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 noellesprunger Wed, 23 Apr 2014 16:05:39 +0000 http://www.manager-tools.com/forums-8626#comment-79647 Re: Guidance on How to Change Industries - Resume and Targeted Job Search <p>Hello! </p> <p>Thank you for your reply! Yes, I have demonstrated leadership experience within the Junior League of San Francisco, an educational and charitable women's organizations aimed at improving their communities through voluntarism and building their members' civic leadership skills through training. I have copied and pasted my JLSF involvement from my resume below. Please let me know if I can provide additional information- I'm happy to post my full resume if that would be useful! Thank you for your assistance! </p> <p>With gratitude, </p> <p>Noelle Sprunger</p> <p>&nbsp;</p> <p>June 2012 to Present: Volunteer Coordinator &amp; Administration Chair, Home Tour, Junior League of San Francisco </p> <p>Recruited, trained, and organized communication for over 500 volunteers for monthly events and large parties. Managed communication between Home Tour committee of 70 women, and 1500 active League members. Networked with community members to promote events, create buzz, and raise funds. Created and maintained database to track patron participation and committee involvement. Facilitated cross-functional communication between 18 teams including Marketing, Operations, Events, and Corporate Sponsorship. </p> <p>Selected to serve as Home Tour Chair 2014 based on successful performance, excellent communication and organizational skills. </p> <p>Increased productivity and efficiency of meetings by using apps like Asana, and trained members on how to use them. </p> <p>Guided a committee that raised over $125K, surpassing revenue from 2012 event. </p> <p>Conditioned for leadership position on Home Tour in 2011, one year after joining the Junior League of San Francisco. </p> <p>Established tiered pricing packages that appealed to wider range of consumers and increased revenue by 18% over 2012.</p> larissa12 Wed, 23 Apr 2014 06:51:35 +0000 http://www.manager-tools.com/forums-8628#comment-79647 Colleague working 14 hour days <p>Hello everyone,</p> <p>I'm hoping someone can give me some advice on how to help a colleague.<br /> <br /> She works ridiculous hours 7am - 9pm on some days and understandably from that is very negative about her workload, role and the company. &nbsp;She is a very hard worker, lovely person and very experienced and skilled but &nbsp;this situation is crazy and her negativity affects other people's opinions of her.</p> <p>I'm fairly certain she is a high C and I have gently suggested that maybe some things aren't a priority (she writes a lot of long, unecessary emails and writes up documents in extensive detail) but she says that it is the workload that is the problem and she does not want to work in a less thorough way because that isn't good work. &nbsp; I agree that our workload is very high (we're short staffed at the moment) but I'm just not sure it needs to be this bad.</p> <p>On a more selfish note I also feel that if I am not working crazy hours with her I am adding to her workload or not working hard enough.</p> <p>What can I do or say to help her and our team?<br /> <br /> &nbsp;</p> naraa Wed, 23 Apr 2014 04:15:56 +0000 http://www.manager-tools.com/forums-8062#comment-79645 Re: Internship Accomplishment <p>&nbsp;Derosier, I just want to say I am impressed by the modification you made to the sentence to convert it to an accomplishment. &nbsp;</p> <p>It makes perfect sense. &nbsp;Sometimes is not easy to identify what an accomplishment is, an accomplishment that is an indisputable value to all, not just to ourselves. &nbsp;Adquiring a knowledge or a skill is an accomplishment to oneself, but not to the company. &nbsp;Only if that knowledge is converted into something that generates value or reduces cost (like reducing time) to the company it becomes an accomplishment.&nbsp;</p> <p>Thanks for that, you made it crystal clear!</p> <p>Nara</p> moabaig Wed, 23 Apr 2014 03:06:57 +0000 http://www.manager-tools.com/forums-8627#comment-79645 Any manager having minimum five years of managerial experience can answer to these questions. <p><!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves /> <w:TrackFormatting /> <w:PunctuationKerning /> <w:ValidateAgainstSchemas /> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF /> <w:LidThemeOther>EN-US</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> <w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript> <w:Compatibility> <w:BreakWrappedTables /> <w:SnapToGridInCell /> <w:WrapTextWithPunct /> <w:UseAsianBreakRules /> <w:DontGrowAutofit /> <w:SplitPgBreakAndParaMark /> <w:DontVertAlignCellWithSp /> <w:DontBreakConstrainedForcedTables /> <w:DontVertAlignInTxbx /> <w:Word11KerningPairs /> <w:CachedColBalance /> </w:Compatibility> <w:BrowserLevel>MicrosoftInternetExplorer4</w:BrowserLevel> <m:mathPr> <m:mathFont m:val="Cambria Math" /> <m:brkBin m:val="before" /> <m:brkBinSub m:val="&#45;-" /> <m:smallFrac m:val="off" /> <m:dispDef /> <m:lMargin m:val="0" /> <m:rMargin m:val="0" /> <m:defJc m:val="centerGroup" /> <m:wrapIndent m:val="1440" /> <m:intLim m:val="subSup" /> <m:naryLim m:val="undOvr" /> </m:mathPr></w:WordDocument> </xml><![endif]--></p> <p><!--[if gte mso 9]><xml> <w:LatentStyles DefLockedState="false" DefUnhideWhenUsed="true" DefSemiHidden="true" DefQFormat="false" DefPriority="99" LatentStyleCount="267"> <w:LsdException Locked="false" Priority="0" SemiHidden="false" UnhideWhenUsed="false" QFormat="true" Name="Normal" /> <w:LsdException Locked="false" Priority="9" SemiHidden="false" UnhideWhenUsed="false" QFormat="true" Name="heading 1" /> <w:LsdException Locked="false" Priority="9" QFormat="true" Name="heading 2" /> <w:LsdException Locked="false" Priority="9" QFormat="true" Name="heading 3" /> <w:LsdException Locked="false" Priority="9" QFormat="true" Name="heading 4" /> <w:LsdException Locked="false" Priority="9" QFormat="true" Name="heading 5" /> <w:LsdException Locked="false" Priority="9" QFormat="true" Name="heading 6" /> <w:LsdException Locked="false" Priority="9" QFormat="true" Name="heading 7" /> <w:LsdException Locked="false" Priority="9" QFormat="true" Name="heading 8" /> <w:LsdException Locked="false" Priority="9" QFormat="true" Name="heading 9" /> <w:LsdException Locked="false" Priority="39" Name="toc 1" /> <w:LsdException Locked="false" Priority="39" Name="toc 2" /> <w:LsdException Locked="false" Priority="39" Name="toc 3" /> <w:LsdException Locked="false" Priority="39" Name="toc 4" /> <w:LsdException Locked="false" Priority="39" Name="toc 5" /> <w:LsdException Locked="false" Priority="39" Name="toc 6" /> <w:LsdException Locked="false" Priority="39" Name="toc 7" /> <w:LsdException Locked="false" Priority="39" Name="toc 8" /> <w:LsdException Locked="false" Priority="39" Name="toc 9" /> <w:LsdException Locked="false" Priority="35" QFormat="true" Name="caption" /> <w:LsdException Locked="false" Priority="10" SemiHidden="false" UnhideWhenUsed="false" QFormat="true" Name="Title" /> <w:LsdException Locked="false" Priority="1" Name="Default Paragraph Font" /> <w:LsdException Locked="false" Priority="11" SemiHidden="false" UnhideWhenUsed="false" QFormat="true" Name="Subtitle" /> <w:LsdException Locked="false" Priority="22" SemiHidden="false" UnhideWhenUsed="false" QFormat="true" Name="Strong" /> <w:LsdException Locked="false" Priority="20" SemiHidden="false" UnhideWhenUsed="false" QFormat="true" Name="Emphasis" /> <w:LsdException Locked="false" Priority="59" SemiHidden="false" UnhideWhenUsed="false" Name="Table Grid" /> <w:LsdException Locked="false" UnhideWhenUsed="false" Name="Placeholder Text" /> <w:LsdException Locked="false" Priority="1" SemiHidden="false" UnhideWhenUsed="false" QFormat="true" Name="No Spacing" /> <w:LsdException Locked="false" Priority="60" SemiHidden="false" UnhideWhenUsed="false" Name="Light Shading" /> <w:LsdException Locked="false" Priority="61" SemiHidden="false" UnhideWhenUsed="false" Name="Light List" /> <w:LsdException Locked="false" Priority="62" SemiHidden="false" UnhideWhenUsed="false" Name="Light Grid" /> <w:LsdException Locked="false" Priority="63" SemiHidden="false" UnhideWhenUsed="false" Name="Medium Shading 1" /> <w:LsdException Locked="false" Priority="64" SemiHidden="false" UnhideWhenUsed="false" Name="Medium Shading 2" /> <w:LsdException Locked="false" Priority="65" SemiHidden="false" UnhideWhenUsed="false" Name="Medium List 1" /> <w:LsdException Locked="false" Priority="66" SemiHidden="false" UnhideWhenUsed="false" Name="Medium List 2" /> <w:LsdException Locked="false" Priority="67" SemiHidden="false" UnhideWhenUsed="false" Name="Medium Grid 1" /> <w:LsdException Locked="false" Priority="68" SemiHidden="false" UnhideWhenUsed="false" Name="Medium Grid 2" /> <w:LsdException Locked="false" Priority="69" SemiHidden="false" UnhideWhenUsed="false" Name="Medium Grid 3" /> <w:LsdException Locked="false" Priority="70" SemiHidden="false" UnhideWhenUsed="false" Name="Dark List" /> <w:LsdException Locked="false" Priority="71" SemiHidden="false" UnhideWhenUsed="false" Name="Colorful Shading" /> <w:LsdException Locked="false" Priority="72" SemiHidden="false" UnhideWhenUsed="false" Name="Colorful List" /> <w:LsdException Locked="false" Priority="73" SemiHidden="false" UnhideWhenUsed="false" Name="Colorful Grid" /> <w:LsdException Locked="false" Priority="60" SemiHidden="false" UnhideWhenUsed="false" Name="Light Shading Accent 1" /> <w:LsdException Locked="false" Priority="61" SemiHidden="false" UnhideWhenUsed="false" Name="Light List Accent 1" /> <w:LsdException Locked="false" Priority="62" SemiHidden="false" UnhideWhenUsed="false" Name="Light Grid Accent 1" /> <w:LsdException Locked="false" Priority="63" SemiHidden="false" UnhideWhenUsed="false" Name="Medium Shading 1 Accent 1" /> <w:LsdException Locked="false" Priority="64" SemiHidden="false" UnhideWhenUsed="false" Name="Medium Shading 2 Accent 1" /> <w:LsdException Locked="false" Priority="65" SemiHidden="false" UnhideWhenUsed="false" Name="Medium List 1 Accent 1" /> <w:LsdException Locked="false" UnhideWhenUsed="false" Name="Revision" /> <w:LsdException Locked="false" Priority="34" SemiHidden="false" UnhideWhenUsed="false" QFormat="true" Name="List Paragraph" /> <w:LsdException Locked="false" Priority="29" SemiHidden="false" UnhideWhenUsed="false" QFormat="true" Name="Quote" /> <w:LsdException Locked="false" Priority="30" SemiHidden="false" UnhideWhenUsed="false" QFormat="true" Name="Intense Quote" /> <w:LsdException Locked="false" Priority="66" SemiHidden="false" UnhideWhenUsed="false" Name="Medium List 2 Accent 1" /> <w:LsdException Locked="false" Priority="67" SemiHidden="false" UnhideWhenUsed="false" Name="Medium Grid 1 Accent 1" /> <w:LsdException Locked="false" Priority="68" SemiHidden="false" UnhideWhenUsed="false" Name="Medium Grid 2 Accent 1" /> <w:LsdException Locked="false" Priority="69" SemiHidden="false" UnhideWhenUsed="false" Name="Medium Grid 3 Accent 1" /> <w:LsdException Locked="false" Priority="70" SemiHidden="false" UnhideWhenUsed="false" Name="Dark List Accent 1" /> <w:LsdException Locked="false" Priority="71" SemiHidden="false" UnhideWhenUsed="false" Name="Colorful Shading Accent 1" /> <w:LsdException Locked="false" Priority="72" SemiHidden="false" UnhideWhenUsed="false" Name="Colorful List Accent 1" /> <w:LsdException Locked="false" Priority="73" SemiHidden="false" UnhideWhenUsed="false" Name="Colorful Grid Accent 1" /> <w:LsdException Locked="false" Priority="60" SemiHidden="false" UnhideWhenUsed="false" Name="Light Shading Accent 2" /> <w:LsdException Locked="false" Priority="61" SemiHidden="false" UnhideWhenUsed="false" Name="Light List Accent 2" /> <w:LsdException Locked="false" Priority="62" SemiHidden="false" UnhideWhenUsed="false" Name="Light Grid Accent 2" /> <w:LsdException Locked="false" Priority="63" SemiHidden="false" UnhideWhenUsed="false" Name="Medium Shading 1 Accent 2" /> <w:LsdException Locked="false" Priority="64" SemiHidden="false" UnhideWhenUsed="false" Name="Medium Shading 2 Accent 2" /> <w:LsdException Locked="false" Priority="65" SemiHidden="false" UnhideWhenUsed="false" Name="Medium List 1 Accent 2" /> <w:LsdException Locked="false" Priority="66" SemiHidden="false" UnhideWhenUsed="false" Name="Medium List 2 Accent 2" /> <w:LsdException Locked="false" Priority="67" SemiHidden="false" UnhideWhenUsed="false" Name="Medium Grid 1 Accent 2" /> <w:LsdException Locked="false" Priority="68" SemiHidden="false" UnhideWhenUsed="false" Name="Medium Grid 2 Accent 2" /> <w:LsdException Locked="false" Priority="69" SemiHidden="false" UnhideWhenUsed="false" Name="Medium Grid 3 Accent 2" /> <w:LsdException Locked="false" Priority="70" SemiHidden="false" UnhideWhenUsed="false" Name="Dark List Accent 2" /> <w:LsdException Locked="false" Priority="71" SemiHidden="false" UnhideWhenUsed="false" Name="Colorful Shading Accent 2" /> <w:LsdException Locked="false" Priority="72" SemiHidden="false" UnhideWhenUsed="false" Name="Colorful List Accent 2" /> <w:LsdException Locked="false" Priority="73" SemiHidden="false" UnhideWhenUsed="false" Name="Colorful Grid Accent 2" /> <w:LsdException Locked="false" Priority="60" SemiHidden="false" UnhideWhenUsed="false" Name="Light Shading Accent 3" /> <w:LsdException Locked="false" Priority="61" SemiHidden="false" UnhideWhenUsed="false" Name="Light List Accent 3" /> <w:LsdException Locked="false" Priority="62" SemiHidden="false" UnhideWhenUsed="false" Name="Light Grid Accent 3" /> <w:LsdException Locked="false" Priority="63" SemiHidden="false" UnhideWhenUsed="false" Name="Medium Shading 1 Accent 3" /> <w:LsdException Locked="false" Priority="64" SemiHidden="false" UnhideWhenUsed="false" Name="Medium Shading 2 Accent 3" /> <w:LsdException Locked="false" Priority="65" SemiHidden="false" UnhideWhenUsed="false" Name="Medium List 1 Accent 3" /> <w:LsdException Locked="false" Priority="66" SemiHidden="false" UnhideWhenUsed="false" Name="Medium List 2 Accent 3" /> <w:LsdException Locked="false" Priority="67" SemiHidden="false" UnhideWhenUsed="false" Name="Medium Grid 1 Accent 3" /> <w:LsdException Locked="false" Priority="68" SemiHidden="false" UnhideWhenUsed="false" Name="Medium Grid 2 Accent 3" /> <w:LsdException Locked="false" Priority="69" SemiHidden="false" UnhideWhenUsed="false" Name="Medium Grid 3 Accent 3" /> <w:LsdException Locked="false" Priority="70" SemiHidden="false" UnhideWhenUsed="false" Name="Dark List Accent 3" /> <w:LsdException Locked="false" Priority="71" SemiHidden="false" UnhideWhenUsed="false" Name="Colorful Shading Accent 3" /> <w:LsdException Locked="false" Priority="72" SemiHidden="false" UnhideWhenUsed="false" Name="Colorful List Accent 3" /> <w:LsdException Locked="false" Priority="73" SemiHidden="false" UnhideWhenUsed="false" Name="Colorful Grid Accent 3" /> <w:LsdException Locked="false" Priority="60" SemiHidden="false" UnhideWhenUsed="false" Name="Light Shading Accent 4" /> <w:LsdException Locked="false" Priority="61" SemiHidden="false" UnhideWhenUsed="false" Name="Light List Accent 4" /> <w:LsdException Locked="false" Priority="62" SemiHidden="false" UnhideWhenUsed="false" Name="Light Grid Accent 4" /> <w:LsdException