8819#comment-80515 Pen and Paper <p><span><em><strong>Would y'all comment on something like the Surface Pro 3?</strong></em><b>&nbsp; &nbsp;</b></span>*edited for BLUF*</p> <p>&nbsp;</p> <p>&nbsp;I've listened to your pen and paper podcast, and I find that, for me, using a tablet pc (while clunky) that I can write on (inking with OneNote) makes things easy to plan and integrate with email clients, scheduling ect. &nbsp;The podcast pointed out that electronic devices for note taking, in your example a smartphone, comes off as not working.</p> <p>&nbsp;</p> <p><em><strong>Would y'all comment on something like the Surface Pro 3?</strong></em><b> &nbsp;</b>As tablets are being used more and more for productive tasks in the workplace has this perception changed, or is the fact that these devices are not phones, and there for don't carry the same stigma of a &quot;Facebook device&quot; like a cellphone would.</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>I ask because something like a Surface Pro 3 seems to be my answer for something productive to write down notes (again inking with the pen) and I will have one item to carry around as opposed to a laptop, 3 ringed leather planner, ect.</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>Also, Thankyou for your podcasts... I have a background NOT in the corporate environment and these have been a tremendous help. &nbsp;Just for reference, I&nbsp;grew up on a ranch, joined the military, and now working as a designer, finishing my engineering degree, and ultimately want to become an executive.</p> <p>&nbsp;</p> <p>Thanks,&nbsp;</p> <p>Charles</p> TedTschopp Mon, 21 Jul 2014 22:18:26 +0000 http://www.manager-tools.com/forums-8819#comment-80514 Re: Pen and Paper I work at a Fortune 200 company, and the higher you go in the organization, the fewer laptops / tablets there are in meetings and the more pens and papers there are. From an effectiveness perspective, when I know that directors or VP's are in the meeting, the pen and pad are the only thing I bring out. The laptop stays in the bag, and the smartphone stays in the pocket. <p> <meta charset="utf-8">Ted Tschopp<br /> ???? ????? &nbsp;- ??? ?? - ?????? ???? - ??? ??? - Ted &Ccedil;e&ouml;p - ???? ????? </meta> </p> acao162 Mon, 21 Jul 2014 21:53:23 +0000 http://www.manager-tools.com/forums-8851#comment-80513 Re: Office door- knock when closed? <p>I rarely have my door closed and there is a window, so you can see if I&nbsp;am in a meeting or on the phone. If the door is closed I am either trying to complete a task that requires quiet or dealing with a confidential matter.&nbsp; I&nbsp;am the head of HR, so there are times when I&nbsp;need a closed door.</p> <p>I find it incredibly rude for someone to simply open the door and poke their head in.&nbsp; Again, there is a window.&nbsp; Please knock &amp;&nbsp;I&nbsp;will either motion you to come in or say &quot;come in&quot;.&nbsp; Maybe what is on the desk is not meant for your eyes &amp;&nbsp;I&nbsp;have a moment to put it aside.&nbsp;</p> <p>I will generally communicate when I&nbsp;need to be unavailable and then make a point of leaving the office &amp;&nbsp;checking in with the staff hourly or so.&nbsp; Good to get up and stretch as&nbsp; I&nbsp;refresh the coffee cup.&nbsp; That way I&nbsp;am available on my terms &amp; don't need to be interrupted.</p> <p>When it is a closed door for quiet's sake, I&nbsp;will also communicate - I am taking calls, please interrupt if you need me, etc, I&nbsp;just need a little silence to get through this next (length of time).</p> <p>Poking your head in without knocking will have me providing negative feedback, even in an emergency, since it takes less than 10 seconds to be polite.&nbsp; It would be pretty awful to walk in my office uninvited to find me working on your lay-off notice, wouldn't it?</p> dtiller Mon, 21 Jul 2014 13:51:11 +0000 http://www.manager-tools.com/forums-8841#comment-80512 Re: Time Analysis and Alarms Hi Cyndy - found the app trials under a different thread!! dtiller Mon, 21 Jul 2014 13:44:53 +0000 http://www.manager-tools.com/forums-8841#comment-80511 Re: Time Analysis and Alarms Hi Cyndy, Glad to hear it's going well. Which app are you using. Maybe that will help me. Thanks!! Dawne arlenmark0987 Mon, 21 Jul 2014 12:43:01 +0000 http://www.manager-tools.com/forums-8596#comment-80510 Re: Task Tracking (Any ideas for a simple system...) <p>&nbsp;I'd suggest you to give these tools a try&nbsp;</p> <p><a href="http://www.proofhub.com/ref=ak">Proofhub</a></p> <p><a href="http://www.basecamp.com">Basecamp</a></p> <p><a href="http://www.asana.com">Asana</a></p> <p>Hope these tools will help you out.