podcasts

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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The Collaborative Manager - Chapter 2 - Tell Some To Wait

This guidance recommends asking your assertive communicators to wait to contribute, and to reinforce what you want with feedback.

Collaboration is a great buzzword, but it's often talked about by people who don't know HOW to achieve it. In this series of casts, we talk about specific things you can do as a manager to get more input, and increase communication from those on your team.


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Ordering Multiple Interviews - Part 2

The conclusion of our recommendations for how to set up the order of interviews you conduct for a day of in-person interviews of a candidate. This guidance is part of our Effective Interviewer Series.

We're surprised at how little thinking goes into who is going to interview a candidate during a day of face to face interviews. Here are our simple recommendations.


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Ordering Multiple Interviews - Part 1

Our recommendations for how to set up the order of interviews you conduct for a day of in-person interviews of a candidate. This guidance is part of our Effective Interviewer Series.

We're surprised at how little thinking goes into who is going to interview a candidate during a day of face to face interviews. Here are our simple recommendations.


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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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Questions To Ask Candidate References - Part 2

This guidance recommends what questions to ask of a job candidate's references, if you progress to that stage.

This cast is a publicly released part of the Effective Interviewer Product series of casts.


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Questions To Ask Candidate References - Part 1

This guidance recommends what questions to ask of a job candidate's references, if you progress to that stage.

This cast is a publicly released part of the Effective Interviewer Product series of casts.


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