Locked="false" Priority="63" SemiHidden="false" UnhideWhenUsed="false" Name="Medium Shading 1 Accent 4" /> <w:LsdException Locked="false" Priority="64" SemiHidden="false" UnhideWhenUsed="false" Name="Medium Shading 2 Accent 4" /> <w:LsdException Locked="false" Priority="65" SemiHidden="false" UnhideWhenUsed="false" Name="Medium List 1 Accent 4" /> <w:LsdException Locked="false" Priority="66" SemiHidden="false" UnhideWhenUsed="false" Name="Medium List 2 Accent 4" /> <w:LsdException Locked="false" Priority="67" SemiHidden="false" UnhideWhenUsed="false" Name="Medium Grid 1 Accent 4" /> <w:LsdException Locked="false" Priority="68" SemiHidden="false" UnhideWhenUsed="false" Name="Medium Grid 2 Accent 4" /> <w:LsdException Locked="false" Priority="69" SemiHidden="false" UnhideWhenUsed="false" Name="Medium Grid 3 Accent 4" /> <w:LsdException Locked="false" Priority="70" SemiHidden="false" UnhideWhenUsed="false" Name="Dark List Accent 4" /> <w:LsdException Locked="false" Priority="71" SemiHidden="false" UnhideWhenUsed="false" Name="Colorful Shading Accent 4" /> <w:LsdException Locked="false" Priority="72" SemiHidden="false" UnhideWhenUsed="false" Name="Colorful List Accent 4" /> <w:LsdException Locked="false" Priority="73" SemiHidden="false" UnhideWhenUsed="false" Name="Colorful Grid Accent 4" /> <w:LsdException Locked="false" Priority="60" SemiHidden="false" UnhideWhenUsed="false" Name="Light Shading Accent 5" /> <w:LsdException Locked="false" Priority="61" SemiHidden="false" UnhideWhenUsed="false" Name="Light List Accent 5" /> <w:LsdException Locked="false" Priority="62" SemiHidden="false" UnhideWhenUsed="false" Name="Light Grid Accent 5" /> <w:LsdException Locked="false" Priority="63" SemiHidden="false" UnhideWhenUsed="false" Name="Medium Shading 1 Accent 5" /> <w:LsdException Locked="false" Priority="64" SemiHidden="false" UnhideWhenUsed="false" Name="Medium Shading 2 Accent 5" /> <w:LsdException Locked="false" Priority="65" SemiHidden="false" UnhideWhenUsed="false" Name="Medium List 1 Accent 5" /> <w:LsdException Locked="false" Priority="66" SemiHidden="false" UnhideWhenUsed="false" Name="Medium List 2 Accent 5" /> <w:LsdException Locked="false" Priority="67" SemiHidden="false" UnhideWhenUsed="false" Name="Medium Grid 1 Accent 5" /> <w:LsdException Locked="false" Priority="68" SemiHidden="false" UnhideWhenUsed="false" Name="Medium Grid 2 Accent 5" /> <w:LsdException Locked="false" Priority="69" SemiHidden="false" UnhideWhenUsed="false" Name="Medium Grid 3 Accent 5" /> <w:LsdException Locked="false" Priority="70" SemiHidden="false" UnhideWhenUsed="false" Name="Dark List Accent 5" /> <w:LsdException Locked="false" Priority="71" SemiHidden="false" UnhideWhenUsed="false" Name="Colorful Shading Accent 5" /> <w:LsdException Locked="false" Priority="72" SemiHidden="false" UnhideWhenUsed="false" Name="Colorful List Accent 5" /> <w:LsdException Locked="false" Priority="73" SemiHidden="false" UnhideWhenUsed="false" Name="Colorful Grid Accent 5" /> <w:LsdException Locked="false" Priority="60" SemiHidden="false" UnhideWhenUsed="false" Name="Light Shading Accent 6" /> <w:LsdException Locked="false" Priority="61" SemiHidden="false" UnhideWhenUsed="false" Name="Light List Accent 6" /> <w:LsdException Locked="false" Priority="62" SemiHidden="false" UnhideWhenUsed="false" Name="Light Grid Accent 6" /> <w:LsdException Locked="false" Priority="63" SemiHidden="false" UnhideWhenUsed="false" Name="Medium Shading 1 Accent 6" /> <w:LsdException Locked="false" Priority="64" SemiHidden="false" UnhideWhenUsed="false" Name="Medium Shading 2 Accent 6" /> <w:LsdException Locked="false" Priority="65" SemiHidden="false" UnhideWhenUsed="false" Name="Medium List 1 Accent 6" /> <w:LsdException Locked="false" Priority="66" SemiHidden="false" UnhideWhenUsed="false" Name="Medium List 2 Accent 6" /> <w:LsdException Locked="false" Priority="67" SemiHidden="false" UnhideWhenUsed="false" Name="Medium Grid 1 Accent 6" /> <w:LsdException Locked="false" Priority="68" SemiHidden="false" UnhideWhenUsed="false" Name="Medium Grid 2 Accent 6" /> <w:LsdException Locked="false" Priority="69" SemiHidden="false" UnhideWhenUsed="false" Name="Medium Grid 3 Accent 6" /> <w:LsdException Locked="false" Priority="70" SemiHidden="false" UnhideWhenUsed="false" Name="Dark List Accent 6" /> <w:LsdException Locked="false" Priority="71" SemiHidden="false" UnhideWhenUsed="false" Name="Colorful Shading Accent 6" /> <w:LsdException Locked="false" Priority="72" SemiHidden="false" UnhideWhenUsed="false" Name="Colorful List Accent 6" /> <w:LsdException Locked="false" Priority="73" SemiHidden="false" UnhideWhenUsed="false" Name="Colorful Grid Accent 6" /> <w:LsdException Locked="false" Priority="19" SemiHidden="false" UnhideWhenUsed="false" QFormat="true" Name="Subtle Emphasis" /> <w:LsdException Locked="false" Priority="21" SemiHidden="false" UnhideWhenUsed="false" QFormat="true" Name="Intense Emphasis" /> <w:LsdException Locked="false" Priority="31" SemiHidden="false" UnhideWhenUsed="false" QFormat="true" Name="Subtle Reference" /> <w:LsdException Locked="false" Priority="32" SemiHidden="false" UnhideWhenUsed="false" QFormat="true" Name="Intense Reference" /> <w:LsdException Locked="false" Priority="33" SemiHidden="false" UnhideWhenUsed="false" QFormat="true" Name="Book Title" /> <w:LsdException Locked="false" Priority="37" Name="Bibliography" /> <w:LsdException Locked="false" Priority="39" QFormat="true" Name="TOC Heading" /> </w:LatentStyles> </xml><![endif]--><!--[if gte mso 10]> <style> /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--></p> <p class="MsoNormal">Before answer to these questions ,Kindly mention your designation in an organization and year of experience you have.</p> <p class="MsoNormal"><b style="mso-bidi-font-weight:normal"><span style="font-family:&quot;Arial&quot;,&quot;sans-serif&quot;">Questions:</span></b></p> <p class="MsoNormal">&nbsp;</p> <p class="MsoNormal" style="margin-left:.5in;text-indent:-.25in">Q1.Indicate one good and bad experience you have had during your entire career?</p> <p class="MsoNormal" style="margin-left:.5in;text-indent:-.25in">&nbsp;</p> <p class="MsoNormal" style="margin-left:.5in;text-indent:-.25in">Q2.<span style="mso-tab-count:1">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; </span>What were your feelings when you were promoted as a manager in your organization? What was the reason of your promotion?</p> <p class="MsoNormal" style="margin-left:.5in;text-indent:-.25in">&nbsp;</p> <p class="MsoNormal" style="margin-left:.5in;text-indent:-.25in">Q3.<span style="mso-tab-count:1">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; </span>What are your views about office politics in your organization? What in your opinion can best be done to survive in negative office politics?</p> <p class="MsoNormal" style="margin-left:.5in;text-indent:-.25in">&nbsp;</p> <p class="MsoNormal" style="margin-left:.5in;text-indent:-.25in">Q4.<span style="mso-tab-count:1">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; </span>Have you ever developed your in-group&mdash;a few chosen subordinates you trusted in helping you manage your department? Did it create grievance among your other subordinates? If yes, how did you tackle the situation?</p> <p class="MsoNormal" style="margin-left:.5in;text-indent:-.25in">&nbsp;</p> <p class="MsoNormal" style="margin-left:.5in;text-indent:-.25in">Q5. Have you ever filled out an employee survey form? What is your opinion about this activity? Do you think this activity improves morale especially when management takes positive steps as a result of this survey?</p> <p class="MsoNormal" style="margin-left:.5in;text-indent:-.25in">&nbsp;</p> <p class="MsoNormal" style="margin-left:.5in;text-indent:-.25in">Q6. Would you like to share some interesting incident of your professional life when you handled a difficult interpersonal situation?</p> <p class="MsoNormal">&nbsp;</p> <p class="MsoNormal" style="margin-left:.5in;text-indent:-.25in">Q7.What advice would you like to give me for my successful career in professional field?</p> <p>&nbsp;</p> Gk26 Wed, 23 Apr 2014 02:50:19 +0000 http://www.manager-tools.com/forums-8626#comment-79644 Re: Guidance on How to Change Industries - Resume and Targeted Job Search <p>&nbsp;Are there any non-profit groups/churches/etc for whom you could volunteer and demonstrate experience? &nbsp;</p> ShaunKemplin Wed, 23 Apr 2014 01:35:23 +0000 http://www.manager-tools.com/forums-8263#comment-79643 Re: Cover Letter Fallow Up Date <p>Beautiful and sexy dress. To join a formal party, except shiny dress and exquisite makeup, hair style can be also important. If you have little time to go to hair salon to have your own hair fixed, then the hair wigs will help a lot . There are various types of such hair products such as wigs with bangs and long <a href="http://www.hairwigsall.com/categories/COLORS/Black-Wigs/"><strong>black wig</strong></a> in the market for people to choose.<br /> &nbsp;</p> noellesprunger Wed, 23 Apr 2014 01:19:27 +0000 http://www.manager-tools.com/forums-8626#comment-79643 Guidance on How to Change Industries - Resume and Targeted Job Search <p>&nbsp;Hello Career Tools Community!</p> <p class="MsoNormal"><o:p>&nbsp;</o:p>I am seeking advice regarding how to better position my resume and focus my job search to show that I am an effective leader and a strong candidate for management positions in People Operations or Customer Success. &nbsp;I have been applying to jobs for over 18 months and have not yet received an offer.</p> <p class="MsoNormal">Allow me to provide some background about myself:</p> <p class="MsoNormal">Currently, I am a financial healthcare consultant with hospitality and sales experience. &nbsp;For the last 4 years, I have been leading teams (3-8 people) in financial reviews and consulting projects, acting as the main point of communication between the firm, my client, and my team, as well as managing the career development of my associates.&nbsp; I have also lead large teams (15+) within the Junior League and have most recently been asked to chair one of our biggest fundraisers, by guiding a team of 70 women to raise over $200K for our community programs.</p> <p class="MsoNormal">I am interested in leaving the my current position to focus on what I enjoy doing, and what I am good at; namely coaching, recruiting, and training people on how to exceed the expectations of their internal and external customers. I am an enthusiastic people person who thrives on face to face interaction, and enjoys teaching people how to provide excellent service. If you are able to provide me some pointers on how I can better position myself for a people focused position that is above entry level, I would love your guidance.&nbsp; I would be happy to provide my resume or any other additional information you may need.&nbsp; I have listened to the Career Tools Interview Series, and would appreciate the expertise of this forum to help me further. (I also cannot figure out how to attach a document to this post, so if you know how to do that I'd love to learn!)</p> <p class="MsoNormal"><o:p>&nbsp;</o:p></p> <p class="MsoNormal">With gratitude,</p> <p class="MsoNormal"><o:p>&nbsp;</o:p></p> <p class="MsoNormal">Noelle Sprunger</p> donm Wed, 23 Apr 2014 00:56:13 +0000 http://www.manager-tools.com/forums-8625#comment-79642 Re: High C coaching a very high S <p>I have so many questions and thoughts.... Firstly, how do you know that the person being coached is a High S or that the lady-in-charge is a High D? Have you done DiSC profiles? Step 1: Make sure you know who/what the principles involved are.</p> <p>Assuming you have the DiSC profiles nailed correctly, you need to listen to some podcasts if you have not already done so. Click on &quot;Podcasts&quot; and then select the Manager tools podcasts. In the top drop-down menu (for tagged podcasts)&nbsp;select &quot;Performance Improvement - Coaching.&quot; You'll see about 20 podcasts. Start at the bottom. In fact, I found the bottom two (the earliest) to be the most useful. (Links below)</p> <p><a href="http://manager-tools.com/2005/08/the-art-of-coaching">manager-tools.com/2005/08/the-art-of-coaching</a></p> <p><a href="http://manager-tools.com/2005/09/more-on-coaching">manager-tools.com/2005/09/more-on-coaching</a></p> <p>I am assuming you're using the term &quot;coaching&quot; in the M-T sense, and not in the typical corporate sense. The basic difference is that in MT, a coach is like the person in charge of a sports team or solo athlete who is trying to get the athlete(s) to win. In the corporate sense, coaching someone means &quot;giving someone one last chance before we fire him, and we're already doing the discharge paperwork.&quot;</p> <p>Next point:&nbsp;D's and S's don't get along as a rule. They are polar opposites on the DiSC scale. Due to this, you may not have a performance problem as much as you have a communications problem. In engineering, the first rule is to identify the problem before you try to implement a solution. The boss here has told you &quot;Coach the subordinate to solve this problem.&quot; I suggest instead you find behaviors that are the problem, and correct the errant behaviors.</p> <p>I think it was a recent podcast where they said, &quot;I judge myself by my intentions. Others judge me by my actions&quot;&nbsp;(significantly paraphrased). Concentrate on the actions (behaviors)&nbsp;of the subordinate that are contributing to this problem.</p> <ul> <li>She's distracted by email. Listen to the &quot;email 3 times a day&quot; podcasts. <a href="http://manager-tools.com/podcast/manager-tools?filter0=168">manager-tools.com/podcast/manager-tools</a></li> <li>She's not getting things done. Listen to the MT goal setting. <a href="http://manager-tools.com/2008/02/mt-goals-examples">manager-tools.com/2008/02/mt-goals-examples</a></li> <li>She cannot make decisions <a href="http://manager-tools.com/podcast/manager-tools?filter0=147">manager-tools.com/podcast/manager-tools</a></li> </ul> <p>You've identified the results she is not attaining (arriving late, poor/no decisions, getting distracted). Now, you need to ask, &quot;What is she doing that is causing her to be late? What is she doing that is preventing her from making good decisions?&nbsp;What is she doing that causes her to become distracted?&quot; Or, of course, the opposites, &quot;What is she NOT doing...?&quot;</p> <p>Parenthetical comment: Maybe she's been hammered for wrong decisions so much that now she's afraid to pull the trigger in fear she might be wrong and yelled at again.</p> <p>Once you nail the answers to the questions before the above comment, you should have an idea where you need to go to get beyond this perceived problem. Sorry I was all over the place in this answer, but there are a lot of areas that might be where you need to go.</p> <p>DonM</p> woolly_jumpers Wed, 23 Apr 2014 00:37:11 +0000 http://www.manager-tools.com/forums-8625#comment-79641 Re: High C coaching a very high S <p>Wow. That's quite an assignment!</p> <p>Does the S agree she's ineffective and/or not connecting with her boss's pace and desire for outcome? It's hard enough to change our own behaviors. You could become very frustrated with the assignment if you're trying to change someone else's, if she doesn't agree or see the need for change.