podcasts

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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First Meeting New Direct Series - Be Timely

This guidance continues our recommendations about topics to cover with new directs, encouraging them to be on time with themselves, their work, and their commitments.

In earlier guidance we recommended managers have a "First Meeting" with their new team member. We encouraged you to recommend to your directs some always applicable guidance: be honest, be kind, and achieve results. We also recommended that you make this meeting the first of several weekly meetings, where you could regularly communicate about important issues. This guidance continues our recommendations.


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You Did Not Demonstrate - Part 2

The conclusion of our guidance on how to share shortcomings in evaluations like reviews and interviews.

One thing many managers struggle with is telling someone they didn't do well, or meet a standard. When you're managing someone, the day-to-day performance communication answer is our Feedback Tool. But there are other situations where being direct is helpful but the Feedback Tool doesn't work. Here's one way to communicate shortcomings that is direct and reasonably inoffensive.


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You Did Not Demonstrate - Part 1

This guidance explains how to share shortcomings in evaluations like reviews and interviews.

One thing many managers struggle with is telling someone they didn't do well, or meet a standard. When you're managing someone, the day-to-day performance communication answer is our Feedback Tool. But there are other situations where being direct is helpful but the Feedback Tool doesn't work. Here's one way to communicate shortcomings that is direct and reasonably inoffensive.


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Post-Resignation Team Meeting - Part 2

The conclusion of our guidance on how to have a brief meeting with your team immediately after you resign.

We get the question of how to tell one's team one has resigned frequently. We think it's because now that many of us have developed close relationships with their directs, they want to say more than they would have before the built those relationships. That's a good thing, but there are simple rules to follow.


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Post-Resignation Team Meeting - Part 1

This guidance explains how to have a brief meeting with your team immediately after you resign.

We get the question of how to tell one's team one has resigned frequently. We think it's because now that many of us have developed close relationships with their directs, they want to say more than they would have before the built those relationships. That's a good thing, but there are simple rules to follow.


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