Manager Tools Forums This feed displays the latest comments and Topics from the Manager Tools Forums Manager Tools Forums Kevin1 Wed, 16 Apr 2014 06:43:09 +0000 Re: Does anyone have a suggestion for a podcast that will help me course correct?... <p>If you need to set goals, then find the cast on MT Goals.</p> <p>Once you set goals, you can use feedback to let people know how they are doing against those goals.&nbsp; For longer term goals, you may need the coaching model too.&nbsp; and O3s are essential.</p> <p>So for casts, many of them are contained in the 'basics' section.&nbsp; There are also several on goals, and performance reviews.&nbsp; Also save yourself some angst in following up all the time and listen to Assign Tasks and Reporting (think that was its name).</p> <p>Kind regards</p> <p>Kevin</p> donm Wed, 16 Apr 2014 06:19:04 +0000 Re: Does anyone have a suggestion for a podcast that will help me course correct?... <p>All of them.</p> <p>Start with the O3's and then go on to the feedback podcasts first.</p> jazzbone1031 Wed, 16 Apr 2014 04:15:01 +0000 Does anyone have a suggestion for a podcast that will help me course correct?... <p>See, the thing is this. I have been too friendly with my directs. I haven't been proactive enough in goal setting and accountability. I know that I need to check behind my directs on some things (I work in a retail environment, so making sure the shelves are straight at closing, for example). I also know that I need to pursue sales goals with my team. The fact is, I've been a lazy manager frankly. I need to change course soon. Any podcast suggestions?&nbsp;</p> teaguek122 Wed, 16 Apr 2014 02:41:08 +0000 Re: Resume Workbook launch on June 1st <p>&nbsp;I got the resume workbook! It was worth every penny to me!</p> <p>Thanks!</p> teaguek122 Wed, 16 Apr 2014 02:40:15 +0000 Re: Should I sue my employer? <p>&nbsp;I agree as well that this is an interesting story, I also want to hear how it works out too. Best of luck!</p> teaguek122 Wed, 16 Apr 2014 02:33:56 +0000 Re: When to follow up after interview? <p>&nbsp;That's helpful advice!</p> teaguek122 Wed, 16 Apr 2014 02:25:43 +0000 Three Years <p>&nbsp;<span class="Apple-tab-span" style="white-space: pre;"> </span>I have been out of the civil engineering field for three years and I want to get back into working within the field of civil engineering. I have been working as an English teacher. How can I immediately jump back into a career with this three year gap?&nbsp;</p> <div><span class="Apple-tab-span" style="white-space:pre"> </span>How should I craft my resume and cover letter?&nbsp;</div> <div><span class="Apple-tab-span" style="white-space:pre"> </span>Should I try to cover up my three years of not working within the same industry, or be proud of what I have accomplished?&nbsp;</div> <div><span class="Apple-tab-span" style="white-space:pre"> </span>Do I need to go back to school to get up to date with the latest engineering technology?</div> <div><span class="Apple-tab-span" style="white-space:pre"> </span>I could use some advice about this topic, and any suggestions would help me immensely. Thank you.</div> teaguek122 Wed, 16 Apr 2014 02:23:08 +0000 Re: Career Planning in Government <p>&nbsp;You can check with the office staff, secretaries, at most mid-sized government agencies as they may have the job descriptions for nearly every opening. This would give you a quick check-list of ideas you could focus for skills and training.</p> oppo Wed, 16 Apr 2014 01:12:21 +0000 Different Use of Cone Crusher <p>&nbsp;<span style="font-family: 'Times New Roman'; font-size: 16px;">A cone crusher is a practical machine for break stones into smaller pieces. This conical-shaped machine's unique design filters and crushes stones in a fraction of the time that it would take a person to do the job by hand. These machines are used in a variety of industries, such as mining and construction, and they tend to be used only on medium-hard stones. That's the basic info you need to know.There is no doubt that it is necessary for many industries, such as highway, water conservancy project, mining, construction and so on. You may have seen it in construction sites, with a glance you may consider it as other types of stone crusher since it doesn't look like a cone. But in fact, the cone crushers haven't got the wrong name.</span></p> <p style="font-family: 'Times New Roman'; font-size: 16px;">Cone crusher is mostly used to crush medium-hard materials. In fact, the appearance of the cone crusher doesn't look like a cone. It is surrounded with several industrial-strength springs. The cone crusher is named after its inner-workings. Cone crusher has a large opening which is used to feed in materials, when materials are poured into the opening, then the central shaft and the crushing plate will work together to break down the materials. The size gets slimmer from the opening to the bottom and the materials gets smaller as well. Now you are clear what's the meaning of cone crusher and why we call it cone crusher. In all kinds of crushers, the definition of cone crusher is so easy to be unknown or misunderstood by lots of people. So we are happy to give you this news. In addition, we are a good&nbsp;<a href="">cone crusher supplier</a>. We have all sorts of good&nbsp;<a href="">cone crushers</a>.</p> <p style="font-family: 'Times New Roman'; font-size: 16px;">In summary, you would need to use cone crusher for different purposes. This type of crushers occupy the position which could not be replaced by other crushers.</p> <p style="font-family: 'Times New Roman'; font-size: 16px;">china cone crusher:&nbsp;<a href=""></a></p> Kevin1 Wed, 16 Apr 2014 00:48:02 +0000 ethical question - feedback or not? <p>Friends,</p> <p>If you were to witness a direct doing something unethical outside of work related activities, would you think it necessary to give them feedback about it, or would you just note it in their 'file' and consider it in evaluations for their suitability for future opportunities.</p> <p>Actions I'm thinking of would be things such as</p> <p>- evading fare payment on public transport</p> <p>- driving dangerously around schools or other high pedestrian areas</p> <p>- causing accidental damage to someone else's property and not owning up to it</p> <p>- keeping a wallet they find in the street</p> <p>etc.</p> <p>Kind regards</p> <p>Kevin</p> <p>&nbsp;</p> donm Tue, 15 Apr 2014 22:25:30 +0000 Re: How to talk to a High I Boss in this situation <p>Well, I have a different take. I'd just yell back, &quot;Not yet. I'll get to it.&quot;</p> <p>This is a perfectly reasonable response to us High-I's. We're good at putting things off, so isn't that what everyone does? Since the OP is a high DC, he will, indeed, get to it, so this is the easy way to handle it.</p> donm Tue, 15 Apr 2014 22:12:16 +0000 Re: Isn't DISC labelling? MayDay! <p>Sorry to be the stick in the mud, but I don't like my DiSC profile announced or displayed, either. I don't mind around strangers, such as at the ECC, but there's no way I'd post it at work. Frankly, I don't think mine came up correctly. Everyone who meets me sees a lot of C (so do I), but my profile said my C is a 1. I have to act C to get the work done - engineering is a lot of detail work and you cannot make mistakes - but DiSC&nbsp;says I would struggle to do C. If I couldn't do C, I would fail at my job.</p> <p>My conditioning, job requirements, and experience make me consistently behave the opposite of what my profile says. Posting my profile would be misleading to folks who really understand and follow DiSC principles. As an I of 7, I'd have people sitting across from me telling stories and chatting while I have work to do. I don't get paid for telling stories, no matter how much I like doing so. I really love it when I'm in front of a classroom, because then I get to tell stories and still get paid for doing it. At work, I need C-like explanations, in D-like time frames. I don't have time for I-like wanderings or S-like ponderings.</p> <p>No, I would never willingly post my DiSC profile. Frankly, if my boss forced me to post it in spite of my objections, I'd start looking for a new job immediately or even resign on the spot, and I would find ways to scuttle the post-it idea for the short period of time it would take me to permanently depart the premises. Working in the oil patch on the technical side for 25+ years gives me options others don't have in this economy; however, even without such options, I would likely resign rather than post my DiSC&nbsp;profile. I would throw away the profile every time no one was around to see it disappear. I'd feign ignorance and promise to put it up later. As a high-I, I can make &quot;later&quot; become &quot;never&quot; due to my scatter-brained proclivities. I could just put it on my desk and wait for it to be buried, for one thing.</p> <p>As I'm the one who does even a modicum of M-T at my office and I'm a senior manager, I get to pick and choose what concepts to follow. I choose to use DiSC through observation, but I wouldn't post my profile or force others to do so, regardless of the instruction or reasoning.</p> <p>Are you willing to lose this worker over this? If she feels as strongly as I do, then that's where you're headed if you force the issue. My objection is not that it is labeling. My issue is that I keep my personal and work lives separate. I see DiSC&nbsp;as something on the personal side of the equation. I have a visceral dislike for crossing the work-personal line (does that sound like a C of 1?). As I said above, I would quit before willingly remaining in an environment that ignored my strongly-voiced objections to any action, especially an action I would be forced to acknowledge every time I looked around my office.</p> <p>My counsel would be to suggest she put the profile up anyway, but if she chooses not to, then I'd do no more than mention it and ask if she was planning to put it up later. &quot;No? OK, just asking.&quot; Not posting the DiSC profile is not going to disrupt the workplace, so putting it up should not be mandatory, unless, like I said, you're willing to lose this and maybe other employees over it just to enforce conformity.</p> pucciot Tue, 15 Apr 2014 20:13:57 +0000 Re: How to talk to a High I Boss in this situation <p>&nbsp;It may be possible to build the trust described above by calmly explaining your email style to her.</p> <p>She just assumes everybody has the toast email pop-up and reads every new email right way - like she does.</p> <p>When she comes to your desk asking about a brand new - &quot;hot off the presses&quot; email ---</p> <p>Something like this might help :</p> <p>&nbsp;</p> <p>&quot;I'm sorry, {Boss}. &nbsp;I have not yet read that email.</p> <p>I have found that emails popping up on my computer screen is very distracting for me. &nbsp;</p> <p>It interrupts my workflow and I am not as productive.