&nbsp; If she agrees she isn't effective - with her time, with her outcomes, etc. - but doesn't see a way out of the muck, then sharing your observations and providing tools could be a good start.&nbsp; If she defends her behavior for more than half a day, walk away.&nbsp; That's probably several more hours than some would wait, but a little grace won't hurt at this point.&nbsp; My two cents, for what it's worth.&nbsp; Good luck, Ashish!</p> <p>&nbsp;</p> <p>Christine</p> vai87 Tue, 22 Apr 2014 20:42:13 +0000 http://www.manager-tools.com/forums-8062#comment-79640 Re: Internship Accomplishment <p>&nbsp;Crystal clear Derosier.. that's make completely sense.</p> <p>Thanks so much..</p> <p>Probably due to my inexperience I am a bit naive.. ;)</p> derosier Tue, 22 Apr 2014 18:40:27 +0000 http://www.manager-tools.com/forums-8062#comment-79639 Re: Internship Accomplishment <p>&nbsp;Hi&nbsp;VAI87,</p> <p>My opinion is I wouldn't do that. &nbsp;Off my cuff, I'd rewrite like:</p> <p>* Cut time by half needed to do numerical analysis of FEM results by implementing a tool for Excel in VBA.</p> <p>My experience is HR won't care that much about that you quickly learned a new skill. &nbsp;And anyone competent might notice you didn't have that skill on your resume so they'll assume that you learned what you needed to learn to accomplish the real task: reducing the time a task takes.</p> <p>In your interview (and you will get many if you follow MT recommendations on resumes!)&nbsp;you then mention how you didn't know VBA going into the project and you quickly learned it so you could be successful at the task at hand.</p> <p>A corollary to technical resumes that is mentioned but not 100% obvious in the casts is to make sure you mention the technologies in whatever the appropriate form is. Some people (wrongly) believe that on technical resumes you need a &quot;skills-block&quot; at top to make it easier on the hiring managers, the HR people triaging your resume and the computer searching tools... No: you need good accomplishments, and you need to embed your relevant skills in those accomplishment - there's a cast for that.</p> <p>Just make sure the skill is written in the appropriate method to find it. &nbsp;For example: &quot;Visual Basic for Applications&quot; would be stupid to write out. &nbsp;It takes too much space. And people are looking for the acronym &quot;VBA&quot;. &nbsp;In other cases it's important to write out acronyms. For example, no one outside your former company will know internal acronyms that might be common there. Use good judgment; be thoughtful.</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> vai87 Tue, 22 Apr 2014 18:13:35 +0000 http://www.manager-tools.com/forums-8062#comment-79638 Re: Internship Accomplishment <p>&nbsp;Thanks Steve, your reply is really interesting.&nbsp;But still a question....</p> <p>Wuld be a good idea to ..... include an acquired skill as accomplishment for an intern? (acquired during the internship).</p> <p>&nbsp;</p> <p>What I mean is: a completely new skill acquired and then successfully applied, would be seen like an accomplishment?</p> <p>for ex.</p> <p>- Acquired the knowledge of VBA and implemented a tool in Excel to speed up the numerical analysis of FEM results.</p> <p>&nbsp;</p> <p>In my opinion, it suggests to the HR that the intern has been able to quickly master a skill and apply it effectively to the workflow..</p> <p>Am I wrong? or am I looking in the wrong direction?</p> <p>Thanks in advance.</p> <p>&nbsp;</p> <p>&nbsp;</p> vai87 Tue, 22 Apr 2014 18:13:16 +0000 http://www.manager-tools.com/forums-8062#comment-79637 Re: Internship Accomplishment <p>&nbsp;Thanks Steve, your reply is really interesting.&nbsp;But still a question....</p> <p>Wuld be a good idea to ..... include an acquired skill as accomplishment for an intern? (acquired during the internship).</p> <p>&nbsp;</p> <p>What I mean is: a completely new skill acquired and then successfully applied, would be seen like an accomplishment?</p> <p>for ex.</p> <p>- Acquired the knowledge of VBA and implemented a tool in Excel to speed up the numerical analysis of FEM results.</p> <p>&nbsp;</p> <p>In my opinion, it suggests to the HR that the intern has been able to quickly master a skill and apply it effectively to the workflow..</p> <p>Am I wrong? or am I looking in the wrong direction?</p> <p>Thanks in advance.</p> <p>&nbsp;</p> <p>&nbsp;</p> avatsal Tue, 22 Apr 2014 16:56:53 +0000 http://www.manager-tools.com/forums-8625#comment-79636 Re: High C coaching a very high S How do I know I'm a high C? I edited this post three times after I originally posted it, each time to correct a small typo :) avatsal Tue, 22 Apr 2014 16:20:49 +0000 http://www.manager-tools.com/forums-8625#comment-79636 High C coaching a very high S Hi MT world, this is my first post! BLUF: I'm a high C, medium-high S (Disc: 1, 3, 5, 7). I'm working with a very high S, who reports to a high D. The high D is my buyer. I feel the very high S is not effective in her role (my opinion), and I'm supposed to coach her (my statement of work). Questions: What is the best way for me to work with her, given she's a very high S? And how do I report up to the high D on progress? Additional details: I'm a consultant hired by a high D. She has a direct who is a very high S. The high D is action oriented, driven, and always wanting to move forward. It's clear she's frustrated by the very high S, who is highly ineffective. This is demonstrated by the facts that her calendar is jam-packed with back to back meetings, which she is always late for; she is working weekends and still behind in her work commitments; she rarely makes decisions that fall squarely on her lap, instead getting lost in all the possible things that could go wrong; her email, IM, and phone are all constantly distracting her. She makes David Allen of GTD fame cringe. I am a medium-high S, high C. In this role, I've become a very high C in reaction to my colleague. I have been brought on to help structure, support, and coach this high S colleague. My questions are: how do I help her get her tasks done, get organized, and get things done without making it seem like I'm babysitting her (she's about 20 years older than I am)? What is the best way for me to work with her, given she's a very high S? Would it be offensive to her to buy her a copy of GTD? And how do I report out to the high D buyer, who wants action yesterday? Thank you! Ashish misysinc Tue, 22 Apr 2014 13:36:31 +0000 http://www.manager-tools.com/forums-8264#comment-79635 Re: How To Eat Lunch -Anyone working out during lunch hour? How do you work it? Would you recommend it? So, I'm guessing your management would frown on taking 15 minutes to change into your workout togs, taking an hour run, another 15 minutes to cool down and towel off (no shower) and change back, then taking 30 minutes for lunch and socialization. lar12 Mon, 21 Apr 2014 23:34:17 +0000 http://www.manager-tools.com/forums-8619#comment-79632 Re: resume feedback <p>I appreciate the help and I see what you mean about &quot;activities&quot; vs &quot;results&quot;. Any other feedback is appreciated.</p> <p>Every definition of a successful life includes service to others - President George H.W. Bush</p> <p>7-1-2-4</p> <p>&nbsp;</p> BrianFreese Mon, 21 Apr 2014 18:11:55 +0000 http://www.manager-tools.com/forums-7592#comment-79631 Re: Use feedback as an opportunity for dialog? Hi TJ - Thanks for your thoughtful reply. It affirmed my understanding of the model and was very helpful. I don't find the FB model to be draconian. Some of my contemporaries are struggling as they are viewing it in isolation versus the complete trinity. Sincere regards, Brian BrianFreese Mon, 21 Apr 2014 18:11:21 +0000 http://www.manager-tools.com/forums-7592#comment-79630 Re: Use feedback as an opportunity for dialog? Hi TJ - Thanks for your thoughtful reply. It affirmed my understanding of the model and was very helpful. I don't find the FB model to be draconian. Some of my contemporaries are struggling as they are viewing it in isolation versus the complete trinity. Sincere regards, Brian dtphoto Mon, 21 Apr 2014 17:22:55 +0000 http://www.manager-tools.com/forums-8624#comment-79630 Meeting 'link bait' on BusinessInsider.com <p>This morning, there was a link I followed to <a href="http://www.businessinsider.com/how-elon-musk-jeff-bezos-run-meetings-2014-4?op=1 ">9 Tricks Elon Musk, Jeff Bezos, And Other Top Execs Use To Run Meetings</a> and it was funny to see how I&nbsp;critiqued what they said against what I've learned from a handful of years listening to Mark &amp;&nbsp;Mike! There were some good points, common sense, and inspiration for doing things differently (two of the tricks were opposites of each other...but each valid when used with discretion).</p> <p>Beyond the content, there were many links to other articles on their site...is that how we should consume/discover most content now?</p> alalonde49 Mon, 21 Apr 2014 15:56:50 +0000 http://www.manager-tools.com/forums-8549#comment-79628 Re: Relationship gone sour thanks, for all the advice. My instinct of course was to do exactly as you all suggest. However, the issue was first brought to my attention due to threats that were uttered at the workplace and a couple of incidents witnessed by others at after hours events that needed to be investigated and dealt with. Since then though, they seem to come to me for every little thing and I am beginning to feel like I'm back teaching junior high. The next time I get dragged in to the drama I will change my tactics to those suggested here. Cheers! alalonde49 Mon, 21 Apr 2014 15:56:31 +0000 http://www.manager-tools.com/forums-8549#comment-79627 Re: Relationship gone sour thanks, for all the advice. My instinct of course was to do exactly as you all suggest. However, the issue was first brought to my attention due to threats that were uttered at the workplace and a couple of incidents witnessed by others at after hours events that needed to be investigated and dealt with. Since then though, they seem to come to me for every little thing and I am beginning to feel like I'm back teaching junior high. The next time I get dragged in to the drama I will change my tactics to those suggested here. Cheers! aylim14 Mon, 21 Apr 2014 15:41:16 +0000 http://www.manager-tools.com/forums-8619#comment-79626 Re: resume feedback <p>&nbsp;Hi,</p> <p>First, i'm not a resume expert. Next, i don't have the resume work book. I'm only a paid licensee.</p> <p>I browsed through the resume and noticed some &quot;accomplishments&quot; listed as activities, not results. The 2nd and 3rd bullet on your current job - implemented....</p> <p>then the 4th bullet on your current job is listed as &quot;telling a story&quot; and i think hiring managers would like to read it as what happened or what was the result when you got selected. Your first bullet on the previous job tells it better, imo.&nbsp;</p> <p>Then, podcasts are a little grey on these areas, but i personally refrain from percentages or at least, pair them with actual values. While it may be ok, it can be great. And as what Mark said, the resume should represent your best work. So if you can make it better, why stick with good.&nbsp;</p> <p>&nbsp;</p> <p>Ariel</p> <p>7117</p> aylim14 Mon, 21 Apr 2014 15:30:36 +0000 http://www.manager-tools.com/forums-8575#comment-79625 Re: First O3 for a poor performer <p>&nbsp;Hi Jenn,</p> <p>To answer your question about what to do if Trinity rollout isn't at that stage yet for negative feedback. Well, there's a cast for that.&nbsp;</p> <p>Try searching for &quot;positive feedback before its time&quot; and &quot;negative feedback before its time&quot;.&nbsp;</p> dennis_sherman Mon, 21 Apr 2014 13:35:42 +0000 http://www.manager-tools.com/forums-8575#comment-79624 Re: First O3 for a poor performer <p>Glad I could be helpful, Jenn. There's a &quot;basics&quot; feed available that will get you a really good grounding in the parts of the trinity and how to roll it out.&nbsp; And now that I'm on a machine with a real browser instead of a handheld device, it's easy to get and paste the link: <a href="http://www.manager-tools.com/manager-tools-basics">http://www.manager-tools.com/manager-tools-basics</a></p> <p>Expect to listen to these podcasts multiple times. I've been listening for &gt; 6 years, and still find new things in them when I listen again. One of the most important things I've learned is that Mark and Mike really do know what they're talking about, and when they say to take this stuff slowly and get it right, it's worthwhile to take *all* of their advice.</p> <p>--<br /> Dennis Sherman<br /> 7-1-1-7</p> Kevin1 Mon, 21 Apr 2014 12:00:37 +0000 http://www.manager-tools.com/forums-8623#comment-79623 Re: Remote possibilities <p>Hi again,</p> <p>Do you know any recruiters in those towns?&nbsp; Can you reach out to some of the bigger ones who work with your area of expertise?&nbsp; By reaching out, I mean a phone call.&nbsp; You probably won't get very far with an email.&nbsp; Are you prepared to be flexible on salary, job responsibilities, contract or part time, etc. just to get a foot in the door?&nbsp; In a phone call, you can share that kind of 'open to opportunities' attitidue much more convincingly than via an email or website.</p> <p>Good luck,</p> <p>Kevin.</p> <p>&nbsp;</p> GlennR Mon, 21 Apr 2014 02:32:16 +0000 http://www.manager-tools.com/forums-8606#comment-79621 Re: Manager Shutting Me Down <p>&nbsp;This may very well be solvable by DiSC, I don't know. But do not be so quick to rule out discrimination.&nbsp;<a href="http://www.upworthy.com/neil-degrasse-tyson-reveals-that-hes-been-black-his-whole-life-hilarity-and-wisdom-follow?c=gt1">http://www.upworthy.com/neil-degrasse-tyson-reveals-that-hes-been-black-his-whole-life-hilarity-and-wisdom-follow?c=gt1</a></p> Gk26 Mon, 21 Apr 2014 02:08:10 +0000 http://www.manager-tools.com/forums-8549#comment-79620 Re: Relationship gone sour <p>&nbsp;I worked at a place once where the VP pulled the two people in and said to knock it off or he would fire &quot;one&quot; of them. &nbsp;That worked</p> Gk26 Mon, 21 Apr 2014 02:07:54 +0000 http://www.manager-tools.com/forums-8549#comment-79619 Re: Relationship gone sour <p>&nbsp;I worked at a place once where the VP pulled the two people in and said to knock it off or he would fire &quot;one&quot; of them. &nbsp;That worked</p> aylim14 Mon, 21 Apr 2014 01:30:14 +0000 http://www.manager-tools.com/forums-8617#comment-79618 Re: How to talk to a High I Boss in this situation <p>&nbsp;@flexiblefine Not in that detail. I'm still getting bombarded with details as I'm still relatively new. Just on my 4th week this week (and the last 2 weeks were full of holidays). I'll just start the O3s with the team next week. Just announced it and will be discussed during the team meeting tomorrow. My other concern is that the releases are in a way, cyclical. There are releases every month, and i still have to know when and where they are coming from, who to talk to regarding timings (because sometimes they are delayed, and we get hammered for not being able to release it on time). But that's a great point. I'll try it in the next few weeks since i'm going to be having update meetings with my team.