&nbsp;</p> <p>&nbsp;</p> ZinZin88 Mon, 21 Jul 2014 11:41:09 +0000 http://www.manager-tools.com/forums-8824#comment-80509 Re: List College Internships from 15 years ago on LinkedIn? <p>Yeah, I know what you mean. It's a long time ago and I'm glad you're not still flogging that horse on your main resume. However, I would argue that your LinkedIn profile is slightly different from a traditional resume. Listing those internships will link you to those other companies and will make it easier to make connections with current and former employees of those companies.</p> <p>You also haven't worked for that many companies, relatively speaking. This fills out your professional story and could give a deeper understanding of your career progression and trajectory. However, it all depends on the actual jobs themselves. Three months as an intern on a highly competitive scheme with a multinational (where you built important contacts and learnt about things fit together from the ground level up) is a bit different from a week unpaid making coffee and answering phones in a random office.&nbsp;</p> <p>Just ask yourself, does it positively add to your professional story? If it doesn't, leave it off. It's not the end of the world just having 3 jobs on your resume. That shows loyalty and stability.</p> <p>&nbsp;</p> <p>&nbsp;</p> ZinZin88 Mon, 21 Jul 2014 11:19:21 +0000 http://www.manager-tools.com/forums-8844#comment-80507 Re: Any Recommendations for Approaching Former Employer <p>&nbsp;Hello Doug</p> <p>I've been in a situation that had some similarities to this. In my case, my fixed-term contract had come to an end so I was looking for a new job. I decided to go freelance and because I had left a previous employer on good terms they were one of the first people I contacted when trying to drum up some business. I got on well with the operations manager, so I called him up on the phone and was open about my reasons for calling. They started giving me business the following week and this was gradually increased as time went on.</p> <p>Lots of people probably send resumes and emails to your old employer looking for a job. But, you have existing relationships at that company that you can leverage. You also said yourself that you're still in contact with your former boss. Call them up and let them know that you're looking to return. Ask whether he/she know of any suitable opportunities in the business?</p> <p>If you're current company is being sold, it wouldn't surprise me if that news wasn't already known on the grapevine among your former colleagues/peers. So, depending on your relationship with your former boss, I don't think that's something you should hide. I'm pretty sure there was a podcast a few years ago about using your network to find a new job. It may be worth looking back through the archive to see if you can find it, too.</p> <p>The most important thing to remember is: don't sound desperate. You're just giving the latest news to someone in your network - someone you've already made a point of keeping in touch with. Ask if they know of any opportunities. If they don't, then that's fine. End the call in a polite and upbeat manner. If they do hear of anything ask them to keep you in mind.&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> Peter.Westley Mon, 21 Jul 2014 05:52:25 +0000 http://www.manager-tools.com/forums-8773#comment-80506 Re: Meet up for MT Members - Melbourne <p>Hi All,</p> <p>I'm travelling overseas at present and can't make it today.</p> <p>I would love to meet at the next one - please keep the communication on this topic so we can all see plans for further meet-ups.</p> <p>-- Peter</p> <p>DISC&reg;: 2564<br /> @pjwestley</p> Kevin1 Mon, 21 Jul 2014 00:02:43 +0000 http://www.manager-tools.com/forums-8773#comment-80505 Re: Meet up for MT Members - Melbourne <p>Hi all,</p> <p>This is still on today at 5:30pm.