</p> <p>I'd be happy to make comments about the email right away. &nbsp;</p> <p>Would you like me to read it right now ? &nbsp;&quot;</p> <p>&nbsp;</p> <p>Remember to remain calm&nbsp;</p> <p>- answer honestly and show a complete willingness to stop and read that email for her right now.</p> <p>&nbsp;</p> <p>I doubt she would have the patience to wait for you to read it.</p> <p>After a few times of this - she will either :</p> <p>A - avoid doing this to you in this situation in the future</p> <p>B - order you to turn on email pop-up&nbsp;check you email more often - In which case you may be able to flag certain kinds of emails as - pop-ups and ignore others.</p> <p>&nbsp;C - some kind of happy median where she gives you a heads up - to read a particular email right away and prepare to comment on it soon.</p> <p>Good luck on the new job.</p> <p>&nbsp;</p> <p>TJPuccio</p> richkonline Tue, 15 Apr 2014 19:56:32 +0000 Re: Isn't DISC labelling? MayDay! <div>Mark in his podcast about rolling out DiSC is very definite that the profile should be posted in a public place, even if it is shared by others outside of the team who has taken DiSC.&nbsp;</div> <div>&nbsp;</div> <div>This is the key concern of my direct. Making it public will encourage conversations that they do not want to have - i.e. with people outside of their team. They think that they will look at the profile and then say this is the way the person is - period. i.e. static, non-changeable.&nbsp;</div> <div>&nbsp;</div> <div>I explained again that DISC is how you behave if you are not thinking about it. The key is to understand how you behave and then modify it when conversing with others so the conversation is better.&nbsp;</div> <div>&nbsp;</div> <div>Still didn't get home the message about displaying the profile publicly.&nbsp;</div> <div>&nbsp;</div> <div>&nbsp;</div> <div>&nbsp;</div> <div>&nbsp;</div> <div>&nbsp;</div> <div>&nbsp;</div> <p>&nbsp;</p> pucciot Tue, 15 Apr 2014 19:45:37 +0000 Re: Isn't DISC labelling? MayDay! <p>&nbsp;</p> <p>This person seems uncomfortable with the whole idea. &nbsp;And they seem to have an aversion for &quot;being labeled&quot;.</p> <p>It is understandable. &nbsp;None of us like that idea. &nbsp;Being labeled has a lot of negative connotations in our culture.</p> <p>--</p> <p>&nbsp;The Podcast also described what to do if a team member does not wish to participate.</p> <p>Maybe this is the case for this person.</p> <p>or</p> <p>The &quot;Public Place&quot; could try to be just public for this team.</p> <p>Only at your desk - or - in an online forum only accessed by your team ?</p> <p>&nbsp;</p> <p>Just some thoughts.</p> <p>&nbsp;</p> <p>TJPuccio</p> JosephAsher Tue, 15 Apr 2014 19:02:05 +0000 New Assignment--Compensation Discussion <p>My boss just informed me that he wants to begin making transition plans to get me ready to be the successor for an opening on our team where I will have increased responsibility for managing people and budgets.&nbsp; He wants to begin putting in place a transition plan to have me step into the new role sometime in Q4 14, but&nbsp;the&nbsp;transition plan is not final.&nbsp; When and how do I&nbsp;bring up the issue of compensation that comes with the new role?</p> njabbott Tue, 15 Apr 2014 18:37:31 +0000 Re: Is closing on a phone interview a smart idea? <p>When I am selling I typically focus on closing the next step. I have never closed a deal for my services without a face-to-face meeting, so when talking to a prospect on the phone my &quot;close&quot; is to try to set up a next meeting. &nbsp;I will also express an interest in the final deal, but that is not closing.</p> <p>How would this play out in a recruiting scenario? &nbsp;My instinct would be to express an interest in an offer, but to focus on identifying the next step and closing that. &nbsp;If the next step is an in-person interview I would ask (close) for that.</p> <p>Would this be the right thing to do?</p> <p>&nbsp;</p> <p>&nbsp;</p> richkonline Tue, 15 Apr 2014 17:57:57 +0000 Re: Isn't DISC labelling? MayDay! <div>Mark in his podcast about rolling out DiSC is very definite that the profile should be posted in a public place, even if it is shared by others outside of the team who has taken DiSC.&nbsp;</div> <div>&nbsp;</div> <div>This is the key concern of my direct. Making it public will encourage conversations that they do not want to have - i.e. with people outside of their team. They think that they will look at the profile and then say this is the way the person is - period. i.e. static, non-changeable.&nbsp;</div> <div>&nbsp;</div> <div>I explained again that DISC is how you behave if you are not thinking about it. The key is to understand how you behave and then modify it when conversing with others so the conversation is better.&nbsp;</div> <div>&nbsp;</div> <div>Still didn't get home the message about displaying the profile publicly.&nbsp;</div> <div>&nbsp;</div> <div>&nbsp;</div> <div>&nbsp;</div> <div>&nbsp;</div> <div>&nbsp;</div> <div>&nbsp;</div> <p>&nbsp;</p> jcberk Tue, 15 Apr 2014 15:46:02 +0000 Re: Task Tracking (Any ideas for a simple system...) <p>Because your needs seem fairly lightweight, any tool will work <em><strong>if</strong></em>&nbsp;your team uses it. If you don't use a tool or your team won't use it, all the tracking falls on the manager, and you won't have any time to coach, remove roadblocks, and actually manage the team. Your goal needs to be adoption, so you have oversight of all tasks without micromanaging each one. Assigning reporting can include &quot;please update the tool at the end of the day for each task you've worked on so the team can see the full updated overview each morning.&quot;</p> <p>Since you have six directs in IT, they've probably used multiple task-tracking tools and methods before. Ask them what tools and processes they've found most helpful and why. Adopt whatever has the most buy-in and teach yourself to use it efficiently. I've used everything from post-it notes to text files to Excel to GoToAssist to PivotalTracker/Jira to Microsoft Project, depending on the team and project.</p> flexiblefine Tue, 15 Apr 2014 14:44:38 +0000 Re: How to talk to a High I Boss in this situation <p>You say it yourself -- you're only three weeks into this job, and your boss hasn't learned what to expect of you.</p> <p>Once she learns you're reliable, she may trust you to do your part of the process after the email is sent. Until then, she's checking to make sure you're aware of the progress -- and she's doing it face-to-face because she's a high I.</p> <p>She might keep checking in with you this way after she learns to trust you, because it's the way she does her status checks. Accept her style, however it manifests itself, and adapt where you can.</p> <p><strong>flexiblefine</strong><br /> Houston, Texas, USA<br /> DiSC: 1476</p> richkonline Tue, 15 Apr 2014 14:00:08 +0000 Re: Isn't DISC labelling? MayDay! <p>&nbsp;Sounds like good advice. I have time before the meeting. Infact, I have a 1x1 with this person. I think they might bring it up themselves in their section of the 1x1, but I will have it down for mine.&nbsp;</p> <p>I will report back in case it is of benefit to others.</p> <p>Richard.&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> some_anon Tue, 15 Apr 2014 13:00:12 +0000 Re: Double promotion to manage my boss - Is this crazy? Hi Joseph, Thanks for your well considered thoughts. I already have quite good relationships with everyone within the company, including the most senior people (it is not a big company). I have spoken with most of the top level managers in the last few days and they are all very supportive. I will certainly take your advice re: asking about the expectations of the new role. I especially like having a clear definition of success. I also think I will need some sort of formal training/mentoring to bridge the gap. Thanks for raising some good suggestions there. I will discuss these with my potential new boss to see what might be on offer. I will certainly give this some more thought, it sounds like it is not impossible to make this kind of jump. Thanks again! leanne Tue, 15 Apr 2014 12:50:29 +0000 Re: Manager Shutting Me Down <p>In addition to what the others said, I&nbsp;have a real simple question:</p> <p>What does 'shut down' mean?</p> <p>What does 'puts up a defense' mean?</p> <p>That is, what behavior is actually occurring?</p> <p>Have you approached anyone else in the group - preferably another S or a C, that is to say, the reserved people - to ask them what they feel?</p> <p>Have you asked the boss, privately, 'hey, in that brainstorming session, I kind of felt like you were saying all my ideas were bad, right after saying we won't judge any ideas, is that what you really meant when you said X?'</p> <p>Is this person any bit of a high C, also? Because high Cs have an Extremely Annoying Habit of responding to a good idea with 'well, what about this problem with that idea?' not to put down the idea, but to try to improve it because they see merit in it. Most other types don't think this is helpful. I, um, this has been one of my major communication weaknesses in the past, shall we say.&nbsp; And I think a D/C would be even worse with this, because the high C asks 'what about this problem?' and the high D asks it abruptly with big gestures, which is their normal way of speaking and gesturing but which aren't seen that way At All.</p> <p>Have you listened to the Effective Relationships cast for 'I'm a high S and my boss is a high D'? If not, I really, really strongly recommend it. It's chock-full of information that can be helpful.</p> <p>High D boss/High S direct is, in my opinion, the absolute hardest relationship for the direct. The S tends to be more sensitive to the behavior of the D in exactly this way.</p> <p>Also, the 'How to Handle Conflict with a High D' cast, which is a standard-feed Career Tools cast from two years ago, is possibly a great help also if you've not heard that.</p> leanne Tue, 15 Apr 2014 12:28:55 +0000 Re: Promotion to Manager but no title change on HR records <p>If HR&nbsp;doesn't have a good idea of a process, or doesn't want to do 'all the work' of creating a job description, listen to the recent casts on creating a job description, and send it to HR. It's reasonably easy.</p> <p>I'm an individual contributor and I've still considered doing it. For me, it's because we have levels - II, III, IV, V, that sort of thing - for a particular title, and I really want to know what the difference is between one title and the other. And...when I ask, my manager says 'well, I'm not really sure what the difference is'. In my case, I want to know what I should be doing to get the next title up. So I'm thinking, if I ask again 'what *is* the difference?' and I&nbsp;get the same answer (I might not; the last time I asked was a year or two ago), I&nbsp;might just write up *my*&nbsp;job's description, ask her if it's valid, and then ask 'what would you say is different for the next level?'