&nbsp;</p> <p>@doris Already thought of that. But my boss specifically asks for them. I'll bring it up during my next O3 with her.&nbsp;</p> lar12 Mon, 21 Apr 2014 00:17:10 +0000 http://www.manager-tools.com/forums-8619#comment-79618 resume feedback <p>I've used the resume workbook and just completed polishing my resume and looking for feedback. Some of my accomplishments don't set right with me...the verbiage feels awkward. Please share any pointers/comments. If, by chance, you're interested in talking, send me a PM. :)</p> <p class="MsoNormal" style="margin-bottom: 0.0001pt;">&nbsp;</p> MarkMT Sun, 20 Apr 2014 21:50:16 +0000 http://www.manager-tools.com/forums-8549#comment-79617 Re: Relationship gone sour <p>You're not a relationship counsellor,&nbsp; and nor should you have to be.&nbsp;&nbsp; Also, you should not have to waste your work time sorting this out - it impacts your productivity too.</p> <p>They own the inputs for their work (cast for that) and are responsible for themselves and their emotions.</p> <p>Tell them you're not going to address the drama any more, and won't accept excuses when work isn't completed or professional behaviour isn't followed (this includes impacts on the team).&nbsp;&nbsp; Then hold them accountable for those things.</p> <p>(Sidebar - don't call them both in to your office at the same time and tell them to cut it out because no good will come of that - do it in your O3s.&nbsp; Manage them as individuals.)</p> jennrod12 Sun, 20 Apr 2014 20:32:09 +0000 http://www.manager-tools.com/forums-8575#comment-79616 Re: First O3 for a poor performer <p>&nbsp;Thanks again, Dennis,</p> <p>I get it now! :)</p> <p>I came to MT through a post in linkedIn where someone suggested to a manager to listen to a particular MT podcast, and I listened, too, and thought it was great. &nbsp;But I was coming in in the middle. &nbsp;</p> <p>Your advice was a big help!</p> <p>Jenn</p> jennrod12 Sun, 20 Apr 2014 15:10:56 +0000 http://www.manager-tools.com/forums-8575#comment-79615 Re: First O3 for a poor performer <p>&nbsp;Thanks, Dennis,</p> <p>I will listen to both those podcasts today!</p> <p>If I mostly do positive feedback, and I keep the O3 to getting to know my direct, then when in the MT model do I address this employee's repeated failure to do the basic parts of his job? &nbsp;(Especially since he works nights, at home, most of the time and I only see him face-to-face once a week.) &nbsp;</p> <p>Do I let him merrily go down the road of non-performance for 2-3 more months, only giving positive feedback? &nbsp;That will have a negative effect on the team for sure, although he works a very quiet shift so we might get lucky if nothing comes up on it.</p> <p>Jenn</p> donm Sun, 20 Apr 2014 13:17:03 +0000 http://www.manager-tools.com/forums-8623#comment-79614 Re: Remote possibilities <p>I have some &quot;burner&quot; email addresses. If you want to communicate off the board, use file (underscore) temp (at)&nbsp;hotmail (dot) com</p> <p>That's an email address so you'll have to parse my meaning. I'll be sure to check that for at least the next few days.</p> <p>&nbsp;</p> <p>DonM</p> tonynielsein Sun, 20 Apr 2014 10:12:27 +0000 http://www.manager-tools.com/forums-8576#comment-79614 Stainless Steel Fasteners are looking for a Machine Shop Manager <p>&nbsp;Due to the current expansion an opportunity has arisen for a Machine Shop Manager who will be responsible for running a small CNC team within the new facility.</p> <div>&nbsp;</div> <div>Responsibilities</div> <div>&nbsp;</div> <div>&bull; Provide technical support across the CNC team</div> <div>&bull; Lead and drive a continuous improvement and development culture</div> <div>&bull; Manage, train and develop all CNC team members&nbsp;</div> <div>&bull; Ensure employee compliance with all Health &amp; Safety policies and procedures</div> <div>&bull; Contribute to the development of a supportive working environment</div> <div>&bull; Assessing and improving efficiencies on all CNC machinery</div> <div>&nbsp;</div> <div>&nbsp;</div> <div><strong>Who we're looking for</strong></div> <div>&nbsp;</div> <div>The Candidate:</div> <div>&nbsp;</div> <div>&bull; CNC Programming, Operation and Set Up Essential (fanuc)</div> <div>&bull; Strong Leader with the ability to train, develop and improve a small team</div> <div>&bull; Ability to communicate at all levels and be flexible and adaptable</div> <div>&bull; Ability to organise through effective time management</div> <div>&bull; Promotion of employee involvement, development &amp; recognition</div> <div>&bull; Genuine desire to grow within the business and progress</div> <div>&nbsp;</div> <div>&nbsp;</div> <div><strong>What's on offer</strong></div> <div>&nbsp;</div> <div>Depending on Experience</div> <div>&nbsp;</div> Alex_W Sun, 20 Apr 2014 07:17:37 +0000 http://www.manager-tools.com/forums-8623#comment-79613 Re: Remote possibilities Thanks Don and Kevin. I guess my question was directed at front-door approaches, as I am of course exploring any back-door approaches with people I know in those cities, where I actually do know someone there (I don't in all of them). Agree with you that the relationship approach is the best. I need to pursue both. And to Kevin's point, I do know a couple of friends who went to work for one company in one country and got themselves transferred to the States eventually, and that is another route I am exploring. Don, I will PM you with some replies to your questions, as I wish to remain somewhat anonymous on the internet. dennis_sherman Sun, 20 Apr 2014 05:07:58 +0000 http://www.manager-tools.com/forums-8575#comment-79612 Re: First O3 for a poor performer <p>There's a podcast on rolling out the trinity. Find it and listen to it before you do anything else!</p> <p>You can't use the feedback model effectively without having first developed a relationship with the direct. The tool for developing a relationship is the one on one. The MT one on one is about the direct, and what they want to talk about. If you want to have a conversation about performance with the direct, you can do it whenever you want - you're the boss. But don't start one on ones that way. If you start the first one on one ripping his performance, you will probably poison the tool for all time, certainly with that direct and possibly with your entire team.&nbsp;</p> <p>&quot;Go slow to go fast&quot; is one of the phrases that M &amp; M use in talking about rolling out the trinity. You can't do it all at once and be fully effective. Three months of weekly O3s before starting MT feedback, or more!</p> <p>If you just can't wait, there's a podcast &quot;feedback before it's time&quot; that will be helpful.</p> <p>--<br /> Dennis Sherman<br /> 7-1-1-7</p> jennrod12 Sun, 20 Apr 2014 03:26:58 +0000 http://www.manager-tools.com/forums-8575#comment-79611 Re: First O3 for a poor performer <p>&nbsp;Thanks Don,</p> <p>I do practice the feedback model, but I also just started that recently. &nbsp;I actually jump on the positive feedback at every opportunity and try to be selective about the negative feedback, but this direct really got to me this week by not doing two very specific things that are primary parts of his job, one of them when I had just reminded him that day to &quot;please make sure you do x, because the team is counting on having this done and it's your last shift this week to do it&quot;. &nbsp;I got up the next morning to find that &quot;x&quot; had not been done, but since the direct is part time, he has not had another shift since then. &nbsp;In that same shift, he also neglected to do &quot;y&quot;, which I had given him feedback about not doing a few weeks ago.</p> <p>He'll have a remote shift on Sunday, then be in the office on Monday. &nbsp;Should I give him feedback about x and y via chat on Sunday? &nbsp;How effective is it to give feedback back-to-back?</p> <p>I feel like there should be another type of conversation besides feedback and O3, if O3 is not the place to discuss lack of performance.</p> <p>Thanks again, I am pretty new to MT, but already a big fan.</p> <p>Jenn</p> donm Sun, 20 Apr 2014 01:24:19 +0000 http://www.manager-tools.com/forums-8575#comment-79610 Re: First O3 for a poor performer <p>I think your first MT O3 should not address his mistakes. I think you have more important things to talk about in your portion: What you hope the O3s will accomplish, why they will be weekly, reinforcing the unicorns and rainbows aspect of their side, and any important or unusual circumstances or projects coming up.</p> <p>You seem to imply that you only give him negative feedback. I&nbsp;think you should try to follow the MT rule of 90% positive feedback. People respond much better to being told what they're doing right than constantly hearing that all they do is screw up. Also, feedback needs to be immediate. That's the other reason not to talk about it in the O3. Try to tell yourself that you'll only give him positive feedback for the next month. What's one month? If he doesn't improve in that time, you get ONE negative feedback that you can give him, and then another month of positive feedback. Have you practiced the MT&nbsp;feedback model?</p> <p>DonM</p> <p>&nbsp;</p> jennrod12 Sun, 20 Apr 2014 00:07:25 +0000 http://www.manager-tools.com/forums-8575#comment-79610 First O3 for a poor performer <p>&nbsp;Hi Folks,</p> <p>I'm just starting O3s with my team, and one of them is a poor performer. &nbsp;He's an entry-level guy in an entry-level position, so I'm willing to try to coach him into a better performer, but he seems to improve immediately after getting feedback, then go back to his former ways. &nbsp;Basically it appears as though he is too lazy or not interested in doing his job. &nbsp;He works part-time on the night shift, and I only see him face to face once a week (two nights a week he works from home, one in the office).</p> <p>When I give him feedback now, he generally understands what he did wrong and he seems to have a well-developed response mechanism of admitting that he made a mistake and clearly identifying what he should do differently in the future. &nbsp;He'll do it for a while, then regress.</p> <p>I've come to realize over the past 6 months that he has not grown at all in this time, and that I could go out on the street and easily find someone I'd be happier with, with minimal business interruption. &nbsp;He has had a couple of medium-level screw-ups, but not particularly any fire-able offenses.</p> <p>Monday is my first MT O3 with him. &nbsp;(I've had a couple of non-MT O3s with him), but now I've found MT. &nbsp;I'm hoping that it is appropriate for me to lay out the fact that his performance needs to become more consistent and that I should not have to remind him the basics of doing his job every few weeks. &nbsp;Is it okay for the first O3 to be a somewhat negative experience? &nbsp;Should I go as far as to tell him that right now I'm having to think hard of reasons to keep him on the team?</p> <p>Also, since he always admits right away that he was in the wrong and promises to do better, it tends to make the conversation very short. &nbsp;It will probably not take 10 minutes to go over this with him. &nbsp;He also has a (common rookie) problem with his technical skills that I would like to coach him on, but I think that is a lot to digest in one O3, and that issue can wait until the next O3 (two weeks later, since he is part time). &nbsp;But if I have time left over in my 10 minutes, it will be tempting to launch into it.</p> <p>Any advice appreciated, thanks! &nbsp;-Jenn</p> <p>P.S. I'm downloading the Systemic Feedback cast now!&nbsp;</p> Kevin1 Sat, 19 Apr 2014 20:45:51 +0000 http://www.manager-tools.com/forums-8623#comment-79609 Re: Remote possibilities <p>&nbsp;Hi</p> <p>One option is to look at companies that have headquarters in your cities of choice. &nbsp; Do they have any openings in your home state or anywhere else that would be acceptable? &nbsp; If you can get into these companies, you may be able to work towards an internal transfer in the future. &nbsp;It is still longer term, but if you can accept the initial stage, then you are spending the whole time building good will in that company.</p> <p>good luck</p> <p>kevin</p> chrispb Sat, 19 Apr 2014 20:32:15 +0000 http://www.manager-tools.com/forums-8588#comment-79608 Re: Timing <div>I just returned from vacation, so I was off line for a week. &nbsp;I agree with your comments and will have discussions with this person as I move forward. &nbsp;I was reluctant to address this behavior because I wanted to stay true to the trinity model.</div> <p>&nbsp;Thanks again, Chris</p> Kootenay_Mike Sat, 19 Apr 2014 17:57:47 +0000 http://www.manager-tools.com/forums-8549#comment-79607 Re: Relationship gone sour <p>&nbsp;Excellent feedback Naraa.</p> <p>Tell both of them it's time to knock it off completely otherwise it's time for them to move on. They can figure it out between themselves or figure out what their futures will look like if they can't.&nbsp;You're not the referee. They took a relationship gamble and failed and this is the result they are responsible for. My employees have had similar issues. I ask &quot;Is it going to be a problem?&quot; when it goes sour. If it's yes, I ask who is moving on. That usually makes a quick end to things through resolution between the parties or structurally by someone finding a place he/she can continue succeeding in his/her career without distraction.</p> <p>Your other employees are likely tired of this and want to stop being subject to the drama of a failed and purposefully ended relationship. These two might be great performers but they need to work on their professionalism.&nbsp;</p> <p>Good luck and let us know how it turns out.</p> Kootenay_Mike Sat, 19 Apr 2014 17:57:14 +0000 http://www.manager-tools.com/forums-8549#comment-79606 Re: Relationship gone sour <p>&nbsp;Excellent feedback Naraa.</p> <p>Tell both of them it's time to knock it off completely otherwise it's time for them to move on. They can figure it out between themselves or figure out what their futures will look like if they can't.&nbsp;You're not the referee. They took a relationship gamble and failed and this is the result they are responsible for. My employees have had similar issues. I ask &quot;Is it going to be a problem?&quot; when it goes sour. If it's yes, I ask who is moving on. That usually makes a quick end to things through resolution between the parties or structurally by someone finding a place he/she can continue succeeding in his/her career without distraction.</p> <p>Your other employees are likely tired of this and want to stop being subject to the drama of a failed and purposefully ended relationship. These two might be great performers but they need to work on their professionalism.&nbsp;</p> <p>Good luck and let us know how it turns out.</p> Kootenay_Mike Sat, 19 Apr 2014 17:57:00 +0000 http://www.manager-tools.com/forums-8549#comment-79605 Re: Relationship gone sour <p>&nbsp;Excellent feedback Naraa.</p> <p>Tell both of them it's time to knock it off completely otherwise it's time for them to move on. They can figure it out between themselves or figure out what their futures will look like if they can't.