performance

Increasing Team Input Strategies Chapter 1 – Measure It

This guidance recommends measuring the input proffered from quieter team members, to increase their contributions and collaboration.

We read lots of things about collaboration and consensus, and much of it isn't terribly helpful. It's almost fantasy talk, as if management thinkers can just invoke a rosy future and magically have behavior support it. What's frustrating is that there are several known and well practiced techniques for increasing communication and contribution. The one we like the most - though it's not necessarily the best - is to simply start measuring your team member's input.


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Effective Documentation - Part 2

Questions This Guidance Answers: 
  • When should I document my direct's performance?
  • How should I document my direct's performance?
  • What documents do I need to sign for performance monitoring?

Part 2 of our guidance on how to document the performance of your directs and your communications with them.

How can managers effectively document their directs' performances? There's enough emotion around it that it seems hard, but it doesn't have to be. Here's how.


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Effective Documentation - Part 1

Questions This Guidance Answers: 
  • When should I document my direct's performance?
  • How should I document my direct's performance?
  • What documents do I need to sign for performance monitoring?

Our guidance for how to document the performance of your directs and your communications with them.

How can managers effectively document their directs' performances? There's enough emotion around it that it seems hard, but it doesn't have to be. Here's how.


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90 Day New Job Plan - Your Role

Questions This Guidance Answers: 
  • How do I find out what I'm supposed to be doing in my new role?
  • How do I find out what my unofficial tasks are?
  • How do I find out what my top priority is?

Our guidance on how to create a 90 day new job plan.

'What will you do in your first 90 days' is a common interview question - especially at mid and more senior levels. Whilst we can console ourselves that the Manager Tools guidance 'fit in, fit in, fit in' is right, interviewers tend to want to hear about action. Many of you want to take action too. So, okay, we give in. In this series, we're giving you the areas where you can take action. In this cast: your role.


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How To Deliver A Shot Across The Bow Review

Questions This Guidance Answers: 
  • How do I deliver a review to a poor performer?
  • How do I let them know that their performance is inadequate?
  • How do I document a Shot Across The Bow review?

This guidance describes how to deliver an unofficial performance evaluation when your direct is failing and may either not realize it or is resisting changing.

For a poor performer, your corporate culture may still require you to inflate their performance evaluation. If you gave them a truthful review, they would be fired. So, you give them an unofficial review, but it's also a shot across the bow review - because it contemplates termination.


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How To Address Social Media Abuse

Questions This Guidance Answers: 
  • How do I deal with my directs using social media during work?
  • Can I treat top and bottom performers differently?
  • How do I eliminate time-wasting by my directs?

This guidance tells you what to do when one of your directs spends too much time on social media.

We're not against social media, honest we're not. It does a lot of good - we like Facebook, and LinkedIn. Mark doesn't love Twitter, but he's got an unusual perspective. We love the benefits of social media.

But "constantly" checking Facebook, or tweeting "incessantly" - that's probably ineffective. What do you as a manager do when one of your directs is having trouble drawing the line on what is "too much"? Our answer will surprise many of you.


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Aggregated Behaviors Are Performance - Part 2

Questions This Guidance Answers: 
  • What are behaviors?
  • Why should managers concentrate on behavior?
  • How do I judge my direct's performance?

This guidance recommends focusing on behaviors because behaviors are measurable and aggregated behaviors ARE performance.


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Aggregated Behaviors Are Performance - Part 1

Questions This Guidance Answers: 
  • What are behaviors?
  • Why should managers concentrate on behavior?
  • How do I judge my direct's performance?

This guidance recommends focusing on behaviors because behaviors are measurable and aggregated behaviors ARE performance.


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How To Eat Lunch - Part 2

Questions This Guidance Answers: 
  • Should I eat lunch at my desk?
  • Should I eat with others?
  • What should I have for lunch?

This guidance completes our discussion on how to handle your lunch hour.

This may not make sense to a lot of folks, us talking about how to eat lunch. But the fact is, we all do it almost every day at work. If you do take a full hour, that's roughly 10% or maybe even 15% of your day as a manager or professional. That's a huge part of everyone's day. But, for many of us, our approach to it is rooted in how we had lunch at home as kids, or in school. That makes no sense for the busy professional today.

Suppose your boss takes a 45 minute lunch break most days between 1230 and 115. Should you eat then too, or eat at a different time? Should we eat a big meal, or a small one? I'm so busy...should I work through lunch, at my desk?

In a way, lunch at work is like email: we learned how to eat before we became professionals, and we learned how to communicate before we started doing email. And in both cases we probably have some bad habits worth pruning.


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How To Eat Lunch - Part 1

Questions This Guidance Answers: 
  • Should I eat lunch at my desk?
  • Should I eat with others?
  • What should I have for lunch?

This guidance describes how to handle your lunch hour.

This may not make sense to a lot of folks, us talking about how to eat lunch. But the fact is, we all do it almost every day at work. If you do take a full hour, that's roughly 10% or maybe even 15% of your day as a manager or professional. That's a huge part of everyone's day. But, for many of us, our approach to it is rooted in how we had lunch at home as kids, or in school. That makes no sense for the busy professional today.

Suppose your boss takes a 45 minute lunch break most days between 1230 and 115. Should you eat then too, or eat at a different time? Should we eat a big meal, or a small one? I'm so busy...should I work through lunch, at my desk?

In a way, lunch at work is like email: we learned how to eat before we became professionals, and we learned how to communicate before we started doing email. And in both cases we probably have some bad habits worth pruning.


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