</p> jrb3 Tue, 15 Apr 2014 11:59:38 +0000 Re: Managing Managers of Software Developers <p>Has he asked what his directs see are problems?</p> <p>Further context here would be useful. &nbsp;Software development is notorious for odd hours and &quot;continually juggling mental eggs&quot;. &nbsp;I've had a few software development positions where the office was so interruptive, I had to shift my hours up to a half-day earlier or later, just to have enough &quot;think&quot; time to actually do my work. &nbsp;Some others, I could only work when the bulk of the users were not on the systems, waiting for the resources I needed, or could actually repair broken stuff. &nbsp;That left us hanging out, talking shop and designing improvements and shooting the breeze, during core business hours.</p> <p>If his department were not missing deadlines, would it be sensible to have any of the other concerns?</p> <p>(Taking examples from my own career:) &nbsp;Maybe they're leaving early so they can get home to more-powerful machines and can really solve whatever bug they're butting heads with. &nbsp;Maybe they're taking longer lunches to actually talk with the users, to compensate for no-one officially tasked with gathering requirements. &nbsp;Maybe there's one &quot;alpha tech&quot; with a cavalier attitude and questionable humor, and the others are just following his example. &nbsp;Each of these is a different cause, with different viable resolutions.</p> <p>Joseph</p> jrb3 Tue, 15 Apr 2014 11:40:36 +0000 Re: Isn't DISC labelling? MayDay! <p>Yes, it is a label: &nbsp;a discernment, not a&nbsp;judgement.</p> <p>This smells to me like not their real concern. &nbsp;The posted profile is meant to remind others how the staffer prefers to communicate and understand the world, so as to adjust to more effectively communicate with that staffer.</p> <p>Inquire further, non-threateningly. &nbsp;What does your direct report see in this situation?</p> <p>Joseph</p> aylim14 Tue, 15 Apr 2014 11:36:45 +0000 How to talk to a High I Boss in this situation <p>&nbsp;How do I approach my High I boss and tell her to give us time to do the actual work before saying anything about it? I'm thinking whether to just accept it, or if there's another way to tell her that it's not helpful what she's doing.&nbsp;</p> <p>Here's the situation. I am handling 4 people. Let's call them the conversion team. We are in the publishing industry (technology side). When my team finishes the work, they send an email to me (CCing my boss) saying that this content is done.&nbsp;</p> <p>Then suddenly, when my High I boss reads the email, she gets up from her chair, approaches me, and asks, &quot;did you see the email?&quot; or &quot;did you announce this ____ has been published already?&quot; or &quot;there were 7 titles that were released, did you see them?&quot; and many other questions along that line. Again, literally within minutes of that email.&nbsp;</p> <p>Being a Manager Tools manager, I'm working my calendar and already setup my schedules to check and process my email 3x a day and other priorities. I also know that as a direct, I have to adjust to my boss' style. Being a High DC, i get irritated by it. Like i'm scheduled to do this priority A thing (directly stated to me as one of my KRAs), then I hear a high-sounding, shrill voice about this or that.&nbsp;</p> <p>I'm just thinking how to approach this because she's definitely not used to organised work. She's not used to formal reporting. Obviously, she's not listening to Manager Tools. (PS: I got this information by observing behaviours -- she gets up her chair, calls out a name, what about this what about that. Or she goes behind the desk of the person, ask about the work, etc. Kind of like what Mike was referring to in some podcasts about always scrambling about statuses).&nbsp;</p> <p>Oh, to add more information, I'm only 3 weeks in the job. Already started my boss O3s last week to update on work and to ask my questions. I did my first &quot;Update Meeting&quot; with her on my week 2. Then I'll have my second one tomorrow (my week 3). I'm hoping she'll realise that I'll still do the work -- but not right now.&nbsp;</p> <p>&nbsp;</p> <p>Ariel</p> <p>DiSC: 7117</p> jrb3 Tue, 15 Apr 2014 11:32:12 +0000 Re: Double promotion to manage my boss - Is this crazy? <p>Double promotion, as you recognize, is very unusual, especially when it's coming from a role without direct reports. &nbsp;However, I have seen it done, and folks successfully made the transition. &nbsp;Don't dismiss it out of hand -- after all, this is the organization recognizing your past success and potential future success.</p> <p>I suggest having a heart-to-heart talk with the potential new boss. &nbsp;Ask about your concerns, and what he sees which brings him to want you instead of your boss or his peers in the role. &nbsp;Ask what success in this role looks like to him. &nbsp;Ask him what he think you might consider in making the transition. &nbsp;Ask what changes are expected in taking this new role (evening meetings, travel, review cycles, 24-hour phone access, and such).</p> <p>Is there a possibility that this is a &quot;set-up for failure&quot;, with an eye to moving someone else into the role, or outright eliminating the role and what's under it? &nbsp;This needs a broader eye to what the organization is going through.</p> <p>If you've managed year-long projects of 15-20 people, you've done much of the work of the new role already. &nbsp;I believe there are podcasts here on managing former peers, and on becoming a manager. &nbsp;If there's a formal mentorship program, budget for role coaches, reimbursement for trainings or college-level courses to solidify your managerial skills, those can help in the transition too.</p> <p>Do you already have relationships with peers of your new role and of your new boss? &nbsp;They might have some insights and suggestions on the situation and on making the transition effectively. &nbsp;Likewise, can you call on friends and others in your network who manage managers, who can train you on stepping up?</p> <p>Also check in with your spouse or significant other, for insights and concerns they might have. &nbsp;For instance, my wife would be obstructive of any position I might take requiring overnight travel on my part, or hours which keep me away from family dinner, regardless of compensation.</p> <p>Joseph</p> jrb3 Tue, 15 Apr 2014 10:44:25 +0000 Re: Promotion to Manager but no title change on HR records <p>Seems strange to me to have profit-and-loss responsibility without people reporting to one to generate the revenue, provide the service, and bring in the customers. &nbsp;A sole practitioner, yes, but someplace large enough to have a formal HR setup?</p> <p>If you have direct reports, you are a manager in the generic sense. &nbsp;Perhaps you can use whatever the organization's title for the equivalent of what you do, prepending &quot;acting&quot; (all lower-case). &nbsp;Do whatever you need to do to get the substantive title in place. &nbsp;Create the job description for HR; &nbsp;work with your manager to handle whatever needs to be done during the lead time HR might need to handle the actual promotion. &nbsp;(Some companies promote only once a year, for instance, aside from major recognized restructurings.)</p> <p>What goes on your resume/CV for all jobs should be either the official title or the industry equivalent. &nbsp;I nearly interviewed for a CTO position, but stepped aside when it became clearly an inflated title: &nbsp;one direct report, coaching for five overseas workers, position was three levels down from the CEO (those being CxO's and a VP as my immediate boss) in a 20-person company, and no actual responsibility for the technical direction of the company or any of its products.</p> <p>Joseph</p> some_anon Tue, 15 Apr 2014 10:29:15 +0000 Double promotion to manage my boss - Is this crazy? Hi All, This is my first time posting on the forums, although I have been a reader and podcast listener for over a year. I am currently an individual contributor with some leadership roles within my team. I do work in Consulting and Project Management so I have some experience managing people, budgets, etc. but do not have any direct reports within my organisation. I have been offered a role to become a manager, but rather than taking the role of my boss in managing our team, the role is to manage my boss and her peer (both have teams of approx. 7 people). This would be two levels of promotion in one hit. My boss would continue to manage our team, and would also become responsible for some "special projects". We are a small business (50-100 employees) and things are not always done by the book, but this seems risky to me. My main concerns are: a) I could be out of my depth; b) I would find it difficult to manage my former boss; and c) I would find it difficult to manage a manager without first acting in her role. I think I have some opportunity to influence how this plays out, so would appreciate any thoughts as to: a) whether I should consider taking this offer; and b) if yes, what should I request to assist with the transition. Let me know your thoughts/questions. Thanks. Anon (sorry, but I don't want my boss to accidentally find this through google). mjninc Tue, 15 Apr 2014 10:23:30 +0000 Re: Task Tracking (Any ideas for a simple system...) <p>&nbsp;I &nbsp;started using TWC with Outlook and combining that with the attention podcasts has really helped me be more effective with my tasks. &nbsp; I have not yet implemented &nbsp;GTD in a way that works for me. TWC has been great for me so far.&nbsp;</p> windexoutdoor Tue, 15 Apr 2014 09:46:00 +0000 Re: Promotion to Manager but no title change on HR records <p>&nbsp;Hi,</p> <p>&nbsp;</p> <p>That's the process I am about to commence. I will update my thread with more information once I have a better understanding. Appreciate the feedback</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> torquilh Tue, 15 Apr 2014 09:31:45 +0000 Re: disrespect, insubordination, emotional maturity, or too sensitive <p>Hi Jody,</p> <p>Just to add to Olverson's reply, which I&nbsp;agree with.</p> <p>Try not to take it personally and deal with every situation as if there was no negative intent (there is a podcast for that - assume positive intent). The reason for this, is if you start to get down on the negativity of the emails or comments, you may start to look for more, where none is present.</p> <p>Keep upbeat and positive and know that no matter what happens, it is something you can deal with. Yes, feedback would work, but remember that you should not attempt to give feedback unless you can chuckle about it when giving it, the same would apply here and would reduce any tunnel vision on your problem.</p> <p>As Olverson suggested, the trinity is the way to go here. Your directs will come round, once your intentions to do good are known among the group.