podcasts

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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Politics 101 – Chapter 1 – Count Your Votes

Questions This Guidance Answers: 
  • 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.


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Calendar Management Details – Chapter 2 - Priorities In The Morning

Questions This Guidance Answers: 
  • 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.


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Your Directs' Resumes

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.


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How To Do Succession Planning - Chapter 3 – The Simple Form

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?

How to create a dead-simple Succession Planning Form.

If you want to be good at succession planning, it's an ongoing process. In our first cast in this series, we told you to get started, just think about who's ready now, and who's ready next, and if nothing else, write them down on a napkin. Here's a really good napkin that will impress your boss.


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One on Ones While Traveling - Part 2

Questions This Guidance Answers: 
  • Do I still do One on Ones when I'm traveling?
  • How do I fit One on Ones in when I'm traveling?
  • What kind of places can I use for One on Ones?

This guidance completes our recommendations on how to do One on Ones while you are traveling.

Many managers tell us they can't do One on Ones because they travel too much. Mark laughs at this, having missed maybe 2-3 O3s in 20 years while logging millions of seat miles in the air. Here's how to do it right.


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Effective Documentation - Part 2

Questions This Guidance Answers: 
  • When should I document my direct's performance?
  • How should I document my direct's performance?
  • What documents do I need to sign for performance monitoring?

Part 2 of our guidance on how to document the performance of your directs and your communications with them.

How can managers effectively document their directs' performances? There's enough emotion around it that it seems hard, but it doesn't have to be. Here's how.


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Effective Documentation - Part 1

Questions This Guidance Answers: 
  • When should I document my direct's performance?
  • How should I document my direct's performance?
  • What documents do I need to sign for performance monitoring?

Our guidance for how to document the performance of your directs and your communications with them.

How can managers effectively document their directs' performances? There's enough emotion around it that it seems hard, but it doesn't have to be. Here's how.


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How To Handle Meeting Killers – Multitasking

Questions This Guidance Answers: 
  • How do I handle people who derail my meetings?
  • How do I handle people who don't concentrate in my meetings?
  • Can I ban laptops in meetings?

This guidance recommends how to address behaviors in meetings that reduce meeting effectiveness, based on a popular 2012 Wall Street Journal article. This Chapter deals with handling a multi-tasker and also reviews the Journal's general meeting guidance.


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Calendar Management Details - Chapter 1 – Shorten Free Time

Questions This Guidance Answers: 
  • How can I use my calendar to be more productive?
  • Free time on my calendar is good right?
  • What should I fill my free time with?

How to improve your effectiveness by eliminating long open periods from your calendar.

Many managers we know (ourselves included) LIKE having longer unscheduled blocks of time on their calendars. This is antithetical to effectiveness. Let's manage our calendars differently.


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