&nbsp;You're not the referee. They took a relationship gamble and failed and this is the result they are responsible for. My employees have had similar issues. I ask &quot;Is it going to be a problem?&quot; when it goes sour. If it's yes, I ask who is moving on. That usually makes a quick end to things through resolution between the parties or structurally by someone finding a place he/she can continue succeeding in his/her career without distraction.</p> <p>Your other employees are likely tired of this and want to stop being subject to the drama of a failed and purposefully ended relationship. These two might be great performers but they need to work on their professionalism.&nbsp;</p> <p>Good luck and let us know how it turns out.</p> donm Sat, 19 Apr 2014 16:19:06 +0000 http://www.manager-tools.com/forums-8527#comment-79604 Re: Resume Question: How to show growth in one position <p>Accomplishments.</p> <p>What did you do? Here's an example:</p> <p>When I&nbsp;started as a web developer in 2002 for XYZ&nbsp;company, we were programming in HTML using Dreamweaver 3. There was no such thing as CSS and scripting was done in AS1 in Flash. Fast forward to today, and we're using Ruby on Rails and AS3 for our animations and interactions.</p> <p>Now, the above may not be your text or job, but you can see what it shows. You've kept up with probably the fastest moving part of the world if you're still updating websites using today's technology. So, tell them what you're doing, and what you did to update the site.</p> <p>Note:&nbsp;I'm not an IT&nbsp;guy. I&nbsp;may be speaking gibberish above, but it's what you need to show. What were you doing 12 years ago? What are you doing now? Maybe you'll find someone with an 8 year old web site that needs to be brought up to today's standards. Who better than you to do that?</p> <p>DonM</p> donm Sat, 19 Apr 2014 14:53:08 +0000 http://www.manager-tools.com/forums-8621#comment-79602 Re: Complaints from skips about their managers <p>(upon hearing complaint from skip about manager)</p> <p>&quot;I am genuinely happy you've brought that to my attention, and I've made a notation about your feelings/report. Do you have concrete examples of what was said or done to support your position/statement? Can you tell me what preceded that? What were the unusual circumstances that caused this abnormal behavior?&nbsp;Or was the behavior common and normal?</p> <p>&quot;Did you mention this offensive behavior to your supervisor when it occurred?&nbsp; I&nbsp;wasn't there, so I&nbsp;have only your side of the story, which may very well be the whole story. Have you taken any steps to resolve this situation? Did you let your boss know about your concerns about this behavior? Is there something you could do in the future to prevent, lessen, or otherwise negate this complaint/behavior?&quot;</p> <p>The point is that many folks have legitimate complaints, but unless I&nbsp;observe the reported behavior personally, I&nbsp;don't have the opportunity to give feedback. Let's say my direct is yelling at his directs and otherwise blaming them for minor infractions. What I need to do is go and observe my direct to see if this complaint has merit. If you listen to the podcasts, there is one (it was my FIRST&nbsp;MT podcast, btw)&nbsp;where they talk about observing security guards smiling or not when greeting folks; it was a cast about a security manager developing metrics. One of the points they made was that if you just sit back and observe, folks start doing what they naturally do. They basically forget you're there and get on with doing their jobs the &quot;normal&quot;&nbsp;way. If the direct is doing what the skip says, you'll get to observe it personally.</p> <p>If you then observe that your direct is doing the offensive behavior that is being reported, you can take the opportunity then, or in the future, to give feedback to your direct on the odious behavior. If you don't see it happen, you really can't give feedback on it, or give 100% credence that this is not a faulty observation or understanding by the skip. Note that I&nbsp;will only take action on something I've personally observed.</p> <p>But make sure you ask the skip what THEY&nbsp;can do different to avoid the situation. Your direct wants to do a good job. Your skips want to do good jobs. If there's friction, find out what the friction is, try to figure out what's causing it, and give feedback to try to lessen the friction, even if you have to &quot;Break the rules&quot; and initiate a dialog with the skip. For instance, &quot;I observed your supervisor yelling. He may have been out of line for yelling, but he saw that workplace safety rules were being broken, and needed to immediately stop the potentially dangerous behavior.&quot;</p> <p>Though, even in that case, I'd mention to the direct that yelling is probably not the best way to go, unless the danger is imminent. &quot;Get out from under that suspended load!&quot; is probably something I'd yell, too, if I saw someone potentially putting his life at risk.</p> <p>DonM</p> donm Sat, 19 Apr 2014 14:29:18 +0000 http://www.manager-tools.com/forums-8623#comment-79601 Re: Remote possibilities <p>Nearly everyone who works for a company was hired in to that company. The only exception I&nbsp;can think of is the founder. Therefore, they went through the hiring process already. That means they know at least the people they talked to in their department, the HR folks, any recruiters, etc. They also know at least the rudiments of their company's hiring policies and practices. Will you get a gang interview, or will they take your pulse and see if you can fog a mirror?</p> <p>So, everyone you know who works in your field for any of the companies in your field that have offices in the towns you're thinking of knows someone whom you can call.</p> <p>So, start calling people. No doubt you have a drawer full of business cards you've gotten over the years. Even if you didn't follow the MT&nbsp;way of developing contacts, you must know someone in your field. Call every one of the people you know.</p> <p>We've all been unemployed at some point. Almost everyone likes the good feeling of helping someone, and the knowledge that they are now &quot;owed&quot; some minor consideration if he needs something later. So, pick up the phone, and stop sending emails to &quot;HumanResources@company.com&quot; and stop sending CV's to &quot;recruiter@headhunter.com&quot; and start calling people with names.</p> <p>I'm a high I. Even at my worst, I've not been unemployed for more than a few weeks. I doubt I've been unemployed for more than 3 weeks in my entire working life. Why is that? I'm no more smart, experienced, handsome, or able than others. Why do I get jobs? Because I&nbsp;call people. And I&nbsp;can talk the stripes off a zebra. And I&nbsp;smile the whole time. Why do I smile? Because I'm genuinely happy. Why am I&nbsp;happy?&nbsp;Because I'm talking to someone who's going to offer me a whole lot of money to come to their office every day for the foreseeable future.</p> <p>People are who hire new hires. Email boxes do not.</p> donm Sat, 19 Apr 2014 13:59:27 +0000 http://www.manager-tools.com/forums-8623#comment-79600 Re: Remote possibilities <p>You need to know people. I'd say that if someone in my organization recommends someone for a job, that candidate gets special treatment as far as giving him the benefit of the doubt. If one of my top performers recommends someone, that person is probably hired, as my top performers are aware that they should only recommend people who will make their jobs easier. None of them has ever recommended a &quot;dud.&quot; We're growing gangbusters, so I&nbsp;always have openings. The more people I&nbsp;have, the more jobs I can do, and the more jobs I&nbsp;can do, the more money my department makes. We're really big on training, so we take recent graduates through folks with 30 years of experience.</p> <p>So, what field are you in? And what do you do in that field? I live in Dubai and work in the oil patch. If I&nbsp;want a job, I&nbsp;call people whom I've helped in the past. There's nothing like calling someone who you &quot;saved their butt&quot; and say, &quot;I am looking for a job. Do you have any openings at your company?&quot; You need to call PEOPLE, not drop papers into anonymous in boxes.</p> <p>This is not rocket science. The reason it is &quot;who you know&quot; is that if you know them, they know you, and therefore they know at least some of your abilities, strengths, and weaknesses. So, what field and what cities? Who have you worked with in the field? Who is in the home office? Have you taken classes? What about your instructors? Can they put you in touch with a person whom you can talk to? This is the way you should think. Sending CV's to anonymous email addresses works about 0.5% of the time, or less.</p> <p>&quot;Knowing someone&quot;&nbsp;does not mean you have them to your house for Thanksgiving dinner. Knowing someone means you can call their number, and say, &quot;So-and-so whom you know gave me your name. I hope I'm not calling at a bad time.&nbsp;If I&nbsp;am, please let me know a time to call back, and I'll be happy to call then, but if you do have some time, I understand you might have an opening for an experienced, stellar, top-of-the-line whatever-I-do....&quot;</p> <p>And take it from there. You need a name and a number. You know SOMEONE. Call him and get a name. And you know SOMEONE&nbsp;ELSE.Call him, too. And the next guy. And the next guy.</p> <p>DonM</p> MarkMT Sat, 19 Apr 2014 04:32:48 +0000 http://www.manager-tools.com/forums-8622#comment-79599 Re: Performance Review before its time? <p>With such a short time in the role, I would do the reviews as everyone else does them this time and flag that you'll be making changes going forward.</p> <p>Look, if they've been doing crappy reviews for years one more isn't going to hurt anyone.&nbsp;&nbsp; You'll have time to put your stamp on it when you set next year's goals with the directs.</p> <p>From the employee's perspective, it isn't really fair on them to have you change the goalposts this late in the game.&nbsp;&nbsp; If you've had less than 6 months as their manager, you've got to remember the review is for the entire year and that they were working to the previous boss' standards - which isn't their fault.</p> <p>To phrase it another way - at this stage, there's too much risk to you with not enough reward to doing it your way.&nbsp; Start fresh with next year's goals.</p> <p>&nbsp;</p> <p>&nbsp;</p> MarkMT Sat, 19 Apr 2014 04:18:50 +0000 http://www.manager-tools.com/forums-8598#comment-79598 Re: ethical question - feedback or not? <p>Very interesting topic and interesting to hear others' views.</p> <p>In the scenario you out lined, clearly this person is an idiot and not to be trusted. &nbsp; But let's back up a bit -</p> <p>You're doing O3s right?&nbsp; You have a respectful relationship right?&nbsp; I think that is the foundation needed before commenting on non-work issues, because directs don't generally take kindly to comments from their boss about their personal activities.</p> <p>I think because you both know you are this direct's boss you are well within your scope to give feedback on this.&nbsp; Because stealing is quite serious I'd also send a shot across the bow.&nbsp; I'd be something along the lines of:</p> <p>- How you behave with people you work with impacts your relationships at work.</p> <p>- When you take something that isn't yours in front of a colleague, that person makes judgements about your trustworthiness.&nbsp;&nbsp; This is definitely a problem when you behave unethically in front of your boss.</p> <p>- I have not seen you behave this way at work, so I am chalking this up to a one off lapse of judgement.&nbsp; But be aware that I expect professional and ethical behaviour while you work here and with everyone you work with.</p> <p>That's my assume positive intent answer which gives the direct a chance to change.&nbsp;&nbsp; But quite frankly, I'd be looking over his shoulder very carefully.</p> <p>&nbsp;</p> jennrod12 Sat, 19 Apr 2014 02:57:23 +0000 http://www.manager-tools.com/forums-8523#comment-79597 Re: Resume screening <p>&nbsp;In my case, I'm looking for entry-level tech support people, so they don't have much of a career history. &nbsp;Because the job requires communicating with customers over email to resolve technical issues, I ask for a writing sample in addition to a resume when applying. &nbsp;Seeing if they can follow that direction is the first test. &nbsp;I specifically ask for a writing sample explaining how to do something on a computer or mobile device and it shows me if they:</p> <ul> <li>have good writing skills - punctuation, spelling, and grammar</li> <li>can explain something in writing in a way that is easy to follow</li> <li>give an example that is accurate and complete</li> </ul> <p>If their writing sample is no good, then it doesn't matter what is on their resume. &nbsp;It also cuts way down on the number of resumes to review, because it's really easy to send in a resume that you've already written, but most people are too lazy to create the writing sample (or they don't want the job enough to do it).</p> aylim14 Sat, 19 Apr 2014 02:43:16 +0000 http://www.manager-tools.com/forums-8622#comment-79596 Re: Performance Review before its time? <p>&nbsp;Have you listened to the new manager podcasts? There it says not much changes. It also says no firing on first year, etc. But then again, 90% of the people, 90% of the time. You might not fall under there.&nbsp;</p> <p>I think im in a similar situation like you except that ive only been in the work 3 weeks in. I haven't announce O3s yet (will do this week on our staff meeting - already on the agenda sent out). I believe i dont have a very alarming or special case so i'll proceed normally, i.e. Slowly.&nbsp;</p> <p>I also have a &quot;poor&quot; performer who thinks he's great. Everyone complains about him because he doesn't help out with other people's work. His productivity is much lower than his peers. What i've done so far is give positive and negative feedback before its time to the &quot;problematic&quot; direct and his peers as well for &quot;voicing out&quot; in public about the person not doing anything or not helping at all.&nbsp;</p> <p>All the while, im taking notes and thinking how to address the behavior in the long-run when i start my O3s. For the mean time, i just assign tasks to this direct (not the MT way, because i know he'll come back to me with a busy slate, just as he did a couple of times already - which will be another topic during our O3s). But for the others, i follow MT guidance on assigning tasks.&nbsp;</p> <p>I think it's not a matter of not being concerned with poor performers. You are still their manager. Everything they do or not do is still your responsibility. I don't know you relationship with your team but i'll address it in the O3s. I wont rely on performance reviews.