</p> <p>Good luck, post back some updates :-)</p> <p>&nbsp;</p> <p>Torquil</p> davidhog123 Tue, 15 Apr 2014 05:06:54 +0000 Re: Task Tracking (Any ideas for a simple system...) <p>I have been using eResource Scheduler for my organization. It allows task level scheduling, configurable reports, recurrence booking, configurable project fields, export booking chart (gantt chart) to MS Excel and much more.</p> <p>What you have to do is register yourself for an unrestricted 14 days free trial.&nbsp;</p> <p>&nbsp;</p> <p>I hope that helps</p> <p>Thank You</p> <p>&nbsp;</p> <p>&nbsp;</p> richkonline Tue, 15 Apr 2014 03:31:56 +0000 Isn't DISC labelling? MayDay! <p>&nbsp;I am having a DISC rollout meeting with my staff tomorrow (Tuesday).</p> <p>One staff member has said that they do not like the idea of posting their DISC profile in their cubicle because it is labelling.</p> <p>So the question is, how do I respond to the statement that DISC is labelling.&nbsp;</p> <p>Richard.</p> <p>&nbsp;</p> cruss Mon, 14 Apr 2014 23:42:05 +0000 Re: Tulsa or Northeast Oklahoma Meet-up? <p>Call me stubborn but I figure if I post here every few years then eventually we'll get a meetup going.</p> <p>I'm convinced that I'm not the only one in Tulsa that listens to manager/career tools. So if you are within driving distance of Tulsa just let me know and we'll find a time and place to meet.&nbsp;</p> <p>Thank you,</p> <p>Canyon R</p> Alex_W Mon, 14 Apr 2014 23:34:43 +0000 Re: Not exactly playing roles against each other I speak with Company B in a couple of days, was trying to give a buffer of time to talk the Company A. Thing is, I may have no choice but to go to Company B just due to timing. Only recourse is email for Mrs. MD, or Mrs. MD's Number Two. Company B is not a bad assingment at all, but as you point out, may be another round of impermanance / different company. It's going to have to be a very carefully crafted email to Mrs. MD. misysinc Mon, 14 Apr 2014 21:01:08 +0000 Managing Managers of Software Developers <p>One of my directs, a manager of a software development department, is having a difficult time getting his staff to arrive at work on time, keeping their discussions work-related, confining their lunch hours to the allocated time, limiting coffee breaks to once per hour, leaving early, and missing deadlines. Some of his directs could be considered prima donnas. Possibly they intimidate him.</p> <p>Can anyone think of MT podcasts that I can recommend to him?</p> mjninc Mon, 14 Apr 2014 20:02:01 +0000 Metrics Samples - What do you use? <p>Hello,</p> <p>I am trying to establish performance metrics for my directs and I am curious as to what other Manager-Tools managers use?</p> <p>I work in education, so profit metrics are out.&nbsp; We are kind of a modified help desk for school clerks, a little software/process support.&nbsp; We help resolve state generated errors from time to time.&nbsp; Documentation metrics would be helpful.</p> <p>I'm not sure how to measure those things.&nbsp; </p> <p>Any thoughts would be appreciated.</p> <p>Thank you!</p> donm Mon, 14 Apr 2014 15:52:43 +0000 Re: Not exactly playing roles against each other <p>So, have you contacted company B to ask them about the path to permanence? You may be going from the devil you know to the same devil you don't yet know.</p> Alex_W Mon, 14 Apr 2014 15:40:41 +0000 Re: Not exactly playing roles against each other Update on this - Have not been able to get time with Mrs. MD, and she is traveling again, and with the holidays, uncontactable (unless I email her) before the offer from Company B expires. I tried to get even a phone call in but couldn't. Some would call this a sign. I really like the place and it's real unfortunate to likely have to pass it by for this. An email for this kind of thing is pretty awkward. flexiblefine Mon, 14 Apr 2014 15:33:19 +0000 Re: High D Manager ineffective relationship with High S skip <p>As a high S, the most important take-away from the MT DISC discussions is how our styles and inferences can clash severely without even knowing about it.</p> <p>For example, there is a person who I have always thought of as an arrogant jerk. Learning about DISC and especially listening to the Effective Relationships casts finally showed me that the issue isn't his arrogance or jerk-ness -- he's clearly a high D, presumably a very low S, and his style is completely unlike mine. (Yes, I have a D of 1.)</p> <p>The lesson for me is to let it go -- breathe in, breathe out, move on. It doesn't mean I suddenly like this person, but &quot;like&quot; is not required to work together. I understand now that he is simply blind to things that I notice and care about.&nbsp;</p> <p>Your high S direct is the subordinate in this situation, so it's his responsibility to adapt more than your boss. Knowing more details, as BACox suggests, will also help shape our responses.</p> <p><strong>flexiblefine</strong><br /> Houston, Texas, USA<br /> DiSC: 1476</p> flexiblefine Mon, 14 Apr 2014 15:18:42 +0000 Re: Promotion to Manager but no title change on HR records <p>If &quot;there is no generic job description&quot; is the roadblock to your title change, it's time to find out what the process is for creating that description.</p> <p><strong>flexiblefine</strong><br /> Houston, Texas, USA<br /> DiSC: 1476</p> aylim14 Mon, 14 Apr 2014 14:19:39 +0000 Re: Task Tracking (Any ideas for a simple system...) <p>&nbsp;I agree with what the other people commented, applying lists to show the context - as espoused by GTD. What I use is the native Reminders app on my iPhone. Since it syncs with icloud, i can view it everywhere i go.&nbsp;</p> <p>For lists, aside from context reminders (at computer, at office, @name, etc) I added a Waiting For list (there's a cast for that). So what I do is after i talk to person A, i just move that task item to my waiting for list, add &quot;c/o name&quot; at the end and the deadline.&nbsp;I then have a daily 5-10 minute schedule on my calendar to review my waiting for list.&nbsp;</p> <p>I think, just like most of us, it's not about finding the &quot;perfect&quot; system. Because there will always be a better one that will pop up one day. I should know, I'm a high C. I may not get it perfectly, but i make sure i follow up when i said i would. And that boring and systematic checking of those tasks that people owe you gives them that sense of urgency you probably are looking for.&nbsp;</p> RogerL77 Mon, 14 Apr 2014 13:58:45 +0000 Task Tracking (Any ideas for a simple system...) <p>&nbsp;I manage a team of 6 directs. &nbsp;We are an IT Services department. &nbsp;We each have an amount of reactive and proactive work. &nbsp;I have listened to the casts about assigning a task + reporting + deadline. &nbsp;We are trying NOZBE i.e a BaseCamp type tool and I'm finding little enthusiasm for it within the team.</p> <p>I'm assuming its up to me to track tasks, how do others do this, without a huge overhead i.e. keeping it simple.</p> <p><strong>Thanks for the comments thus far. &nbsp;Also - seeing the number of topics re project management tools - my feeling is the podcasts about assigning work and reporting negate the need for PM tools but require the manager to maintain an overview. &nbsp;How are directs given the overview, is that done by the manager at weekly team meetings?</strong></p> <p>Many Thanks in anticipation</p> <p>&nbsp;</p> davidhog123 Mon, 14 Apr 2014 13:24:10 +0000 Re: What kind of project management tool? <p>I think you should try your hands on eResource Scheduler, it works for you just like a personal secretary. This tool helps in real time tracking of resources.</p> <p>&nbsp;</p> <p>Some features are:</p> <p>- Recurring Booking functionality.</p> <p>- Export booking chart to excel.</p> <p>- Import / export through MS Excel.</p> <p>- Different ways to organize your data.</p> <p>- Multiple resource and project filters are present.</p> <p>- Facility to add multiple calendars.</p> <p>- Facility to provide access rights to users.</p> <p>and much more.</p> <p>Take a quick tour of our application :&nbsp;</p> <p>&nbsp;</p> <p>You can take an unrestricted free trial for 14 days.</p> <p>For more information, you can visit our website.</p> <p>Let me know if I can help further.</p> <p>Thank You</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> davidhog123 Mon, 14 Apr 2014 13:23:06 +0000 Re: What kind of project management tool? <p>I think you should try your hands on eResource Scheduler, it works for you just like a personal secretary. This tool helps in real time tracking of resources.</p> <p>&nbsp;</p> <p>Some features are:</p> <p>- Recurring Booking functionality.</p> <p>- Export booking chart to excel.</p> <p>- Import / export through MS Excel.</p> <p>- Different ways to organize your data.</p> <p>- Multiple resource and project filters are present.</p> <p>- Facility to add multiple calendars.</p> <p>- Facility to provide access rights to users.</p> <p>and much more.</p> <p>Take a quick tour of our application :&nbsp;</p> <p>&nbsp;</p> <p>You can take an unrestricted free trial for 14 days.</p> <p>For more information, you can visit our website.</p> <p>Let me know if I can help further.</p> <p>Thank You</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> nandini Mon, 14 Apr 2014 11:33:20 +0000 Re: Manager Tools / Career Tools and Agile Project Managment Practicies <p><span>Agile Project management Philosophy</span></p> nandini Mon, 14 Apr 2014 11:30:16 +0000 Re: Manager Tools / Career Tools and Agile Project Managment Practicies <p><span>Agile Project management Philosophy</span></p> nandini Mon, 14 Apr 2014 11:21:44 +0000 Re: Manager Tools / Career Tools and Agile Project Managment Practicies <p><span style="color: rgb(5, 5, 5); font-family: Georgia, sans-serif; font-size: 13px; line-height: 19px; background-color: rgb(241, 242, 230);">For guidance around Management and Agile Project management Philosophy, visit this link:</span>&nbsp;<a href=""></a>.&nbsp;</p> windexoutdoor Mon, 14 Apr 2014 10:47:44 +0000 Re: Promotion to Manager but no title change on HR records <p>&nbsp;Yes, it's all crap and I know that. The real question is - how long do you hang around without the right reward? Even though the responsibility I'm getting is fantastic.</p> <p>I really do appreciate your feedback. It's good to hear from someone who has had a similar experience. That's rough that your GM asked you to remove the title despite having your manager's approval. Was your manager's approval in writing?&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> donm Mon, 14 Apr 2014 01:51:41 +0000 Re: Subordinate Organization Staffs <p>Tell their boss (your boss) that your staff is not able to do their jobs because of the late reporting, and that you require XX hours/days to prepare the report. If you don't receive their inputs by that time, the report may not be ready on time. Ask him to announce that the informal deadlines are now formal.