podcasts

Three Strikes Delegation

Questions This Guidance Answers: 
  • What if my direct says “no” to a delegation ask?
  • How often can they say no?
  • What do I tell them about the consequences of saying no?

This guidance describes what to do when a direct repeatedly says no to delegation asks.

The Manager Tools Delegation Model is based on asking one's directs to take over a new responsibility. But what happens if a direct keeps saying no? It's rare, but it happens. And there are consequences.


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My Direct Doesn't Want To Change

Questions This Guidance Answers: 
  • How do I motivate a direct who doesn't want to grow?
  • What if my direct doesn't want a promotion?
  • What if my direct says they are "happy where they are"?

This guidance describes how to interact with a direct who resists or refuses more, new, or different work because they're "comfortable where they are" or "not interested in promotion."

Many Manager Tools examples use situations where the direct who is being coached or developed wants to grow. What about those folks who say they don't want that? We get that question all the time.


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Politics 101 - Chapter 4 - Know Thine Enemies

Questions This Guidance Answers: 
  • Why do I need to think about potential political enemies?
  • How can I identify who they are?
  • Do I need to work against them?
  • How can I get what I want and not make things worse?

How to be more effective by planning for your enemies' inevitable efforts to undermine you.

We'll say it again: when you look up at the executives at the top of your firm, what you call politics, they call collaboration. Politics do more than exist - they often drive change. You better be really good (and you're not, consistently enough, trust us) to ignore the vagaries of your organization's politics.

And part of politics is that even the sweetest of us have enemies. Jesus had enemies, for Heaven's sake. So, what do we do about them?


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Horstman's Noon Rule of Scheduling

Questions This Guidance Answers: 
  • How can I get the most IMPORTANT things done every day?
  • How can I avoid getting sidetracked by emergent issues during my day?
  • How can I schedule my tasks and meetings more effectively?
  • Why do I get further behind throughout the day?

This guidance describes why your day "gets away from" you, and how to schedule more effectively.

Most of us are terrible at using our calendar. We are often just as bad at scheduling our time. (They are different concepts). Effective professionals put the important stuff on their calendar first each day, and they do the important stuff early in the day.


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Hiring "Overqualifieds" - Part 4

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?

The conclusion 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 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.


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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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