&nbsp;</p> Alex_W Sat, 19 Apr 2014 01:38:12 +0000 http://www.manager-tools.com/forums-8623#comment-79596 Remote possibilities I'm an American overseas for many years looking to return, and not to my home state. I wish to live in one of three different states, in specific cities, in the case of two based on where I want to live which I believe have strong economies. Despite replying to job notifications which are very good fits mailed to me by a variety of job sites, applying online to active roles on company sites, cold-Linking (new term here) to recruiters on LinkedIn in those cities, etc. I have yet to get interviews. I totally get the importance of face-to-face, and it benefits both sides. The best alternatives I can come up with are: a) taking the risk of moving to a place I've never lived, being out of work until I find something there. b) moving back to my home state, getting something there first, then move to where I want (a multi-year plan which might not work for the same reasons as from here to there). Plus I'd probably have to get a car first. So realistically, can one make this happen remotely? For the recruiters reading this, am I the type of candidate you wouldn't touch with a ten-foot pole? Hopefully this is a useful thread for not only myself but others, and apologies up front if there is a thread on this already. dpolk Sat, 19 Apr 2014 01:05:35 +0000 http://www.manager-tools.com/forums-8622#comment-79596 Performance Review before its time? <p>&nbsp;I've listened to all of the performance review casts, especially the one &quot;with little time in the role.&quot; I'm a new manager and some expectations need to be reset amongst my directs (including at least one shot across the bow).</p> <p>Problem is I've only been doing O3s for 3 months, haven't rolled out feedback or coaching yet. Some of this is going to be a surprise to people due to inflated past reviews.&nbsp;</p> <p>Will this hurt my relationship? Or should I not be as concerned with poor performers?</p> <p>&nbsp;</p> dcolpo Sat, 19 Apr 2014 00:40:19 +0000 http://www.manager-tools.com/forums-8598#comment-79595 Re: ethical question - feedback or not? <p>Interesting question. When I put myself in the situation I realized that none of my folks would have done that.</p> <p>Don't misunderstand, my folks aren't all saints and some of them have done some interesting things that made me question their decision making skills but this one's beyond the pale. Like others have noted, it's stealing and they know it. I can't imagine them stealing with me standing there.</p> <p>But if I did see it I would call her on it. Kootenay_Mike got it partly right - you represent the company. But more importantly, you are making a statement about yourself.</p> scblaufuss Fri, 18 Apr 2014 20:38:08 +0000 http://www.manager-tools.com/forums-8598#comment-79594 Re: ethical question - feedback or not? <p>&nbsp;Regarding the $20 finders fee. Why stop at $20?</p> <p>If you are going to mail it to the person, use the $$$ to cover the postage.</p> <p>My rule of thumb is, &quot;It's not mine, so don't keep it.&quot; &nbsp;If I find a $20 blowing down the street and no one's name is on it, I know a dog shelter that can use it, or my parish. But it's not mine.</p> lgarland Fri, 18 Apr 2014 19:42:37 +0000 http://www.manager-tools.com/forums-8621#comment-79594 Complaints from skips about their managers <p>I have received several complaints from skips about actions their managers have taken. I'm learning these are delicate situations because a)&nbsp;I want an open-door policy, especially for skips, b) I want to encourage managers and skips to solve problems on their own, and c) I don't want to encourage skips to come to me whenever there is any conflict with their manager. For background, I've been a trinity follower for many years, but I'm just beginning to ask my direct reports to roll it out with skips.&nbsp;Can anyone share advice, a relevant podcast, and/or processes they follow in these situations? Thanks!&nbsp;&nbsp;</p> flexiblefine Fri, 18 Apr 2014 18:11:30 +0000 http://www.manager-tools.com/forums-8527#comment-79594 Resume Question: How to show growth in one position <p>I've been in the same position (same title, same company) for 12 years. How do I show how my job has changed over those years?</p> <p>I'm an in-house web and database guy. When I started in this job, it was really a web-development job where I was specifically directed to stick to customer-facing work. Email marketing was added to that, then the &quot;customer-facing-only&quot; went away and I started working on internal web applications, data analysis, metrics development and tracking... a lot more than &quot;just&quot; the guy who works on the web site.</p> <p>I used to say I'm a one-man team, but I'm really a one-man department these days. How do I describe this expansion in the relatively small space available for this job on a one-page resume?</p> <p>&nbsp;</p> citius Fri, 18 Apr 2014 17:31:07 +0000 http://www.manager-tools.com/forums-8603#comment-79592 Re: Atlanta MT Meetup - 5/4 <p>&nbsp;I plan to be there.</p> <p>Paul</p> <p>&nbsp;</p> <p>&nbsp;</p> Kootenay_Mike Fri, 18 Apr 2014 17:06:50 +0000 http://www.manager-tools.com/forums-8598#comment-79591 Re: ethical question - feedback or not? <p>Yep, if I was her boss, I'd call her on it. You represent the company to her and she represents the company to everyone that knows her. That was a basic random integrity test and she failed it. I would expect my employees to always do the right thing. I would talk with her first and deal with it one on one. Depending on her reaction you can determine to take it further. If it causes irreparable harm to the relationship between you and her because she failed that test then its time for her to move on.&nbsp;</p> <p>I use a simple integrity test for me. If my actions were printed in the paper the next day (and they have given what I do), would people think what I did was right. If that was me skimming a $20.00 and someone found out I would be shamed beyond belief.</p> <p>Good luck, let us know how it turns out.&nbsp;</p> <p>&nbsp;</p> flexiblefine Fri, 18 Apr 2014 14:54:42 +0000 http://www.manager-tools.com/forums-8606#comment-79589 Re: Manager Shutting Me Down <p>Leanne makes an excellent point above about the high-D-boss/high-S-direct relationship. I'm a high S, and it can be hard to deal with high Ds no matter where they are.</p> <p>I've done work for someone I thought was an arrogant jerk... until I listened to a bunch of the DISC casts (and the high-S parts of the Effective Relationships series). What I was reading as contempt for subordinates is his very high D and probably very low S.</p> <p>Your high-D boss probably has no idea how you feel when he responds to your suggestions. You mention that the rest of the team doesn't seem to have the same issues -- are they also higher Ds? Is your D particularly low? (See my signature? My D is 1, so I know the &quot;nobody listens to me&quot; feeling.)</p> <p>You may be in a group of more task-focused than people-focused people, and their patterns of behavior may just lean toward D/C things like more direct phrasing and looking for potential pitfalls rather than supporting team members' contributions.</p> <p>Keep at it, and remember that any behavior change takes practice.</p> <p><strong>flexiblefine</strong><br /> Houston, Texas, USA<br /> DiSC: 1476</p> brianwidmer Fri, 18 Apr 2014 14:48:00 +0000 http://www.manager-tools.com/forums-8303#comment-79588 Re: Seattle Meet ups - 2014 <p>&nbsp;Yes! May 13th.</p> <p>We're meeting on the 2nd Tuesday of every month at the Taphouse in Bellevue @ 6:00.</p> <p>&nbsp;</p> <p>&nbsp;</p> BariTony Fri, 18 Apr 2014 13:25:22 +0000 http://www.manager-tools.com/forums-8599#comment-79587 Re: please help me <p>I won't repeat the excellent advice already mentioned about starting with the basics.</p> <p>I'd just like to add the following: Per Mark's advice on a recent podcast, assume positive intent:&nbsp;http://manager-tools.com/2014/02/assume-positive-intent</p> <p>Another resource you might want to check out that Mark suggested a while ago is Toastmasters International:</p> <p>http://www.manager-tools.com/2011/06/coaching-presentation-skills-with-toastmasters</p> <p>I was always pretty reclusive myself, but I made the decision to start going to meetings, become a member, and volunteer for every available role in my club, whether it was as a speaker, a meeting role, club officer, etc. It's a safe environment to force yourself to move outside of your comfort zone. And I've seen some people who were terrified of public speaking get good FAST! (One of our members couldn't give a 1-minute speech a few months ago - she just got up there and cried the whole time. We paired her with a mentor and after giving her second prepared speech, she was voted best speaker of the night!)</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> Mark Fri, 18 Apr 2014 11:50:59 +0000 http://www.manager-tools.com/forums-8599#comment-79586 Re: please help me <p>&nbsp;Dan-</p> <p>A little more courtesy and understanding, &nbsp;and a little less misogyny, please.&nbsp;</p> <p>Mark</p> donm Fri, 18 Apr 2014 05:31:10 +0000 http://www.manager-tools.com/forums-8598#comment-79583 Re: ethical question - feedback or not? <p>Almost all military organizations have an honor code:</p> <p>I will not lie, cheat, or steal, or tolerate those who do.</p> <p>I would report the person to the proper authorities. I wouldn't care about the relationship, because her actions have proven that she is untrustworthy. I wouldn't want any type of relationship with her at all, especially at work. If I need to rely on her for something, I would always wonder if she was cheating or doing the job right. She lacks integrity, and I would be afraid to have her around my customers.</p> donm Fri, 18 Apr 2014 05:18:45 +0000 http://www.manager-tools.com/forums-8615#comment-79582 Re: Employee Comparing Salaries <p>If he doesn't have the certifications, then he isn't in the same position as the external hire. That's all the reason you need to keep his pay at the current level. You also didn't say he took the position knowing about the pay discrepancy. He accepted the disparity when he took the position. I would remind him of that the next time he brings it up, and tell him that if his performance is in line with the position, his salary can be discussed during his next review. I would also tell him that we won't be discussing his pay again until that time, and if he brings it up again, remind him that the discussion is over.</p> el_vikingo Fri, 18 Apr 2014 05:07:14 +0000 http://www.manager-tools.com/forums-8303#comment-79581 Re: Seattle Meet ups - 2014 <p>&nbsp;Please correct me if I am wrong about the next meet-up being Tuesday the 13th of May?</p> <p>i heard from Dani that there were some new faces there Monday and I will be looking forward to see all if you again in May</p> <p>cheers</p> <p>ken</p> pucciot Fri, 18 Apr 2014 00:13:27 +0000 http://www.manager-tools.com/forums-7592#comment-79580 Re: Use feedback as an opportunity for dialog? <p>Make sure that you have your definitions in the right place.</p> <p>There is the general idea of feedback and then there is the very specific _<strong><em>Manager Tools Trinity Technique Tool of Feedback</em></strong>_.</p> <p>For <strong><em>MT Feedback</em></strong> there is no why.&nbsp;</p> <p>Listen the Podcast &quot;There is No Why in Feedback&quot;</p> <p><a href="http://www.manager-tools.com/2011/06/there-no-why-feedback-part-1">http://www.manager-tools.com/2011/06/there-no-why-feedback-part-1</a></p> <p><a href="http://www.manager-tools.com/2011/07/there-no-why-feedback-part-2">http://www.manager-tools.com/2011/07/there-no-why-feedback-part-2</a></p> <p>&nbsp;</p> <p>Discussions for improvement is for One-On-Ones and Coaching.</p> <p>If the Direct wants a conversation - make an appointment - the door is always open ...</p> <p>There are a couple of good reasons for this - I think.</p> <p>* If there is any emotion - there is time to get out of it.</p> <p>* It gives the Direct the chance to think about it and self-correct. - It treats them like a grown-up.</p> <p>-- When you do this -- this is what happens - do better in the future</p> <p>&nbsp;</p> <p>BTW - there is a PodCast about open door policy, too.</p> <p>It doesn't mean that you can be interrupted at any time for anything.</p> <p><a href="http://www.manager-tools.com/2007/01/how-to-have-an-open-door-policy-part-1-of-2">http://www.manager-tools.com/2007/01/how-to-have-an-open-door-policy-part-1-of-2</a></p> <p><a href="http://www.manager-tools.com/2007/01/how-to-have-an-open-door-policy-part-1-of-2">http://www.manager-tools.com/2007/01/how-to-have-an-open-door-policy-part-1-of-2</a></p> <p>&nbsp;</p> <p>&nbsp;</p> <p>About the draconian outlook - Yes, I too, think it is a little draconian.&nbsp;</p> <p>It seems to me that MT Feedback part of - <em>Here is what happens </em>- may, at times, be debatable and subject to the manager's perceptions.</p> <p>I have a tough time with this idea.&nbsp; However, that kind of goes with the role power.</p> <p>--</p> <p>Example :</p> <p>Can I give you some feedback ?</p> <p>When you stand-up from the table and talk really loud at meetings, it intimidates some of our other staff members and they stop contributing to the discussion.</p> <p>Can you do that better next time ?</p> <p>---</p> <p>And here is the rub - What if the direct says --- &quot;No it doesn't, intimidate anybody, that's just what you think.&quot;</p> <p>Mike and Mark would probably say it is time for <em>Shot across the Bow</em> and reply - &quot;Oh, you don't think so, OK - please excuse me I have to go somewhere.</p> <p>If that behavior continues then it becomes time for <em>Systemic Feedback</em> :&nbsp; &quot;Can I give you some feedback ?&nbsp; -- When you respond to my Feedback by contradicting my conclusions -&nbsp; here is what happens, it weakens the point of giving you Feedback and shows a lack of respect for my perspective. - Can you change that for me ?</p> <p>--- Which, in the end, sounds like you are saying &quot;I am the boss and my perceptions are what is important&quot; ---</p> <p>And there is truth to that ...</p> <p>The point is that there is <strong>time</strong> between all of this - time for the Direct to stop being defensive and consider the matter.&nbsp; And self-correct.</p> <p>Does it really matter if the direct disagrees ?&nbsp;</p> <p>Not really.&nbsp;</p> <p>What matters is that the direct will eventually get the idea and start behaving differently</p> <p>- even if it is only to keep the manager from giving him Feedback.</p> <p>It is behavior modification - not personality modification.</p> <p>--- he thinks --- Every time I stand up and shout at a meeting the Boss gives me <strong><em>MT FeedBack</em> </strong>about it.&nbsp; I guess I should stop - just to keep him off my back.</p> <p>-- and that works just as well</p> <p>What do you think ?</p> <p>&nbsp;</p> <p>TJPuccio</p> Kevin1 Fri, 18 Apr 2014 00:01:23 +0000 http://www.manager-tools.com/forums-8598#comment-79579 Re: ethical question - feedback or not? <p>&nbsp;Ok so let's say for the sake of example this was the situation. (It wasn't)</p> <p>While waiting for the train going to a non work event, I meet my direct. &nbsp;She's just found a wallet on the platform and shows it to me. &nbsp;She takes $20 out of the wallet calling it a 'finders fee' and goes off and hand the remaining wallet and money in to the station to 'do the right thing'.