&nbsp; When you don't get the information on time after that, you can send his email/notification again, and let the subordinate staffs know they are not fulfilling their assignments in a timely manner.</p> <p>If your boss won't make the changes, then you're just going to have to continue to scramble.</p> ekreitz Sun, 13 Apr 2014 20:55:58 +0000 Subordinate Organization Staffs <p>All,</p> <p>I work in a hierarchical organization as an operations officer for my boss. We've got three subordinate organizations each with their own operations staff. My boss is the supervisor over the three subordinate organizational leads. The problem lies in the staff to staff coordination. I have no control or authority over the subordinate organization operations staff, but I need information from them they my boss requires.</p> <p>&nbsp;</p> <p>The subordinate staffs often miss the informal deadlines we set for reports and information making my staff scramble at the last minute to put information together to give to my boss. I can't give them formal tasks as they they work for those subordinate organization leads. I have to set up some kind of informal system, but don't know how to go about it. Any suggestions?</p> ekreitz Sun, 13 Apr 2014 20:53:59 +0000 Subordinate Organization Staffs <p>&nbsp;All,</p> <p>I work in a hierarchical organization as an operations officer for my boss. We've got three subordinate organizations each with their own operations staff. My boss is the supervisor over the three subordinate organizational leads. The problem lies in the staff to staff coordination. I have no control or authority over the subordinate organization operations staff, but I need information from them they my boss requires.</p> <p>&nbsp;</p> <p>The subordinate staffs often miss the informal deadlines we set for reports and information making my staff scramble at the last minute to put information together to give to my boss. I can't give them formal tasks as they they work for those subordinate organization leads. I have to set up some kind of informal system, but don't know how to go about it. Any suggestions?</p> uwavegeek Sun, 13 Apr 2014 19:08:21 +0000 Re: Direct asking for a raise... what was the podcast? <p>&nbsp;Check out the annual review podcasts. &nbsp;'You've failed to demonstrate...' &nbsp;was one that I found pretty good. &nbsp;I had forgotten about 'I</p> <p>am under paid'. &nbsp;That's a good one too!</p> <p>&nbsp;</p> <p>All the best,</p> <p>Neil</p> <p>&nbsp;</p> uwavegeek Sun, 13 Apr 2014 18:55:14 +0000 Re: Promotion to Manager but no title change on HR records <p>BLUF: &nbsp;If it isn't in HR, it isn't official, especially in a big company. &nbsp; The bonus structures and possibly the annual review criteria will be significantly different for an manager. &nbsp;</p> <p>I was an engineer doing good work and had been given supervisory responsibility. &nbsp;I had put 'manager' in my title and by boss and boss's boss were OK with this. &nbsp;This was until the division general manager saw my signature on an email trail and demanded that I remove it. &nbsp;Not the way that you want to be noticed by upper management.</p> <p>My recommendation is to leave off the title (and put the responsibilities and accomplishments on your resume or career management document), continue delivering results as if you were a manager, and push during review time for the official promotion based on the work you've done. &nbsp;</p> <p>&nbsp;</p> <p>All the best,</p> <p>Neil</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> bacox Sun, 13 Apr 2014 17:29:31 +0000 Re: Timing <p>Why wait to address the &quot;lead''s behavior? &nbsp;Won't that just make it harder for the new supervisor to address the behavior? &nbsp;By starting to address the issue now, you can bring the supervisor up to date when they arrive, and show the &quot;lead&quot; that you expect the behavior to change. &nbsp;While waiting for the proper rollout of the trinity is important, severe behavior that potentially tears down the team should not wait to be addressed.&nbsp;</p> bacox Sun, 13 Apr 2014 16:53:34 +0000 Re: High D Manager ineffective relationship with High S skip <p>I agree with the points that Dan, Kevin, and Leanne have made. &nbsp;You cannot change your bosses behavior, but does your High D boss view the situation as a problem. &nbsp;Knowing that High D's typically don't have a problem with conflict, it may not be an issue for him. &nbsp;</p> <p>You haven't elaborated on the details of the conflict, so it is hard to say. &nbsp;Is the conflict a difference of opinion during discussions, or when directed to carryout a decision by the High D, is the High S not &nbsp;completing the tasks required because they don't agree with the decision? &nbsp;Each of these situations requires a different approach.</p> <p>Is the DiSC Behavior model used throughout your organization, and does your High D boss know he is a High D? &nbsp;Not that you can change him, but you can let him know your High S report is working on improving their communication skills using the DiSC system, and would appreciate his feedback on the DRs performance. &nbsp;If he understands his style, he will also understand altering his style can be helpful for the organization. &nbsp;Your DR should still do most of the altering, which is an essential skill to have, if he wishes to advance in any position.</p> bacox Sun, 13 Apr 2014 12:19:59 +0000 Re: O3s with Hourly Part-Time Staff <p>&nbsp;501c3gal, &nbsp;those are definite challenges to implementing O3s, as MT recommends. &nbsp;Mark and Mike often say their advice is for the majority, but not every situation. &nbsp;Take a step back, look at the intent of O3s, and brainstorm creative ways to meet the intent (developing relationships with direct reports). &nbsp;</p> <p>Maybe you can implement O3s bi-weekly or monthly? &nbsp;Telephone meetings aren't as effective as in-person meetings, but they are better than not meeting at all. &nbsp;Can technology such as Facetime or Skype be used? &nbsp;As for staff objections, what are the reasons for these objections? &nbsp;Do they feel these will be an extension of staff meetings, where they will be lectured? &nbsp;Explain the purpose of the O3s, and let them know this is an opportunity for them to talk directly with you about the issues they are having or what they did last weekend (their 15 minutes is for them). &nbsp;</p> <p>Look for creative ways you can develop the relationship with your staff. &nbsp;You and they will be happier for it. &nbsp;Best of luck!</p> windexoutdoor Sun, 13 Apr 2014 11:43:11 +0000 Promotion to Manager but no title change on HR records <p>&nbsp;Hi all,</p> <p>Over the last 12 months, I have had two performance conversations and both have had the same outcome - my employer is satisfied with my performance. My current title is Senior Analyst and our team recently hired a Manager. Part of my scorecard is to assist in the development of the Manager.</p> <p>In addition, my responsibilities have expanded markedly and now include P&amp;L responsibility (40% of my scorecard). I've discussed my title with my employer and stated that I believe I'm also worthy of a Manager title. My employer agrees and both my boss and his one up have told me that I can change my title to Manager.</p> <p>The problem is that they can't change my title on our official HR records as &quot;there is no generic job description&quot;. I work for a very large financial firm in Australia with well established and formal HR procedures that was the apparent response given from the HR department. I am at a loss as to what I should do.</p> <p>Should I change my title knowing that this will not align with official HR records? I am concerned that this may have longer term ramifications with future employment checks e.g. my CV says I am a manager yet the official employment check says otherwise.</p> <p>Should I get an email from my boss confirming that I can officially change my title?&nbsp;</p> <p>Should I wait and see how things go?</p> <p>I am concerned that I am losing valuable &quot;management&quot; experience on my CV considering that I have had managerial responsibilities for 12 months yet it doesn't appear that my title will change in the next 6 months</p> <p>Cheers&nbsp;</p> <p>&nbsp;</p> Kevin1 Sun, 13 Apr 2014 05:00:15 +0000 Re: New Manager (w/o Time Machine) <p>Welcome aboard.</p> <p>hope we can learn from and help each other.</p> <p>kind regards</p> <p>kevin</p> jennrod12 Sun, 13 Apr 2014 04:47:58 +0000 Re: O3s with Hourly Part-Time Staff <p>I have five part-time people working for me and each one works one day a week (together they work one full-time position). &nbsp;They are also in another country, so I never see them face-to-face (well, I met them once), and our time zones are off by 10 hours. &nbsp;Furthermore, since they answer the phones and only work one at a time, I would have to do the O3 outside their normal shift-time so the phones are not unattended.</p> <p>I would like to start doing O3s, but it seems weekly will be too often, because it would be every time they work! &nbsp;Plus, I would be doing an O3 every day just with them, and I have other staff locally, too. &nbsp;I don't think once a month would be often enough. &nbsp;Any suggestions?</p> IcyHrdWrk Sun, 13 Apr 2014 03:33:35 +0000 New Manager (w/o Time Machine) <p>Greetings,&nbsp;</p> <p>I am a first time Manager for a company I have worked for more than a 10 years. I am a little bit of a late bloomer, but have succeeded by being committed to growth and seizing opportunities.&nbsp;</p> <p>I came across Manager-Tools (MT) once I started preparing for my new role about 2 months ago and have been blown away with both the quality and quantity of the podcasts, forum discussions, and other content. If I had a time machine, introducing MT to a younger self would make it high on the list of changes worth making.&nbsp;</p> <p>Despite my failure to acquire a functioning time machine, I have been aggressively digesting as much MT content as I can.&nbsp;After being in role for a few weeks now, I have become motivated to be more involved in the forums in order to take advantage of the great support of this community, and eventually reciprocate whenever possible.</p> <p>I have started weekly one-on-ones with all of my directs, and I am looking forward to perfecting then implementing the Trinity model. I have also used examples and advise from the forums a couple times for &nbsp;addressing some initial challenges I have faced.</p> <p>The MT team and community is having an incredible affect on my career and life. I am proud to be a paid member (different username) and look forward to being more involved.