podcasts

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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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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