- What do I do when I get feedback?
- Should I ask for more detail when I get feedback?
- Should I follow up when I get feedback?
This guidance explains how to respond to vague feedback from your boss or others.
Many managers who say they give feedback to their people really don’t. They give vague guidance like, "you need to open up more," or, "sometimes you’re abrasive," or, "you need to be a leader." None of these is very helpful. What can we do when we get this kind of guidance from our boss?
[Note: this cast also applies to individual contributors, but it happens plenty to managers too, because for some directors, it’s hard to be specific about managerial roles.]
- What do you need to know before a meeting?
- What do you need to ask before a meeting?
- Why are relationships important?
This guidance tells you how to prepare for meetings where politics are going to play a role (which is to say, ALL of them). ;-)
Most folks don’t do any preparation for the meetings they go to, unless they’re presenting something. This is a mistake, particularly when we’re meeting with folks who are more senior, or who are outside of our team. In either case, you’ll be far more effective if you know who wants what and who likes whom.
- What do I do when I get bad news?
- Why would I say thank you?
- How do I address the error?
This guidance tells you what to do when directs bring you bad news.
A direct comes to you with bad news. He’s been hiding a significant delay, and he has to finally admit it because he knows you’ll find out tomorrow. She tells you the vendor she thought was great has just sent terribly quality, and late to boot. He has promised something in writing to another department that there’s NO WAY you can deliver.
The right thing to do first is say thanks.
- How do I talk to my team about performance?
- What do I do if I need to give negative feedback?
- Do I have to wait 12 weeks to give negative feedback?
This guidance recommends what to do when a direct would get negative feedback but it’s not yet time for it in the Trinity Rollout Process.
The Manager Tools Feedback Model makes enough sense to folks that they want to implement it immediately. But we recommend managers wait until they have developed a better relationship with their directs before using it. But what do we do when our directs make a mistake? We don’t give feedback. But here’s what we DO do.
- How do I talk to my team about performance?
- What do I do if I need to give positive feedback?
- Do I have to wait 6 weeks to give positive feedback?
This guidance recommends what to do when a direct would get positive feedback but it’s not yet time for it in the Trinity Rollout Process.
The Manager Tools Feedback Model makes enough sense to folks that they want to implement it immediately. But we recommend managers wait until they have developed a better relationship with their directs before using it. But what do we do when our directs do something we deem worthy of positive feedback? We don’t give feedback. But here’s what we DO do.
- What is micro-managing?
- How do I address the micro-management accusation?
- Can I insist on One on Ones?
This guidance tells you what to do when directs resist One on Ones because they are a form of “micromanaging.”
What do you do when one of your directs complains that they don’t need/want/like One-on-Ones because they say they’re a form of micromanagement? Are they right? What the heck IS micromanagement, anyway? Can I leave them out of the process?
- How do I do succession planning?
- How do I document succession planning?
- How do I I tell my directs who is in my succession plan?
This guidance tells you how to structure your briefing to your team around Simple Succession Planning.
This briefing is really one that works for organizations, but it’s great for an individual manager too. If you’re a director, and you have managers reporting to you, you could use this simple meeting to brief everyone and answer questions.
- What is the most important thing to know about politics?
- How do I know who is voting for me?
- Should I compromise?
This guidance recommends knowing where decision makers and influencers stand on proposals and decisions that matter to you and your team.
Your organization is MUCH more political than most of us realize. For those who know it’s political, some say, I’m not going to play that game. Either state of being – not seeing the politics, or ignoring them, is unfortunate. Professional Life is HUMAN life, and that means it’s emotional, and therefore political. Engineers, software designers, technical people take note: hate those marketing and sales people all you want, but they’re gonna end up being your boss unless you recognize the value of political, or put differently, non-rational, decision making.
- When should I schedule my priorities?
- Why do priorities get scheduled in the morning?
- For how long should I work on my priorities?
This guidance recommends proactively scheduling time for your key responsibilities in the morning, versus afternoon or early evening, "when everyone’s gone."
Most of us are terrible at managing time. We are terrible because first, you can’t manage time, and two, we don’t switch to thinking about our priorities, and managing THEM. And, alas, for many of us, as managers, if we DO schedule time for them, we do it at the END of our days – consigning them to the ash heap. Here’s what really effective professionals do.
This guidance describes when we recommend a manager consider their directs’ resumes.
This cast was originally about talking to a direct about their resume when their job was in danger. But in talking to managers, we realized that many managers had no idea there were OTHER times when they should have been looking at their directs’ resumes. Or, at least, encouraging their directs to do it themselves.
So, here are the 6 most obvious times you have to be thinking about your directs’ resumes.