</p> <p>&nbsp;</p> <p>&nbsp;</p> Alex_W Sun, 13 Apr 2014 00:48:30 +0000 Re: Not exactly playing roles against each other Don - thanks very much for this, exactly the kind of thing I was hoping to hear. And like you, I'd be interested in other's opinions as well, because, unless one knows the people, the intimate details of this situation (there are many, not sure I could effectively put them all here but I may try), what is happening with each of the companies, and the industry and country (I'm trying to be a bit anonymous, just in case) it's really hard to say. So it's about those points that work across all situations, which is exactly what you've done here. Kevin1 Sat, 12 Apr 2014 21:31:50 +0000 Re: Manager Shutting Me Down <p>&nbsp;Hi Lynn</p> <p>Don's made some great points so I wont repeat those.</p> <p>The only side of the relationship you can change is yours. &nbsp;You indicate that all the other people have similar responses to your ideas. &nbsp;The common factor is you and yes, it could be a something that shouldn't matter (female) or it could be something or things you are doing.</p> <p>Have you experienced similar in the past with different groups?</p> <p>When in meetings, do you show appreciation and acceptance visually and audibly to the ideas of others? &nbsp;People care more about what you think when they think you care about what they think. &nbsp;</p> <p>Do you sit quietly waiting to voice your objection? &nbsp;</p> <p>Are you looking for ways to achieve both ideas?</p> <p>Do you get stuck defending the different ideas?</p> <p>remember that high 'D's are happy with messy. &nbsp;They may not be dismissing your ideas in their minds. &nbsp;They may simply be hearing it and calculating instantly that that's not substantial enough to stop their idea from progressing. &nbsp;(Agreed that that is not brainstorming and many of us suck at brainstorming). &nbsp;MT recommends saying things like 'I' like these ideas AND i have a concern XXXX'</p> <p>Are you able to bring up your ideas with your boss or peers prior to these group sessions? &nbsp;Do you get the same response?</p> <p>There are a number of casts around dealing with disagreements and I would recommend them.&nbsp;</p> <p>If none of these are of any help, then you may be right and it is about Gender. &nbsp;Hopefully it isn't. &nbsp;Could it be that you are the newest person?</p> <p>good luck. &nbsp;</p> leanne Sat, 12 Apr 2014 19:01:48 +0000 Re: High D Manager ineffective relationship with High S skip <p>'Growing thicker skin' is ... not how I'd phrase it. Because that, effectively, tells the direct 'you're thinking about this wrong and you just need to be tougher', which is not a great way to communicate it to them.</p> <p>Another cast I recommend you listen to, or listen again if you haven't, is How to Handle Conflict With a High D, which is a Career Tools cast from... early summer 2012, I think. It goes into some behaviors that your direct might think mean the boss is angry, when the boss doesn't think so. In and of itself, that can *really* help with interpretation. (It's my personal favorite from the other direction - I kept getting told 'you're angry' when I wasn't, and all of a sudden here there was this cast telling me what I *do* that makes people think I'm angry.)</p> <p>Teaching your direct to think in terms of behavior and *not* to interpret it might help. </p> <p>As for a book, one I do think might help is Crucial Conversations by Kerry Patterson&nbsp;(and others). One of the key things in there for this particular case is: When you see/hear something, you tell yourself a story about it and that shapes your reactions and your thoughts. The thing you have to keep asking yourself is 'is this story actually correct?' And your assumption should always be 'no', if you're having a negative reaction.</p> <p>Also, I got taught 'Assume Positive Intent' by a boss of mine. It dovetails right into the Crucial&nbsp;Conversations approach. Worth thinking about anyway.</p> jrb3 Sat, 12 Apr 2014 12:14:42 +0000 Re: Atlanta MT Meetup - 5/4 <p>I'll have finished clearing away the aftermath of a Toastmasters conference by the time we meet.</p> <p>Looking forward to meeting folks!</p> <p>Joseph</p> donm Sat, 12 Apr 2014 05:41:15 +0000 Re: Manager Shutting Me Down <p>Whenever I hear someone say, &quot;Since I'm the only (female, minority, handicapped person, left-handed person, etc.)...&quot; I always wonder if he has some chip on his shoulder that might be the root of the problem.</p> <p>We're all different and individuals, and every person in the room is different from every other person in at least one aspect of his being. One of my favorite quotes: &quot;You're unique, just like everyone else.&quot;</p> <p>Are you creating your own problem because you're seeing yourself as put down because you're a woman? You mentioned you're an S and he's a D. Isn't that alone reason enough for the two of you to have problems in intercommunication? Has anyone at any time made any remarks, done any tangible thing, or otherwise indicated that your genitalia is the reason for the problem? Unless you work in a neanderthal environment, I really doubt your sex is the cause of this impasse.</p> <p>I work as a peer with a DiSC profile of 10-0-0-7. OK, I know that's not possible, but that's really the way he comes across to me. I'm a high I, and probably a high C, although when you say you're &quot;sarcastic&quot; the profile immediately says you're a C=1. When I deal with Mr. DC, I just hit what he needs and figuratively walk away. We get along great now, although for the first year we worked together, he and I were like the proverbial oil and vinegar. You're apparently working with a similar person. Concentrate on how you say things as well as the content. Basically, a DC is &quot;Don't waste my time (D), but give me the necessary details (C). And no more than that.&quot;</p> <p>Lay low and don't feel you need to contribute in a meeting or conversation, &quot;just to be contributing.&quot; If you have nothing to add, add nothing. If you have a point to make, then make it quickly and clearly, then let it go. In this case, the last thing you need to do is meet with him to go over the issues you're having. It is quite likely he's not aware of what is bothering you. If you do O3's with him, you get 15 minutes each week to bring this up. Even in O3's, though, you should be direct, precise, and short with a DC person.</p> <p>Remember the umbrella story. You control your own responses. Try dropping the feeling that he's shutting you down and that you're failing. Just listen to the content, consider your side/duties, and respond or don't respond accordingly. A high-D saying, &quot;That's a stupid thing to do,&quot; is like a high-S saying, &quot;Maybe we should look at this from a different angle. Perhaps if we were to reconsider the proposal, we could come to a different conclusion. What do you all think about reexamining the question and this proposed course of action and see if we can't come up with a different way to look at this problem?&quot; They're both really saying, &quot;Um... No,&quot; just in different ways.</p> <p>To complete the Trinity of responses to shut down an idea or suggestion one disagrees with (at MT, there are four things in trinities):</p> <p>High-I: &quot;Hey, that's an idea! Let's go do lunch and talk about it. Anyone got any plans? I know a great Italian place with really fast service. The last time I was there, the waiter dropped a whole tray and made a horrendous crash! The whole restaurant went silent, and after about ten seconds, everyone burst into applause. It was classic!&quot;</p> <p>High-C: &quot;That's an interesting suggestion. Let's examine the different possible outcomes if we were to follow that course. First, we'd have to examine the resources required to implement it. We'd need additional equipment, and I don't know if we have the budget for that. Second, there's the time factor. If we went that way, I don't know if we'd complete the task within the parameters we've been given. Third... &quot; through the 17th thing that would need to be addressed.</p> <p>The point (if there is one) is that you're letting us know your perceptions, without telling us what he's actually done to &quot;shut you down,&quot; or to show that he might dislike you. Try to be more &quot;D&quot; in the meetings with him, even though it grates on your normal proclivity to be inclusive and get a consensus from everyone.</p> <p>DonM</p> donm Sat, 12 Apr 2014 04:38:45 +0000 Re: Not exactly playing roles against each other <p>The first thing is to forget about the other offer while you're talking to Company A. When talking to Mrs MD&nbsp;or Mr. BH, be direct and non-threatening. For example: &quot;I have been doing contract/temporary work here in many roles for a year/15 months, and I believe I've been a real asset (list accomplishments if need be here). Also, I have received compliments and encouragement for my work results from many of the senior managers. As I am still a contract employee here, I do not feel secure in my future. I would like to be made permanent, as has been suggested a few times during my tenure, but without any real plan, goal, or method outlined that assures me I am on track for a permanent position. What are your views on me becoming a permanent employee here? Do you have a plan or time frame or set of requirements that would give me some assurance of such a permanent career path here?&quot;</p> <p>The speech above is just a guideline. You should put your cards on the table in an encouraging and enthusiastic way, but let them know that you need some reciprocation. In today's job market, it isn't fair to continue dangling a permanent position if they have no plans to make you permanent. You may want to ask that they make you permanent at the end of your current contract, as you said it will be expiring in a few months.</p> <p>If they do not respond in a manner that gives you some confidence in your future with them, you can then move on to the B job. Ask them in similar terms what their plans are for you becoming permanent. What do you have to do? How long before such a decision is made? Who will make the decision or how will it be made? What goals, accomplishments, or metrics should you meet to become permanent?</p> <p>Until you have direct answers, you're just guessing. I know of no better way to get answers than to ask questions. I once again caution not to play one company off against the other. The last thing you want to do is to make either company feel that you're threatening them or pressuring them.</p> <p>I stand to be corrected or hear differing opinions from others, but this is how I'd handle the situation.