podcasts

Politics 101 – Chapter 5 – Favors Matter (Part 2)

Questions This Guidance Answers: 
  • Do I Have To Do Favors For Others?
  • For Whom Should I Do Favors?
  • Should I Do Something Not In My Job Description?

Doing "favors" for colleagues is an important part of the political/relationship culture in all organizations. It pays to give and to receive them.

If you don't do favors for colleagues at work, you're missing out on a huge part of the give and take that exist in human relationships. Some people resist doing them on principle, and they often harm their career without ever knowing it. Here's how, and why, and for whom.


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Politics 101 – Chapter 5 – Favors Matter (Part 1)

Questions This Guidance Answers: 
  • Do I Have To Do Favors For Others?
  • For Whom Should I Do Favors?
  • Should I Do Something Not In My Job Description?

Doing "favors" for colleagues is an important part of the political/relationship culture in all organizations. It pays to give and to receive them.

If you don't do favors for colleagues at work, you're missing out on a huge part of the give and take that exist in human relationships. Some people resist doing them on principle, and they often harm their career without ever knowing it. Here's how, and why, and for whom.


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THE Development Question

Questions This Guidance Answers: 
  • How do I develop my directs?
  • Do I have to train everyone all the time on everything?
  • Do I have to come up with a coaching plan for everyone?
  • Isn't there an easier way?

Learn to ask your directs, "What do YOU think?" when they come to you with problems. THAT is the simple way to develop their skills – have them learn new ones.

Developing directs can be way easier than most managers realize. Don't assume it takes a plan. Don't assume it takes coaching. Don't assume it takes training. What it takes is pushing their eustress into distress on a regular basis.


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Span of Control Guidelines

Questions This Guidance Answers: 
  • What is the "right" size for a team?
  • How many people "should" be assigned to me?
  • How many people can someone be expected to supervise?

How many people the average manager can supervise, and what rules to apply when creating team sizes.

We get lots of questions about how many people the average manager can supervise effectively. These are usually based on someone feeling they have too many, or they're wondering how to create the organizational chart for a team. Here are the guidelines.


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Don't Waste Your Vote - Part 2

Questions This Guidance Answers: 
  • What should I do if I'm the only who disagrees with a plan?
  • Does it make sense to be the lone holdout on a plan or a decision?
  • Can voting against something for the right reasons be detrimental?

Don't vote against a plan or decision if you're the only one doing so, unless it's for ethics or principles (and it usually isn't).

We've talked before about counting your votes. There's also a time to change your vote. Because the world isn't black and white. It's not just about ideas and plans and decisions. It's also about relationships. And that means ... politics.


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Don't Waste Your Vote - Part 1

Questions This Guidance Answers: 
  • What should I do if I'm the only who disagrees with a plan?
  • Does it make sense to be the lone holdout on a plan or a decision?
  • Can voting against something for the right reasons be detrimental?

Don't vote against a plan or decision if you're the only one doing so, unless it's for ethics or principles (and it usually isn't).

We've talked before about counting your votes. There's also a time to change your vote. Because the world isn't black and white. It's not just about ideas and plans and decisions. It's also about relationships. And that means ... politics.


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Insist on Behavior When Assisting

Questions This Guidance Answers: 
  • What do I do when a colleague asks for help with one of his directs?
  • What can I do to help when they're angry or frustrated?
  • How do I know when what they're telling me is accurate?

The best way to help colleagues and fellow managers with their
employees is to insist on behaviors. But most managers don't think
this way.

Our recent documentation cast reminded us of the problems managers create when they try to get help with a problematic direct report. HR gets a bad reputation when a manager doesn't have any documentation, and then can't even describe what the direct actually did to warrant whatever punishment the manager wants to deliver. And the manager stalks back to his desk and utters the immortal words, "you can't fire anybody around here."

Before we have a cast about how HR can help managers, we want to cover the fundamental principle of helping by focusing on behavior.


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Documentation Basics - Part 2

Questions This Guidance Answers: 
  • What IS Documentation?
  • What Should I Document?
  • When Should I Document?

How To Document Performance.

What managers have to document, and how they have to do it, is one of the most misunderstood and overhyped topics in management. It's not hard! But it is fraught with misunderstanding. The basics are here, now.


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Documentation Basics - Part 1

Questions This Guidance Answers: 
  • What IS Documentation?
  • What Should I Document?
  • When Should I Document?

How To Document Performance.

What managers have to document, and how they have to do it, is one of the most misunderstood and overhyped topics in management. It's not hard! But it is fraught with misunderstanding. The basics are here, now.


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Writing a Job Description - Part 2

Questions This Guidance Answers: 
  • How do I write a job description?
  • What do I include in a job description?
  • What do I do if HR asks me to create a job description?

The conclusion of our series on how to write a simple job description.

What goes into a job description? It's really not that hard. Despite the administrative/time 'hassle' most of us perceive, a good job description is worth having. It makes it easier to communicate recruiting/hiring requirements, and at the end of the cast, we'll tell you how to have your whole team's done...in a week.


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