podcasts

Hiring "Overqualifieds" - Part 3

Questions This Guidance Answers: 
  • SHOULD I hire someone who is overqualified?
  • How do I hire someone who is overqualified?
  • What are the risks of hiring someone who is overqualified?

Part 3 of our guidance on how - and why - to hire "overqualified" candidates.

In 2013, there are overqualified candidates in the job market. And Manager Tools recommends you HIRE them. Stop complaining about how you have to help and train and push your directs all the time, and hire someone who can MORE than do the job. The benefits - to an effective, smart manager - FAR outweigh the risks. Maybe it's not for the faint of heart, but come on boys, do you want to live forever?

Hiring overqualified candidates is a clever competitive advantage for an effective Manager Tools manager.


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Hiring "Overqualifieds" - Part 2

Questions This Guidance Answers: 
  • SHOULD I hire someone who is overqualified?
  • How do I hire someone who is overqualified?
  • What are the risks of hiring someone who is overqualified?

This cast continues our guidance on how - and why - to hire "overqualified" candidates.

In 2013, there are overqualified candidates in the job market. And Manager Tools recommends you HIRE them. Stop complaining about how you have to help and train and push your directs all the time, and hire someone who can MORE than do the job. The benefits - to an effective, smart manager - FAR outweigh the risks. Maybe it's not for the faint of heart, but come on boys, do you want to live forever?

Hiring overqualified candidates is a clever competitive advantage for an effective Manager Tools manager.


  [Play in Popup]

Hiring "Overqualifieds" - Part 1

Questions This Guidance Answers: 
  • SHOULD I hire someone who is overqualified?
  • How do I hire someone who is overqualified?
  • What are the risks of hiring someone who is overqualified?

This guidance describes how - and why - to hire "overqualified" candidates.

In 2013, there are overqualified candidates in the job market. And Manager Tools recommends you HIRE them. Stop complaining about how you have to help and train and push your directs all the time, and hire someone who can MORE than do the job. The benefits - to an effective, smart manager - FAR outweigh the risks. Maybe it's not for the faint of heart, but come on boys, do you want to live forever?

Hiring overqualified candidates is a clever competitive advantage for an effective Manager Tools manager.


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No Dropping Dimes - Part 2

Questions This Guidance Answers: 
  • Can I Mention a colleague’s failure at a public meeting/function?
  • Do I have to give a colleague advance notice of a public failure?
  • Can I use the threat of a public failure/embarrassment as a motivator?

The conclusion of our guidance recommending NOT announcing a colleague's failure without a courtesy notification.

Sometimes, the best way to get a colleague's attention about their repeated failures is to announce it at a meeting without them knowing in advance. Ideally, with their boss there. Boy, will they be embarrassed!

We're kidding.


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No Dropping Dimes - Part 1

Questions This Guidance Answers: 
  • Can I Mention a colleague’s failure at a public meeting/function?
  • Do I have to give a colleague advance notice of a public failure?
  • Can I use the threat of a public failure/embarrassment as a motivator?

This guidance recommends NOT announcing a colleague's failure without a courtesy notification.

Sometimes, the best way to get a colleague's attention about their repeated failures is to announce it at a meeting without them knowing in advance. Ideally, with their boss there. Boy, will they be embarrassed!

We're kidding.


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Direct Internal Passport

This guidance describes how to help directs understand how to work across organizational boundaries.

Sometimes your directs have to work across organizational boundaries. For many of them, though, they don't have the experience in doing so, and/or, they don't have strong relationships built where they need them to be. How can you help? You can do what Mark's boss taught him years ago, and corny or not, he called it "passport training.


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Coaching Example - Interrupting (Part 3)

The conclusion of our series on how to coach someone to stop interrupting, using the Manager Tools Coaching Model.

We get asked all the time about coaching a direct who struggles with certain ineffective interpersonal habits. Maybe it's lateness, maybe it's raising their voice. Maybe it's not contributing in meetings. Sometimes it's not listening, or not taking notes. And, sometimes it's interrupting others. Here's how to coach someone on interrupting others.


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Coaching Example - Interrupting (Part 2)

Another cast in our series on how to coach someone to stop interrupting, using the Manager Tools Coaching Model.

We get asked all the time about coaching a direct who struggles with certain ineffective interpersonal habits. Maybe it's lateness, maybe it's raising their voice. Maybe it's not contributing in meetings. Sometimes it's not listening, or not taking notes. And, sometimes it's interrupting others. Here's how to coach someone on interrupting others.


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Coaching Example - Interrupting (Part 1)

How to coach someone to stop interrupting, using the Manager Tools Coaching Model.

We get asked all the time about coaching a direct who struggles with certain ineffective interpersonal habits. Maybe it's lateness, maybe it's raising their voice. Maybe it's not contributing in meetings. Sometimes it's not listening, or not taking notes. And, sometimes it's interrupting others. Here's how to coach someone on interrupting others.


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Effective Interviewer Series - Logistics Clarity

Our recommendations on how to communicate about logistics and schedules in advance of bringing a job candidate in for an interview. This cast is a public part of The Effective Interviewer Series of casts, which are a paid product.

It's far better to tell candidates exactly what to expect when they're being interviewed. Many managers either try to see how candidates respond to uncertainty, or try to cover up a lack of planning. But clarity in advance produces higher true positives, and less false negatives.


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