podcasts

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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Never Step Out Of The Middle

Questions This Guidance Answers: 
  • What do I do if my boss wants to speak to my direct?
  • What do I do if my boss insists?
  • How do I help my direct in this situation?

This guidance recommends managers never willingly allow their boss to talk to a skip directly.

What do you do if your boss suggests he or she talk to one of your directs directly? You intercede and say no, you'll do it.


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Dealing With Vague Feedback - Part 2

Questions This Guidance Answers: 
  • 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 completes our discussion on 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.]


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Dealing With Vague Feedback - Part 1

Questions This Guidance Answers: 
  • 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.]


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Politics 101 - Chapter 2 - Meeting Prep: Who Wants What

Questions This Guidance Answers: 
  • 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 dont do any preparation for the meetings they go to, unless theyre presenting something. This is a mistake, particularly when were meeting with folks who are more senior, or who are outside of our team. In either case, youll be far more effective if you know who wants what and who likes whom.


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Thank You For The Bad News

Questions This Guidance Answers: 
  • 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.


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Negative Feedback Before Its Time

Questions This Guidance Answers: 
  • 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.


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Positive Feedback Before Its Time

Questions This Guidance Answers: 
  • 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.


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Overcoming Trinity Pushback - Chapter 1 - "One on Ones Are Micromanaging"

Questions This Guidance Answers: 
  • 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?


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How To Do Succession Planning - Chapter 4 - The Delivery Meeting

Questions This Guidance Answers: 
  • 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.


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