podcasts

Measuring Feedback - Chapter 2 - Overweight Top Performers - Part 1

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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Politics 101 - Chapter 3 - The Myth Of The Just World (Part 2)

The conclusion of our recommendations on professionals abandoning their belief in the myth of a just world and "playing politics".

This guidance probably should have been Chapter 1 of our Politics 101 series. Its foundational. Its a HUGE problem for many professionals, particularly young and dare we say it, nave professionals. So many young people say, I dont play politics. The more savvy folks around them think, thats good, because this isnt a game you can play.


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Politics 101 - Chapter 3 - The Myth Of The Just World (Part 1)

This guidance recommends professionals abandon their belief in the myth of a just world and "play politics".

This guidance probably should have been Chapter 1 of our Politics 101 series. Its foundational. Its a HUGE problem for many professionals, particularly young and dare we say it, nave professionals. So many young people say, I dont play politics. The more savvy folks around them think, thats good, because this isnt a game you can play.


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The Collaborative Manager - Chapter 1 - More Ideas

This guidance helps managers be more collaborative by getting more input from their team members.

At Manager Tools, we love collaborating, but we hate everybody always saying how collaborative they are. Lots of people talk about collaboration, but it's not much more than a buzzword to put into their ill-advised summary section of their resume. How can managers collaborate more? What can we DO to work better with our teams and others? In this cast, we're focusing on things you can do before meetings to increase collaboration during meetings.


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First Meeting With A New Direct - Ask Questions

Questions This Guidance Answers: 
  • What guidance should I give new hires
  • How and when do I communicate with new hires?
  • How do I teach new hires about the culture/behavior I expect?

This guidance continues our recommendations about topics to cover with new directs, encouraging them to ask questions about everything they don't understand.

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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Project Management Basics - Now And Later Tasks

This guidance describes how to quickly assign tasks in a project without getting bogged down in details.

At the start of a project, there are usually discussions about who is going to do what by when. Those discussions turn to what are the tasks and in what order do we do them and what are their exact order. This is ineffective. It's better to start with some rough estimates, and then refine details once you start.

[Ed Note: This guidance references principles in our earlier guidance, "Horstman's Law of Project Management." It's not necessary to read/listen to it, but we encourage the reader to do so when time permits. -H]


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Lists And Agendas In One On Ones

Questions This Guidance Answers: 
  • What is the agenda for a One on One?
  • Can my direct bring a list to their One on One?
  • Can I send my direct my list for their One on One?

This guidance describes if and how to use lists and agendas during your One on Ones.

We get questions all the time about lists and agendas during One on Ones. Here are the answers.


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Diffusing Disagreements

Questions This Guidance Answers: 
  • What do I say when I'm disagreeing with someone?
  • How do I say it?
  • How do I resolve disagreements?

This guidance recommends a straightforward way to diffuse tension around, and overcome, objections others have to your ideas.

What do you do when someone - particularly a direct - disagrees with an idea you've shared, or a suggestion you've made? It's actually a good idea to agree with them. A little.


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Email Three Times A Day - Part 2

Questions This Guidance Answers: 
  • How do I manage my email?
  • How do I get to inbox zero?
  • What do I do when I get pushback?

The conclusion of our guidance recommending doing email three times a day. ONLY three times a day.

Our first podcast on email, in 2005, should have been a 10-part series. We talked about far too much. And, in the interest of time, we left a lot out. Email hasn't gotten any easier. Time to revisit, expand, and update our core guidance.


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Email Three Times A Day - Part 1

Questions This Guidance Answers: 
  • How do I manage my email?
  • How do I get to inbox zero?
  • What do I do when I get pushback?

This guidance recommends doing email three times a day. ONLY three times a day.

Our first podcast on email, in 2005, should have been a 10-part series. We talked about far too much. And, in the interest of time, we left a lot out. Email hasn't gotten any easier. Time to revisit, expand, and update our core guidance.


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