</p> <p>Monday 21st July 5:30pm Young and Jackson - meet in The Long Bar</p> <p><a title="http://www.youngandjacksons.com.au/index.html" href="http://www.youngandjacksons.com.au/index.html"><font color="#296d8c">http://www.youngandjacksons.com.au/index.html</font></a><br /> Opposite Flinders St. Station.<br /> Looking forward to it.</p> <p>Please private Message me if coming.</p> <p>Kind regards</p> <p>Kevin</p> MarkMT Sat, 19 Jul 2014 21:19:10 +0000 http://www.manager-tools.com/forums-8851#comment-80504 Re: Office door- knock when closed? <p>In the scenario you outlined, I'd just go ahead and ask the person.&nbsp;&nbsp; &quot;In the future, How do you prefer I communicate with you about questions or items which aren't an emergency?&nbsp;&nbsp; Should I just knock and come in or would you prefer I schedule time with you?&quot;&nbsp;&nbsp;</p> <p>Odds are they'll say &quot;just come in&quot; - but If they prefer scheduled time and you feel you need to speak to this person daily, ask them if you can put a &quot;professional update&quot; in their calendar once a day at a time that works for both of you.</p> <p>My 2 cents anyway.&nbsp; Although, I think people who close their doors for no good reason are sending a really bad message.&nbsp; But you can't manage others, so....</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> Wayne1 Sat, 19 Jul 2014 12:38:54 +0000 http://www.manager-tools.com/forums-8851#comment-80502 Re: Office door- knock when closed? <p>If the persons office door is always closed then by all means knock, but if the door is open the majority of the time then wait.</p> <p>Similar to SCM2423 my door was always open with rare exceptions. However, I have worked with several managers whose doors were always closed regardless of what was going on. If I needed to speak to these people I would knock, sometimes this was just to go for a coffee other times it was to get their input on something.&nbsp;</p> <p>Wayne.</p> dpiedrahita Sat, 19 Jul 2014 12:16:01 +0000 http://www.manager-tools.com/forums-8848#comment-80501 Re: Perception of micromanaging <p>To think that being asked to provide a list of projects is micromanaging shows a lack of professional maturity and is beyond absurd. He's just making a back-handed dig at you. Ignore it, be thankful he's leaving, and hopefully you can replace him with someone with a better attitude!</p> scm2423 Fri, 18 Jul 2014 22:47:04 +0000 http://www.manager-tools.com/forums-8851#comment-80500 Re: Office door- knock when closed? <p>For me, I would say do not knock unless it is important and urgent. &nbsp;My office door is open with the exception of two reasons:</p> <ol> <li>I am on the conference call or video conference and I do not want to be disturbed or I do not want to disturb those around me</li> <li>Someone has closed it because we are speaking about a confidential matter. &nbsp;I may have closed it, my boss may have closed it or my directs may have closed it, but this was done for a purpose. &nbsp;Please respect that.</li> </ol> <p>I do not close my door because:</p> <ul> <li>it is too noisy in the hallway,&nbsp;</li> <li>it is too cold in the office,</li> <li>I have too much work to do, or</li> <li>I am having a bad day and I want to be left alone.</li> </ul> <p>Of course this is just how I work. &nbsp;If the person whose door we are talking about had said knock at anytime, I would follow that guidance. &nbsp;In my mind I would be questioning why the door is closed if they do not mind the interruption.</p> <p>As a manager I want to be avaliable to my people so I keep the door open when I can. &nbsp;I can always push back and say it is not a good time, but I would want to see what they needed to talk about first, just in case it is important or urgent.</p> <p>s</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> dpiedrahita Fri, 18 Jul 2014 22:15:44 +0000 http://www.manager-tools.com/forums-8851#comment-80500 Office door- knock when closed? <div>Fellow managers and professionals, I'd really like your opinion on office doors. Someone's office door is closed, you don't have time on their calendar, and there's no emergency or safety issue. Yes or no, is it acceptable to knock?</div> <div>&nbsp;</div> <div>And, does your answer change if the question is &quot;yes or no, would you knock?&quot;</div> <div>&nbsp;</div> <div>Thanks!&nbsp;</div>