</p> <p>It is technically a crime but a very petty one</p> <p>reporting them would do permanent and irrepairable damage to the relationship</p> <p>the direct already knows I know what they did</p> <p>do i tell her that her actions at the station lead me to question her values and that i'm not sure i will be able to trust her in the future?</p> <p>or some other course of action?</p> <p>kind regards</p> <p>kev</p> <p>&nbsp;</p> Kevin1 Thu, 17 Apr 2014 23:49:33 +0000 http://www.manager-tools.com/forums-8620#comment-79578 Re: Best podcasts for DiSC convertee? <p>&nbsp;Hi</p> <p>rolling out disc to your team part 1 is an in depth discussion about the 4 styles and really good as an intro</p> <p>personally, i love the 'handling conflict with a high X' and 'the high X downfall' casts.&nbsp;</p> <p>To your point. &nbsp;While the detailed individual D I S C casts are quite deep, it is the very revealing nature of the detail in them that touches and engagess the listener (in this case me) &nbsp;and convinced me that this was the real deal. &nbsp;I wouldn't be afraid to have them listen to theirs and yours as introductions.</p> <p>kind regards</p> <p>kev</p> <p>&nbsp;</p> uninet22 Thu, 17 Apr 2014 20:22:58 +0000 http://www.manager-tools.com/forums-8615#comment-79577 Re: Employee Comparing Salaries <p>pucciot - Great input, I really appreciate it.&nbsp;</p> <p>donm - You're absolutely right.&nbsp; It turns out &quot;Equal Pay for Equal Work&quot; isn't just a problem for one gender or the other.&nbsp; It can happen to anyone!</p> <p>I guess this falls under the &quot;No good deed goes unpunished&quot; category.&nbsp; I saw great potential in this direct and wanted to help him advance in the company.&nbsp; I suggested he try to qualify for this position that was previously filled by external candidates only.&nbsp; He doesn't have the official training, certifications or experience required, but I thought he could learn it in his spare time.&nbsp; To his credit, he did.&nbsp; After which, I was able to get approval for a promotion and a ~20% raise.&nbsp; It took an act-of-God to get approval for anything over 10%, but it finally happened.&nbsp;</p> <p>The employee discovered what was being offered to external candidates before I made him an offer.&nbsp; He accepted the promotion in spite of the salary discrepancy.&nbsp; Now he wants to leverage that information to get further increases.&nbsp; I can't blame him for doing so. Although I can't imagine my upper management will react well to the &quot;pay-me-what-you're-paying-him-or-I'll-walk&quot; approach.&nbsp; Plus, since he doesn't have the official training/certification/experience, I'm not sure he could get a similar job at another company.&nbsp; If he pushes too hard, they might just call his bluff.&nbsp; And I would hate to see all his hard work come to that.&nbsp;</p> <p>I'm sure there are ways to handle the situation that will help us achieve a salary increase for him.&nbsp; I hope to get more ideas from the MT crowd on how to go about it, as well as how to prevent him from committing some form of career suicide in the meantime.&nbsp;</p> Kootenay_Mike Thu, 17 Apr 2014 20:12:16 +0000 http://www.manager-tools.com/forums-8606#comment-79576 Re: Manager Shutting Me Down <p>&nbsp;Hi Lynn,</p> <p>I'm a high D and my workplace is mostly guys. I feel your pain and hear what you're saying. I&nbsp;studied MT and DiSC to improve my communication and relationships with people who I manage. I had poor relationships with some S(s) and never realized how they were feeling.&nbsp;Your high D boss may not know that you feel this way. He may not care since he is a D and task oriented. Ds are the &quot;jerks&quot;.&nbsp;I think the advice to study up on working for a D boss and understanding a D is great. You need some tools to get your relationships on track and connect with your team.</p> <p>I surprised that the task portion between the D and S is so poor. As a D, I feel a S is a great partner as they are so supportive, accommodating, and team focused. They love to support teams who get the results, I love team results. When you offer a suggestion to your boss, use his language like &quot;Hey boss, if we do X, we can be more effective and get more tasks done.&quot; You can level with a D. Tell him how it is (professionally of course).&nbsp;</p> <p>Hang in there. Likely things aren't as bad as it seems.&nbsp;If you think it is a gender bias, ask your boss. The highly likely answer is no. I think the question I would want you to ask me is &quot;What do you want from me in this job?&quot;</p> <p>Good luck and keep us posted.</p> BrianFreese Thu, 17 Apr 2014 18:14:08 +0000 http://www.manager-tools.com/forums-7592#comment-79575 Re: Use feedback as an opportunity for dialog? Hi All - Good discussion here and it hits on some recent challenges I am having with rolling out the feedback model within the larger org. There is concern that not ending the feedback with an opportunity for the recipient to weigh-in creates the perception of a draconian management style and not the "open door / collaborative" perception desired. Further, I am concerned about engaging in longer discussions around how someone could do something differently moving forward, as it starts to sound like coaching to me versus feedback. I counter the assertion with my own - that feedback is the manager's job - to consistently provide affirming and corrective quick feedback that fuels the subordinates ability to be effective throughout the day; Coaching, O3s, and open-door policy are the additional pillars that are in place to enable opportunities for the subordinate to communicate perspectives and insights on driving a more effective relationship and org. If you see anything that I am missing here or additional thoughts that you may have on landing the feedback model wherein it isn't perceived as shutting down the subordinate would be most welcome. Kind Regards, Brian DRD282 Thu, 17 Apr 2014 16:46:00 +0000 http://www.manager-tools.com/forums-8620#comment-79575 Best podcasts for DiSC convertee? <p>BLUF:&nbsp;My question is: once I have a convert to DiSC, someone interested in learning more, with which podcasts and in what order would you all recommend they start learning?</p> <p>I have been preaching the power of the DiSC model in my organization for a while now. I tell people regularly that it is hands-down, bar-non the most powerful communication tool I have ever encountered.&nbsp;</p> <p>My thoughts: The first DiSC podcast I ever listened to was about Feedback, but I don't want anyone turned off if they don't know the Feedback model (esp. if they are not actually a manager). The individual D, I, S, and C podcasts are very deep but aren't great as intro in my opinion. And the Effective Communication casts are out as starters (if for no other reason than cost)</p> <p>Thoughts?</p> <p>&nbsp;</p> Alex_W Thu, 17 Apr 2014 15:17:35 +0000 http://www.manager-tools.com/forums-8605#comment-79574 Re: Not exactly playing roles against each other Well, it's done, it's been a day and no word back from that email. Thought I'd keep you good folks at most aware and at least entertained by this saga. I will start another, much more detailed thread of how this whole situation came about, it could be a case study in corporate dysfunction. sros Thu, 17 Apr 2014 15:01:08 +0000 http://www.manager-tools.com/forums-8599#comment-79573 Re: please help me <p><strong>&quot;</strong>You can act like a man!&quot;</p> teaguek122 Thu, 17 Apr 2014 14:39:36 +0000 http://www.manager-tools.com/forums-8613#comment-79573 Three Years not working in the engineering field. How do I show I am still up-to-date? <p>&nbsp;<span class="Apple-tab-span"> </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"> </span>How should I craft my resume and cover letter?&nbsp;</div> <div><span class="Apple-tab-span"> </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"> </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"> </span>I could use some advice about this topic, and any suggestions would help me immensely. Thank you.</div> dotwrnr Thu, 17 Apr 2014 14:32:00 +0000 http://www.manager-tools.com/forums-8599#comment-79572 Re: please help me <p>&nbsp;Specifically, go to the section Podcasts, then from the dropdown choose Manager Tools &quot;Basics&quot;. Then branch out from there. If you are more of a visual learner than auditory learner, it might be worth the paid subscription to have the accompanying shownotes so you can read along with the podcast or reinforce your understanding of what you heard on the podcast.</p> Gk26 Thu, 17 Apr 2014 14:29:19 +0000 http://www.manager-tools.com/forums-8599#comment-79571 Re: please help me I believe the first step is to smile. I was very shy growing up and like you, studied a lot. I smile all the time now and it makes the world so much easier. Smiling sets people at ease and lets them know you accept them. I practice smiling everywhere I go. I make eye contact, then smile. Good luck Kootenay_Mike Thu, 17 Apr 2014 00:24:56 +0000 http://www.manager-tools.com/forums-8612#comment-79568 Re: Isn't DISC labelling? MayDay! <p>I think DONM's comment is a very good explanation on why someone would not post their DiSC profile. If DONM worked for me and stated he was not comfortable with it, I would respect that and it would not be posted. I think he is pretty down in the weeds with understanding his DiSC personality and his &quot;face&quot; in different settings. He has thought about it and decided&nbsp;not too. I think that's&nbsp;a win.&nbsp;&nbsp;&nbsp;&nbsp;</p> <p>The purpose of DiSC is to improve the relationships between&nbsp;people. I wouldn't want the issue of posting&nbsp;a profile to destroy the relationship or end it.&nbsp;I know I&nbsp;will not get 100% compliance or be 100% effective with&nbsp;all the time with all the people. I&nbsp;rather have the relationship than the complliance.</p> <p>And I am a high D.</p> Doris_O Wed, 16 Apr 2014 23:24:20 +0000 http://www.manager-tools.com/forums-8617#comment-79566 Re: How to talk to a High I Boss in this situation <p>Simple solution: Have your team stop cc'ing your boss on the completion emails. When you receive the email, forward it to her with when the next steps will be completed. </p> <p>If she later asks you why they are not cc'ing her on the emails, tell her that you noticed when she received those messages that she wanted to know X, Y, and Z, so you wanted to make sure that she received that information along with the completion email. </p> <p>Doris</p> BariTony Wed, 16 Apr 2014 19:32:27 +0000 http://www.manager-tools.com/forums-8612#comment-79565 Re: Isn't DISC labelling? MayDay! <p>First off, did you do the roll-out to your team and explain the purpose of DiSC? It's pretty clear that this is NOT about personalities, rather, it focuses on communication styles. If you want your team to be more efficient, it helps if they understand and are able to adapt to each other's communication styles. You didn't provide enough context, but the first place I'd look as a manager would be myself. Did I properly roll DiSC out? Did I provide enough context? Is there a deeper seated problem that's bothering this employee?</p> <p>If anything, when I started applying DiSC internally, labels seemed to disappear! The &quot;teflon&quot; manager who never seemed to take the fall for anything was really a high I. The manager who was a jerk and a bully was really a high D. Understanding their communication styles and adapting my behavior made my working relationships much better.&nbsp;</p> <p>Frankly, I'm flabbergasted by the comment that someone would resign on the spot if they were forced to post their DiSC profile. I think my response as a manager would be &quot;Okay, please submit your resignation in writing.&quot; And follow through. I'm sorry, but that behavior is just flat-out insubordinate. (I once saw an entire department fired on the spot by the CFO when they went to him and demanded that their boss be fired. The CFO admitted he was a bad manager, but he refused to tolerate the insubordination.)</p> <p>As someone who had a lengthy period of unemployment in the last recession, I would caution you about falling on your sword over something like this. It doesn't matter how good you think you are - it's probably worse out there than you &nbsp;realize. I just warned a colleague last year against speaking &quot;truth to power&quot; to our boss and quitting, confident that she would have a job within a few weeks. Fourteen months later, she's still looking. If you think you're irreplaceable, trust me - you're not. As one of my mentors once told me, &quot;Every one of us is invaluable, but none of us are inexpendable.&quot;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> rwwh Wed, 16 Apr 2014 18:26:13 +0000 http://www.manager-tools.com/forums-8599#comment-79564 Re: please help me <p>You came to the right place, but it is too wide a question for the forum. Listen to the podcasts, starting with the trinity. They are very actionable and are your first guidance.</p> <p>&nbsp;</p> donm Wed, 16 Apr 2014 17:20:55 +0000 http://www.manager-tools.com/forums-8615#comment-79563 Re: Employee Comparing Salaries <p>Your firm is willing to pay $10K more for a new hire, but you leave an experienced person's pay lagging. Well, if your firm is hiring for that amount, then I would suspect other firms are hiring for that amount, as well. You're telling the guy, &quot;We hire new people for more money than we would give to loyal and proven employees.&quot; It wouldn't take a big leap for the ex-loyal employee to think, &quot;Well, maybe getting hired elsewhere is the way to get that level of money.&quot;</p> <p>I bet he already has his resume out on the street.</p> <p>The slip up is not with the external recruiter. It's the unfair way you pay your employees doing the same job.</p> flexiblefine Wed, 16 Apr 2014 17:01:09 +0000 http://www.manager-tools.com/forums-8617#comment-79562 Re: How to talk to a High I Boss in this situation <p>How is your relationship with your team? Do you know their plans well enough to anticipate that a batch of work will be done on a given day?</p> <p>You might let your boss know in the morning: &quot;Boss, this batch of 5 titles should be completed today. I'll send out the publication announcement after I get the email from the team.&quot; When the email comes, she already knows you're expecting it and ready to do the next part.<strong><br /> </strong></p> <p>That gives you the chance to head off her interruption in advance and look good doing it. :)</p> <p><strong>flexiblefine</strong><br /> Houston, Texas, USA<br /> DiSC: 1476</p> flexiblefine Wed, 16 Apr 2014 16:48:57 +0000 http://www.manager-tools.com/forums-8535#comment-79561 Re: Should I sue my employer? <p>This does sound fishy -- it's easy to label this as some sort of collusion or conspiracy, but that's the view of someone unenducated about the labor laws in your jurisdiction. This might be worth spending the money to consult with someone who knows better than we do.