podcasts

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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One On One Development Analysis Check

This guidance recommends evaluating directs' performances by the content of what they bring to their One on One with you.

So many of us as managers think of the O3 as a great tool. You build relationships. You communicate. You see things better. You hear things sooner. You get better questions. You get more prepared answers.

But it's also a way to pay attention differently to our directs. Here's a simple way to evaluate our directs' development: has their list of topics in their One on One with us started to match ours?


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Measuring Feedback - Chapter 2 - Overweight Top Performers - Part 2

The conclusion of our guidance recommending giving more positive (and then negative) feedback to a manager's top performers, rather than trying to spread feedback out equally.

In our first guidance for Managers to measure their feedback, we recommended simply counting instances of feedback, irrespective of to whom they were given. Years ago, we had recommended managers try to spread their feedback out over all of their directs perfectly equally, but it didn't work. It didn't work because managers had to think too hard, "to whom have I given feedback?" "SHOULD I give feedback to THIS person, or wait and give it to someone ELSE?" That's 2 too many questions.

But once we're getting the hang of using the Feedback Tool, a little more thinking probably won't get in the way. And here's the thinking to be thinking.


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