</p> <p>DonM</p> Alex_W Sat, 12 Apr 2014 04:28:20 +0000 Not exactly playing roles against each other Iím in a situation about trying to get hired at my current company and accepting an offer from another just come in. Iíve re-listened to all of the Offer / Acceptance podcasts and still have questions, maybe Iím missing something. To ask this of the forum effectively I unfortunately have to provide a bit of a lengthy background. I may need to revise it after posting to add details I miss on the first attempt. Company A <ul> <li> Medium sized company, regional, stable, recession-proof </li> <li> Just successfully completed a large assignment there</li> <li> My 1-year contract was extended a few months</li> <li> Now working for the Head of Department T, she is retiring soon, Mrs. Managing Director</li> <li> Was working for her 3-down on last assignment</li> <li> Issue is current role is not clear role and timing of it becoming clear or another role there: There may be one but not in the timeframe; there may not be one in the end </li> <li> A few in management mentioned they were considering to bring me on Perm, including Mrs. MD (but she said this last year) </li> <li> So-so pay (might be addressed with a contract renegotiation or coming on Perm)</li> </ul> Company B <ul> <li> Large, international company, stable but not recession-proof</li> <li> Role on offer is similar to current role, difference in that the hiring manager, other team members come from a consulting background, I donít and am not sure how well I would do in the role</li> <li> Good pay</li> </ul> Me <ul> <li> Much prefer Perm to contracting</li> <li> Am not seeing many Perm roles for some time now</li> <li> I was always Perm before this current role</li> <li> Many years of experience</li> </ul> Situation <ul> <li> Just got an offer from Company B for a 1-year contact</li> <li> Contract at Company A is up in a few weeks and not sure it will be extended</li> <li> Company A boss is ; she give little to no direction, is frustrated by the lack of direction on New Assignment (X) but has committed herself to it</li> <li> Company A other senior manager, Mr. Business Head, told me last year that he had a place for me in his organization, pulled me into it on an assignment, then got moved into Mrs. Managing Directorís area to work on Mr. Business Headís initiative (there is a lot more to this part of the story which I will do in a separate post, as I really need to bounce it off you good people) </li> <li> Mr. Business Head is lightly more senior than Mrs. Managing Director</li> <li> First choice: a Perm role at either Company A or Company B</li> <li> Preference is to stay at Company A, the Devil You Know, plus I just like the place</li> <li> Want to see what Company B can do about becoming perm if good performance</li> </ul> I will meet with Mrs. Managing Director in a few days. She can be temperamental and likely to be frustrated by someone coming to her about a role that she may not have, and now that it has a time limit (Company B offer acceptance timing), that will exacerbate things. What I am trying to avoid is she feeling backed into a corner to find a role quickly and dismiss me due to that. I really donít know how to make that meeting successful. If any of you have ideas, please let me know, this may be one for Wendi, Mike and Mark. Lynn29 Sat, 12 Apr 2014 03:33:41 +0000 Manager Shutting Me Down My senior manager is constantly shutting me down and in all honesty doesn't seem to like. In my DISC profile I am a high S and he is a High D. I have tried to be more direct in my communication but I am still failing. Even when we meet for brainstorming sessions where all ideas are encouraged mine are all shut down and not just shut down but he puts up a defense. I can't help but notice that I am the only female in the room and the males seem like they dont have the same issues. I am kinda lost as to what to do. mmcconkie Fri, 11 Apr 2014 22:27:15 +0000 Re: Kicking off a new job search today <p>&nbsp;You may also want to consider the Interviewing series. Finding the perfect job is only effective if we can convince the interviewer that we are perfect for that job.</p> <p>&nbsp;</p> <p>Good luck!</p> <p>&nbsp;</p> mmcconkie Fri, 11 Apr 2014 21:33:43 +0000 Re: Kicking off a new job search today <p>I have really enjoyed the Job Search series within Career Tools. I thought that the Job Board casts were especially helpful as I was looking for a new position a few months ago. It helped me find a great job much more quickly than I had expected. Here is the link for the Job Search casts:&nbsp;</p> <p></p> <p>Good luck on the search! Sorry you have to be looking in the first place.</p> <p>Mark McConkie</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> mmcconkie Fri, 11 Apr 2014 21:27:44 +0000 Re: Career Planning in Government <p>&nbsp;I appreciate all of your recommendations! I will make sure to keep them in mind as I look to move from one position to the next.&nbsp;</p> alexdifiore Fri, 11 Apr 2014 13:27:16 +0000 Atlanta MT Meetup - 5/4 <p>All M-T Fans in Atlanta, lets do another meet up!</p> <p>Where: Taco Mac, Perimeter Mall</p> <p>When: Sunday, May 4th, 5:00pm</p> <p>Format: we've always kept the meet up very casual. Its really just a sit, relax, and share career and MT stories, experiences, ideas, etc. We typically just have a drink and some order dinner.</p> <p>Respond to this thread if you're interested so I know how big of a table to get.</p> <p>-Alex</p> johnsdr Fri, 11 Apr 2014 13:24:19 +0000 Kicking off a new job search today <p>I was laid off yesterday because my role is being consolidated</p> <p>I'm wondering if there is a podcast series for kicking off a new job search</p> <p>I've done this before, but I think last time I wasted alot of time on stuff that didn't work</p> <p>I want to do it right this time and I want to start now so I don't have to settle for a lower salary after my severance runs out</p> <p>I'm interested in building my own consulting business, but worried that it might be a little risky at this period in my life.&nbsp;I don't have the cash reserves to go long periods of time without steady income.</p> <p>I'm am working to complete my project management degree also so I'm planning to divide my time between school, job searching, and building brand for my consulting business...</p> <p>I sincerely appreciate any advice you can offer</p> <p>Have a blessed day</p> davidhog123 Fri, 11 Apr 2014 13:10:27 +0000 Re: Project management tools <p>Before investing in any application or tool (in your case it is project management tool), i think a detailed research is necessary because it helps in reducing a significant amount of stress.</p> <p>I have been using eResource Scheduler, the best thing about this application is that it comes up with an unrestricted free trial of 14 days (that I think are enough to know whether the application is a fit or not).</p> <p>It's website is loaded with training videos, which helps the visitor / client to understand the features and that makes it a '+1'.</p> <p>Recently, I have written an article on exactly the same question what you have asked, i.e. &quot;<a href="">Questions to ask yourself before investing in a resource / project scheduling application</a>&quot;.</p> <p>I hope that helps.</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> HelloTimTom Fri, 11 Apr 2014 12:13:40 +0000 Re: Sydney Meet-Up Sunday May 11th <p>Hi Kevin,</p> <p>That date/time works for me... I'd be happy to meet up then (hopefully it works for others as well)</p> <p>thanks<br /> -Tim</p> <p>&nbsp;</p> schroederc Fri, 11 Apr 2014 07:16:00 +0000 Re: How do I disable auto send/receive? <p>Hi there,</p> <p>After some time I found a good solution that works for me. It is Outlook working with Exchange server. Push email cannot be disabled.</p> <p>As I do have to work in Outlook during the day (even not receiving and processing emails) and I get distracted by new emails (even without all the notifications) just by seeing them in the inbox. So the offline mode is the way to work - dont get new messages and dont get distracted.</p> <p>In Outlook 2013, I have added the &quot;work offline&quot; button from the &quot;Send / receive&quot; ribbon to the quick access toolbar. The toolbar at the very top which is always visible in Outlook. By this I can quickly check if I am on- or off-line and I can also switch between on- and off-line.&nbsp;</p> <p>Then I also added the &quot;Send all&quot; button from the same ribbon to the quick access toolbar.</p> <p>After composing a message that should be sent immediatly, I press send on the email (then it goes to the outbox) and afterwards I press the &quot;Send All&quot; button to actually push it without receiving new messages.</p> <p>A nice solution. I would prefer to have settings like POP or IMAP to actually ask for new messages, but Exchange is my reality.</p> <p>Maybe this might help someone else also.</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> jacksal Fri, 11 Apr 2014 05:38:40 +0000 Re: Sydney Meet-Up Sunday May 11th <p>Hi All,</p> <p>Allan here and I completed the first MT training&nbsp;a couple of years ago and would like to network with others who do the training.</p> <p>Let me know if your keen and perhaps we can organise something after training&nbsp;when you have had an opportunity to implement it in&nbsp;practice.</p> <p>Cheers Allan 3365</p> bbsocial Fri, 11 Apr 2014 05:33:18 +0000 Re: Ready for the Christmas Party? <p>If you have a dark complexion you can try out the bright or white color dress, which can accent your tans and if you have lighter complexion consider going for the pastel color choice. Some of the party dresses are new in stock at <a href="">online fashion store</a>.</p> Kevin1 Fri, 11 Apr 2014 04:57:44 +0000 new DiSC format <p>Has anyone used the new Circle DiSC profile format as opposed to the previous 4 column format?&nbsp; If you have used both, what are your opinions of their relative strengths?</p> <p>The new format places a dot on the 4 quadrant DiSC for your default behaviour and a shaded area for the areas of behaviour you can comfortably adapt to.</p> <p>I found it had more subtleties than the 4 column version. &nbsp;(luckily both versions were very similar when describing my profile)</p> <p>&nbsp;</p> <p>Kind regards</p> <p>Kevin</p> chrispb Thu, 10 Apr 2014 22:44:19 +0000 Re: Timing <p>&nbsp;Hey Dax-</p> <p>I'm not yet doing O3's and I'm not sure I will because of the pending arrival of the supervisor. &nbsp;I have not addressed the behavior yet. &nbsp;What I meant by unchecked includes; no one has checked her productivity, challenged her hostile, and at times, passive aggressive behavior, her automatic &quot;excellent&quot; on performance appraisals when there is evidence that lead to something other than excellent. &nbsp;I have not given feedback, but feel I will have to do that soon. &nbsp;Her interactions with me are dismissive and a bit condescending. &nbsp;I have purchased the trinity , but have been only observing her behavior and getting to know the other employees. &nbsp;My DISC is 7422, so holding back on giving her feedback does not feel natural to me. &nbsp;In fact , prior to 5 weeks ago, I never would think of holding back on something/someone like this. &nbsp;I have noticed one benefit, &nbsp;&quot;going slow to go faster' appears to have disempowered her to some extent. &nbsp;I realize that I don't know exactly what the real issues are, but I'm optimistic using MT will help.