<strong><br /> </strong></p> <p><strong>flexiblefine</strong><br /> Houston, Texas, USA<br /> DiSC: 1476</p> flexiblefine Wed, 16 Apr 2014 16:44:33 +0000 http://www.manager-tools.com/forums-8597#comment-79560 Re: New Assignment--Compensation Discussion <p>...you've got nothing. Right now you don't have the new role -- you have someone saying he'd like to work on a plan to help get you ready.</p> <p>The right time to discuss compensation changes for moving into a new role is when you move into the role.<strong><br /> </strong></p> <p><strong>flexiblefine</strong><br /> Houston, Texas, USA<br /> DiSC: 1476</p> Kootenay_Mike Wed, 16 Apr 2014 16:00:16 +0000 http://www.manager-tools.com/forums-8598#comment-79559 Re: ethical question - feedback or not? <p>&nbsp;Hi Kevin,</p> <p>I work for a police force that has a legislated act which holds officers accountable for behavior outside work. It is a very complicated and unpleasant process and involving legal and independent oversight. Applying standards to employees outside work hours will be tough for you and bring on some unimaginable things. Some rules of thumb for you: #1. Is the behavior illegal and criminal in nature and should it be reported to the police? #2. Is the person representing your company in anyway during the act (speeding in a work van)? #3. Is it your responsibility or should it serious enough to be dealt with a higher authority (HR)? #4. Is it one person or is it a culture of unethical behavior (higher ups not setting a good example)? #5. If it is documented without the employee'a knowledge , do you have the facts to defend your position if it comes out that you used it to deny them opportunity? Did you allow them to be aware of and correct the behavior.</p> <p>I have some experience in this. My advice is Document and provide guidance so you don't get blasted in court later. This is why MT is so effective. I use it and it had guide me through these types of processes. It hasn't steered me wrong and I've been told &quot;my&quot; process (the MT tools I used) were the most professional the mediator has ever seen.</p> <p>please let me know if you have further questions.</p> <p>&nbsp;</p> pucciot Wed, 16 Apr 2014 15:57:35 +0000 http://www.manager-tools.com/forums-8615#comment-79558 Re: Employee Comparing Salaries <p>I can relate.</p> <p>I have a direct that brings up additional compensation every time I ask him to take care of an additional duty task.</p> <p>I keep telling him I am doing the best I can. &nbsp;It is mostly a decision made at a level 2 steps up the Admin chain. &nbsp;I have little control.</p> <p>You have already explained :</p> <div>&quot;<span style="background-color: rgb(241, 242, 230); color: rgb(5, 5, 5); font-family: Georgia, sans-serif; font-size: 13px; line-height: 19.5px;">&nbsp;</span><span style="background-color: rgb(241, 242, 230); color: rgb(5, 5, 5); font-family: Georgia, sans-serif; font-size: 13px; line-height: 19.5px;">internal salary increases are set with a different criteria than external offers.&quot;</span></div> <div>&nbsp;</div> <div>&nbsp;</div> <div>Internal salaries always include roughly an extra 20% value in perks and fringe benefits.</div> <div>Health plan - 401k etc. &nbsp;</div> <div>&nbsp;</div> <div>&nbsp;</div> <div>And it may be time for feedback to your direct.</div> <div>&nbsp;</div> <div>I don't know when you discuss compensation and merit increases with your directs at your firm. &nbsp;We only do it once a year.</div> <div>&nbsp;</div> <div>At my organization I would probably remind the direct that he has already discussed this with me.</div> <div>&nbsp;</div> <div>Suggested comment : &nbsp; (You may wish to shorten it into the MT FeedBack model.)</div> <div>&nbsp;</div> <div>&nbsp;</div> <div>&quot;We can discuss a change in compensation after your next annual goals review, just like we always do.</div> <div>I have listened to your points and concerns, I have not forgotten about you.</div> <div>I will take it all in consideration and do what I reasonably can to address the situation.</div> <div>When you bring it up continuously (3 times or 4 times) &nbsp;before the annual review it shows a lack of trust and respect for me as your supervisor.</div> <div>I consider this poor performance and communication.</div> <div>Please improve you conduct on this matter.&quot;</div> <div>&nbsp;</div> <div>&nbsp;</div> <div>Good Luck</div> <div>&nbsp;</div> <div>TJPuccio</div> v4vickyes Wed, 16 Apr 2014 15:30:44 +0000 http://www.manager-tools.com/forums-8599#comment-79558 please help me <p>&nbsp;Hello friends.</p> <p>I was good at my work,</p> <p>From the childhood i only studied,</p> <p>I was a shy guy,</p> <p>And didn't went too much in relatives,</p> <p>And friends,</p> <p>But now i am promoted,</p> <p>All of my life is misrable by lack of people skills,</p> <p>And it's very difficult for me to manage people,</p> <p>I read a lot of books but when it comes to field and management i fails,</p> <p>It's all looks fake and even i cannot manage to do a lot of bookish work.</p> <p>What should i do?</p> <p>Due to lack of people skills,</p> <p>I am unable to manage peoples at home,</p> <p>Friend.</p> <p>&nbsp;</p> <p>Also i have a lot of unknown fact?</p> <p>Are peoples good or bad?</p> <p>Do people plot behind you?</p> <p>How to and how much to trust peoples?</p> <p>&nbsp;</p> <p>Great thanks,</p> <p>A lot of prayers for your success for you kind guidance</p> <p>&nbsp;</p> richkonline Wed, 16 Apr 2014 14:12:44 +0000 http://www.manager-tools.com/forums-8612#comment-79557 Re: Isn't DISC labelling? MayDay! <p>Thanks for your reply DONM.</p> <p>I have come to trust Manager Tools' advice and therefore would like to get Mark's comments on why he feels so strongly about posting the profiles.&nbsp;</p> <p>Here's what I did. I asked each team member to post their DISC report on our shared team folder - that's just our team of 7. Everyone was fine about that. I then told everyone that I had not posted my DISC profile in an open place and would not be asking them to do so either.</p> <p>I led by example on putting my report on the shared team folder, and I suppose I am leading by example not to post the profile publicly. We may lose something by not going public, but I was not in anyway going to escalate the concern about public posting into a workplace brawl. In fact I positioned the discussion simply as a discussion about Manager Tools' advice. To take it further, I will not be asking about it further. I do not want to &quot;guilt trip&quot; the direct report or use my &quot;institutional power&quot; as the Boss to push it.</p> <p>Perhaps what I am saying here is that I am not convinced as to the benefits of public posting.</p> <p>Thanks for everyone's replies.</p> <p>Richard.&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> richkonline Wed, 16 Apr 2014 14:12:30 +0000 http://www.manager-tools.com/forums-8612#comment-79556 Re: Isn't DISC labelling? MayDay! <p>Thanks for your reply DONM.</p> <p>I have come to trust Manager Tools' advice and therefore would like to get Mark's comments on why he feels so strongly about posting the profiles.&nbsp;</p> <p>Here's what I did. I asked each team member to post their DISC report on our shared team folder - that's just our team of 7. Everyone was fine about that. I then told everyone that I had not posted my DISC profile in an open place and would not be asking them to do so either.</p> <p>I led by example on putting my report on the shared team folder, and I suppose I am leading by example not to post the profile publicly. We may lose something by not going public, but I was not in anyway going to escalate the concern about public posting into a workplace brawl. In fact I positioned the discussion simply as a discussion about Manager Tools' advice. To take it further, I will not be asking about it further. I do not want to &quot;guilt trip&quot; the direct report or use my &quot;institutional power&quot; as the Boss to push it.</p> <p>Perhaps what I am saying here is that I am not convinced as to the benefits of public posting.</p> <p>Thanks for everyone's replies.</p> <p>Richard.&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> throwawayJRM Wed, 16 Apr 2014 13:19:06 +0000 http://www.manager-tools.com/forums-8618#comment-79556 Help request: junior manager, just started, remotely managing, getting crazy <p>&nbsp;Hi,</p> <p>I just joined a small start-up (&lt;20 ppl) after finishing my PhD in Pharmacology. We create software for clinicians.<br /> The pay is good, and I was very happy about finally having some more responsibilities.<br /> However, after little more than 2 months in my first management job, I am getting depressed and frustrated. I started with lots of enthusiasm and motivation, now I&nbsp;am terrorized.</p> <p>First, my team, 3 people, all remotely managed. One only works in the weekends, for around 12 hours. 2 work in another country. I never met them in these first 2 months, and there are no plans to meet them soon. I am trying to build some relationship through Skype, but it's very challenging. These three are all around 24-25, they never worked a single day in their lives before this job and are very junior from the technical side of things. I am doing my best to help them every time they have a problem, but when they have a complaint or a problem they tend to skip me to ask the CEO directly. They seem to be quite insecure, and I suspect one of them is depressed, and I don't know how to handle their emotional fragility.<br /> <br /> Three weeks ago the remote office had a brainstorming session on new applications to develop. I left the comment &quot;This is too small to be an application, it's a feature for [...]. It's very interesting, so&nbsp;please remove it from here and put it in the list of high-priority things we have to do.&quot;<br /> <br /> Ten minutes later, shit hit the fan: the CEO and CTO were shouting at me about making people feel stupid and killing the brainstorming process. After missing one day of work due to stress I spoke with that person and I was told that the proposal I commented had been aggressively criticised by other people in the remote office. I knew nothing of this, and I have been eaten alive. Moreover, I have no idea about what is going on. I make lists of things to do, for every item there are long discussions to be had with developers, original inputs from developers which take projects in unexpected directions and require more tests... lots of talking, slow progress, I have a very long list of things to write, test and check and my days are over after two or three meetings and &quot;Skype tutoring&quot; my team.<br /> <br /> I don't know what to do. The CTO also doesn't speak English well, and sometimes I hear him shouting my name among his own language's words. And this also happens when the remote team has its own non-English Skype meeting (all the company except me).</p> <p>We are a small startup, my salary probably will only be paid until the end of the year, but I am afraid I could be let go sooner. I want to do a good job, but I don't know how to handle this, and I don't want to learn a foreign language only to find out that I am getting insulted by the remote employees. I am sorry for ranting, but I am really lost here.<br /> &nbsp;</p> uninet22 Wed, 16 Apr 2014 13:13:26 +0000 http://www.manager-tools.com/forums-8615#comment-79556 Employee Comparing Salaries <p>I'm looking for some guidance on how to handle a touchy situation.&nbsp;</p> <p>Due to a mistake by an external recruiting firm, one of my directs has discovered that he is making roughly $10k less than an external hire that we brought in to do the same job.&nbsp; He has discussed this with me a few times, attempting to leverage that information into a raise or other improvements in his employment status.&nbsp;</p> <p>So far I have kept my responses vague, and I would like to get some input from the MT crowd on how to handle this situation going forward.&nbsp;</p> <p>I'm trying to imagine WWMMD (What Would Mike/Mark Do?) and all I can come up with is to warn him about over-playing his hand, remind him that I've helped him achieve 2 promotions in less than 2 years, and that internal salary increases are set with a different criteria than external offers.&nbsp;</p> <p>He is more of a High D, however, and I can easily see him driving this situation towards an impasse.&nbsp; I won't be bullied, and the bottom line is that I don't want someone on my team who tries to play such cut-throat politics.&nbsp;</p> <p>I hope to draw his attention to the damage he's doing to his own best interests, but maybe I'm being too soft.&nbsp; is my &quot;High-S&quot; showing?</p> lucaforest07 Wed, 16 Apr 2014 12:04:30 +0000 http://www.manager-tools.com/forums-7445#comment-79555 Re: Anyone uses Basecamp? <p>Hi&nbsp;</p> lucaforest07 Wed, 16 Apr 2014 12:02:30 +0000 http://www.manager-tools.com/forums-7445#comment-79554 Re: Anyone uses Basecamp? <p><span style="font-size: 13px; font-family: arial, sans, sans-serif;">I want to suggest you <a href="http://www.proofhub.com">proofhub</a>. Features like time tracking, to-do's, calendar and sub tasks makes it very useful + this tool is present in multi languages too like French, English and Spanish. Very simple but powerful.</span></p> aylim14 Wed, 16 Apr 2014 09:10:42 +0000 http://www.manager-tools.com/forums-8614#comment-79553 Re: Does anyone have a suggestion for a podcast that will help me course correct?... <p>&nbsp;The podcast about developing a sense of urgency really helps. Despite being close with your team, that behaviour of asking and following up when you say you'll follow up works really great!&nbsp;</p> aylim14 Wed, 16 Apr 2014 08:25:10 +0000 http://www.manager-tools.com/forums-8617#comment-79552 Re: How to talk to a High I Boss in this situation <p>Thanks for your comments everyone.</p> <p>@flexiblefine --&gt; Yes, I'm afraid of that latter comment of yours because I find it personally unproductive. And at the back of my mind, I'm wondering whether this behaviour is the cause or the effect: If she's asking like this because no one is updating her (effect) OR no one is updating her because she keeps asking anyways (Cause). But hey, she's my boss and you're right, I have to adapt.&nbsp;</p> <p>@tjpucciot --&gt; I'm not sure if i can do that when she calls / asks in my situation. It may be natural for her, not me being a High DC. But more so because of the layout of the office and how we're situated. It's like a &quot;shared&quot; floor where there are other departments and only waist-high cubicle walls separate the &quot;staff&quot; while the GM's have their backs against the wall to resemble a &quot;room.&quot; Anyways, that aside, I think I'll do that when she walks by or if I walk up to her place or during my update meetings with her (Boss O3s).</p> <p>@donm --&gt; interesting point. And i think you're right. She just asks for the sake of asking or saying or having something to say. It's not as if she doesn't trust me with the work or something. So I think I'll try that answer then still put it off for later when i check my email or schedule time to process whatever work that is.&nbsp;</p>