</p> <p>Thanks</p> <p>&nbsp;</p> <p>&nbsp;</p> altadel Thu, 10 Apr 2014 21:48:11 +0000 Re: Accomplishment: I took over someone else's job <p>If I understand correctly, you want to point out the additional accomplishments in the first entry (your original position). Keep it to the actual accomplishments or quantifiable results, not &quot;&bull; Took over manager's responsibilities while still doing my job&quot; or anything along those lines. The dissonance between the job title and what you delivered, along with the next position (a promotion) with similar results delivered will tell the story you want to communicate.</p> <p>Scott Delinger</p> <p>DiSC: 5137</p> TSJ72 Thu, 10 Apr 2014 20:00:39 +0000 Re: Salary and the recent Presidential Executive Order <p>&nbsp;I recently read this book: &nbsp;</p> <p>The book is OK, but he talks in detail of how he publishes all salaries and why it is the best policy.&nbsp;</p> <p>My take on it is this. &nbsp;The main reason not to do it is that you can't justify discrepancies. &nbsp;This is the case for most organizations where people have been hired in at different times, changed roles up and down, have more or less seniority or are specialized in a highly sought after area. &nbsp;Most companies do not adjust salaries down based on current performance and/or responsibilities or labor market conditions. So, for someone that was hired during a boom time, initial salary may have been high and large raises during the boom time may have inflated their salary. &nbsp;Compare this to someone that came in at a time of high unemployment and few raises. In this case, you could have a significant difference in salary, but not in value to the company. &nbsp;This is a difficult thing to fix, and if there were transparency in salaries, it would be difficult to justify the higher salary. This would likely result in the issues Dan lists above.</p> <p>I think it may be one of these Utopian ideas that looks good on paper and may work well in a small company where the rules are know upfront and everyone is on board when they join. &nbsp;But, for most companies, it would be extremely difficult to implement.</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> TSJ72 Thu, 10 Apr 2014 19:26:34 +0000 Re: Task Tracking (Any ideas for a simple system...) <p>&nbsp;I use sharepoint for my team. &nbsp;I set up a task list and customize different views. &nbsp;The system is straight forward and works fine; getting timely updates from my directs is the issue for me. &nbsp;</p> markjennifer08 Thu, 10 Apr 2014 18:46:07 +0000 Re: What kind of project management tool? <p>I believe that in any kind of business management, the hassle needs to be removed in every possible sense so as to reach out to the particular desired level. Making the best use of resources some what effectively manage the things in a better aspects. To reach out to the level basically the tool which has contributed in terms of my business perspective is the cloud project management tool from Replicon. With the project management this tool is also meant for the managing the time effectively with the <a href="">hours tracker</a> being implemented there of as a part of the tool.</p> gehrhorn Thu, 10 Apr 2014 16:04:38 +0000 Re: Is physical address on resume necessary? <p>&nbsp;I wouldn't use this as an evaluation. Maybe they want to move. Maybe they like to drive. Maybe their kid's daycare is near your office. There's a ton you don't know and this, IMO, is a poor way to exclude otherwise qualified candidates.</p> <p>When I see a resume without an address I'm assuming that the person is remote and would need to be flown in for the interview and relocated. That's going to come up anyway, so may as well get it out there. I just hired for a position and I got resumes without a resume and without a phone number. (Making it hard for me to get in contact with you is a poor strategy.)</p> <p>&nbsp;</p> gehrhorn Thu, 10 Apr 2014 15:57:40 +0000 Re: How does your company calculate pay raises? <p>&nbsp;We use external salary surveys to develop ranges for positions / grades and then develop internal guidance. The guidance is geared towards rewarding for performance.</p> gehrhorn Thu, 10 Apr 2014 15:51:27 +0000 Re: Close on a phone interview? <p>Why would you not?&nbsp;I did when I was in my last search. It's the best way to unambiguously say, &quot;I'm excited about this opportunity.&quot; Most of the time you just get a polite &quot;Thank you, I'm glad.&quot;</p> srsjojo Thu, 10 Apr 2014 15:31:14 +0000 Re: What is the value of attending an industry conference? <p>&nbsp;Thanks for the insight, you brought up some good points to consider. Here are a few other details that might be relevant:</p> <ul> <li>$1200 is the total cost including airfare and lodging (the bulk of the cost). Conference registration is trivial</li> <li>This won't directly impact my current company. The conference topic is more in the vein of my future career aspirations</li> <li>The conference is this weekend (just learned about it from an industry blog I follow)</li> </ul> <p>Thanks for your input,</p> <p>~Stephen</p> gehrhorn Thu, 10 Apr 2014 15:19:43 +0000 Re: What is the value of attending an industry conference? <p>&nbsp;I think they're good for a few things. I went to one three weeks ago and tried to meet up with industry peers. I've scheduled 4 follow-up calls with people I've met. I'm using that to &quot;talk shop&quot; and build my network. This has a lot of value to my company, because it helps me gauge our plans against what other people are doing. Even if all we do is confirm that we're on the right track it's a good deal.</p> <p>However, I didn't have to pay out of pocket and I didn't have to use vacation time. Do you think you could make the case that your current company would derive &gt; $1200 + 2 days absence in value?</p> <p>Alternatively, you could call the conference organizer and see if there are reduced cost opportunities. I'm able to attend an upcoming industry conference in June because I volunteered to speak. I was at another where they would knock some money off the bill if you volunteered to help register people in the morning.</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> dmiddleb Thu, 10 Apr 2014 14:09:28 +0000 Re: Timing <p>As you can see from my DISC profile, I am a shoot first, ask questions later type of guy. &nbsp;I do not like to leave problems for others to solve. &nbsp;That said, 5 weeks is not very long.</p> <p>If you aren't doing O3's with this group, it's really hard to figure out the real issue and the best way to address it. &nbsp;I would need to know some more details around what you mean by &quot;unchecked&quot;. &nbsp;You can't be giving feedback yet based on the trinity roll out schedule, so how have you addressed the behavior of this lead? &nbsp;</p> <p>&nbsp;</p> <p>Dax Middlebrooks</p> <p>DiSC: 7611</p> <p>&nbsp;</p> dmiddleb Thu, 10 Apr 2014 13:39:19 +0000 Re: Task Tracking (Any ideas for a simple system...) <p>I agree that Outlook would be an easy method to track tasks. &nbsp;Using contexts such as @Dave: or @Sarah: before the task name can help you track who is responsible as well. &nbsp;This makes it easier to discuss current backlog with an individual. This also allows for a visual tool to see how the number of tasks are allocated across the team. &nbsp;&nbsp;</p> <p>Given that you are in an IT setting, it sounds like what you are looking for is a trouble ticket management system. &nbsp;I have seen some pretty cool things done in MS Sharepoint if that is something your company has available. &nbsp;Someone smarter than me designed it, but the basic idea allowed users to go to the sharepoint site to log an issue. &nbsp;A member of the IT team would assign the ticket to a tech to resolve. &nbsp;The tech would resolve the issue. The ticket was only considered close once the original user who logged in the ticket would agree that their problem was resolved. &nbsp;</p> <p>Hope this helps. &nbsp;Good luck.</p> <p>Dax Middlebrooks</p> <p>DiSC: 7611</p> <p>&nbsp;</p> srsjojo Thu, 10 Apr 2014 13:22:54 +0000 What is the value of attending an industry conference? <p>&nbsp;Hello all,</p> <p>I'm considering going (on my own dime) to a medium sized conference in my industry. The focus of the conference is in line with my future career aspirations, including companies I'd like to work for some day.</p> <p>However, I don't currently have the skills to even THINK about applying for any of those companies. This will cost approximately $1,200 of my family's hard earned dollars plus 2 days out of my (small) vacation pool.</p> <p>Do you think the networking + learning opportunities are worth the cost?</p> <p>Thanks,</p> <p>~Stephen</p> Kevin1 Thu, 10 Apr 2014 05:28:19 +0000 Re: Sydney Meet-Up Sunday May 11th <p>&nbsp;</p> <p>All,</p> <p>We have just 3 positive respondents.&nbsp; At this stage, my suggestion would be a casual meet up in&nbsp;the&nbsp;Cortile bar at the Intercontinental&nbsp;on 11th May - Sunday night - 8pm.&nbsp; Happy to explore alternative ideas if anyone has some.</p> <p>-----------</p> <p>BTW, for those looking for Sydney accommdation for the conference:</p> <p>I took MT's advice and booked the first secret hotel listed on which turned out to be the Sofitel just a couple of minutes walk from the Intercontinental.&nbsp;</p> <p>Another good option is <a href=""></a>&nbsp; (be careful to read the reviews).</p> <p>Kind regards</p> <p>Kevin</p> <p>&nbsp;</p> donm Thu, 10 Apr 2014 02:44:08 +0000 Re: Task Tracking (Any ideas for a simple system...) <p>Outlook has tasks and appointments. I set them up there, with reminders, and let it remind me. All you have to do is remember to put it into Outlook, and you're all set.</p> Nevermind Wed, 09 Apr 2014 23:19:13 +0000 Re: Resigning under pressure <p>First, start looking at your LinkedIn profile and make sure it's up to date.&nbsp; Make sure you are part of the right groups as well.&nbsp; Start reaching out to trustworthy connections and let them know you are looking for new work, they don't need to know the details.&nbsp; Also, make sure what you want in your next role and what you want in life!</p> Nevermind Wed, 09 Apr 2014 20:45:37 +0000 Re: he doesn't want to be managed! <p>I&nbsp;agree with Rookie, we need more info on what you've tried so far.&nbsp; I have worked with plenty of employees that were tough to manage at first.&nbsp; I disagree with the MT philosophy to &quot;fire quickly&quot;, some people who do good work just need more mentoring and molding.&nbsp; I've turned several poor performers into rocks stars. Tell us what action steps you have taken thus far.</p> Nevermind Wed, 09 Apr 2014 20:39:49 +0000 Re: Hi guys! Need Help.. <p>You need a wiki, there are some free ones out there. </p>