Podcasts in the category “Manager Basics (The Trinity)”:

• One On Ones - How Much Personal?
• Time (Priority) Management - Part 1
• Google's Project Oxygen
• See One, Do One, Teach One
• The Four Hidden Dangers of Not Delegating - Part 1
• The World's Best Feedback Organization
• Everybody Has Too Much Work To Do! - Part 1
• Why Scheduling Is The Most Important Component of One On Ones - Part 1
• Why Is Negative Feedback So Hard? - Part 2
• Why Is Negative Feedback So Hard? - Part 1
• The Purpose of Feedback - Part 3
• The Purpose of Feedback - Part 2
• The Purpose of Feedback - Part 1
• The Tetris Workload Battle - Part 2 (Hall of Fame Guidance)
• The Tetris Workload Battle - Part 1 (Hall of Fame Guidance)
• How To Get Subordinate Managers To Do One-On-Ones - Part 2 (Hall of Fame Guidance)
• How To Get Subordinate Managers To Do One-On-Ones - Part 1 (Hall of Fame Guidance)
• The Feedback Sandwich
• "Is That What You Want” - Not Recommended
• What If Your Direct Says No To Change?
• Manager Tools® Delegation Model (Hall of Fame Guidance)
• Manager Tools® Coaching Model - Part 3 (Hall of Fame Guidance)
• Manager Tools® Coaching Model - Part 1 (Hall of Fame Guidance)
• Rolling Out The Trinity - Part 2 (Hall of Fame Guidance)
• Rolling Out The Trinity - Part 1 (Hall of Fame Guidance)
• Manager Tools® Feedback Model - Part 3 (Hall of Fame Guidance)
• Manager Tools® Feedback Model - Part 2 (Hall of Fame Guidance)
• Manager Tools® Feedback Model - Part 1 (Hall of Fame Guidance)
• Manager Tools® One-On-Ones - Part 3 (Hall of Fame Guidance)
• Manager Tools® One-On-Ones - Part 2 (Hall of Fame Guidance)
• Manager Tools® One-On-Ones - Part 1 (Hall of Fame Guidance)
• The Folly Of Rebranding Feedback - Part 2
• The Folly Of Rebranding Feedback - Part 1
• Feedback Is Insurance
• The Big 4 of Performance Communications - Part 3
• The Big 4 of Performance Communications - Part 2
• The Big 4 of Performance Communications - Part 1
• Winning The Feedback "Argument"
• My Directs Aren't Addressing My Agenda in One On Ones
• Giving Feedback To Remote Directs - Part 3
• Giving Feedback To Remote Directs - Part 2
• Giving Feedback To Remote Directs - Part 1
• The Previous Boss Rule - Part 2
• The Previous Boss Rule - Part 1
• Managerial Economics 101, 102 and 103: Reporting, Delegation, and Coaching - Part 2
• Managerial Economics 101, 102 and 103: Reporting, Delegation, and Coaching - Part 1
• My Feelings Are Hurt - Part 2
• My Feelings Are Hurt - Part 1
• One On Ones In a Hybrid Office Environment (Hall of Fame Guidance)
• Coaching Is Self Development - Part 2
• Coaching Is Self Development - Part 1
• Performance Conversations Don't Lead To Career Conversations
• The Middleman Test Chapter 2 - Feedback
• Why Experienced Directs Need One On Ones
• Trinity Pushback - One On Ones - Why Weekly? - Part 2
• Trinity Pushback - One On Ones - Why Weekly? - Part 1
• The Manager Tools® Data - Feedback - Part 5 (Hall of Fame Guidance)
• The Manager Tools® Data - Feedback - Part 4 (Hall of Fame Guidance)
• The Manager Tools® Data - Feedback - Part 3 (Hall of Fame Guidance)
• The Manager Tools® Data - Feedback - Part 2 (Hall of Fame Guidance)
• The Manager Tools® Data - Feedback - Part 1 (Hall of Fame Guidance)
• Feedback 'Dialog' Is Stupid Guidance - Part 4 (Hall of Fame Guidance)
• Feedback 'Dialog' Is Stupid Guidance - Part 3 (Hall of Fame Guidance)
• Feedback 'Dialog' Is Stupid Guidance - Part 2 (Hall of Fame Guidance)
• Feedback 'Dialog' Is Stupid Guidance - Part 1 (Hall of Fame Guidance)
• Zero Week
• When a Direct Says No Repeatedly To Feedback - Part 4
• When a Direct Says No Repeatedly To Feedback - Part 3
• When a Direct Says No Repeatedly To Feedback - Part 2
• When a Direct Says No Repeatedly To Feedback - Part 1
• Feedback: When Yes Means No - Part 2
• Feedback: When Yes Means No - Part 1
• Decisions, Not Choices - Part 2 (Hall of Fame Guidance)
• Decisions, Not Choices - Part 1 (Hall of Fame Guidance)
• The Weekly Thank You
• The Myth of the Feedback Myth - Part 3
• The Myth of the Feedback Myth - Part 2
• The Myth of the Feedback Myth - Part 1
• Flavor Of The Month Pushback - Part 2 (Hall of Fame Guidance)
• Flavor Of The Month Pushback - Part 1 (Hall of Fame Guidance)
• Don't Do Skip Level One On Ones
• COVID: Pandemic Management - People And Communication - Part 2 (Hall of Fame Guidance)
• COVID: Pandemic Management - People And Communication - Part 1 (Hall of Fame Guidance)
• Authenticity And The Manager Tools Trinity™ - Part 2 (Hall of Fame Guidance)
• Authenticity And The Manager Tools Trinity™ - Part 1 (Hall of Fame Guidance)
• Manager Tools® and Race and Gender (Hall of Fame Guidance)
• Negative Feedback Pushback Examples - Part 2
• Negative Feedback Pushback Examples - Part 1
• Feedback Is Not A Personal Attack (Hall Of Fame Guidance)
• Event Based Peer Feedback - Part 2
• Event Based Peer Feedback - Part 1
• Soft One On Ones - Part 2
• Soft One On Ones - Part 1
• Common One-On-One Mistakes - Chapter 2 - Not Following Through
• The Manager Tools® Data - One-On-Ones - Part 4 (Hall Of Fame Guidance)
• The Manager Tools® Data - One-On-Ones - Part 3 (Hall Of Fame Guidance)
• The Manager Tools® Data - One-On-Ones - Part 2 (Hall Of Fame Guidance)
• The Manager Tools® Data - One-On-Ones - Part 1 (Hall Of Fame Guidance)
• Overcoming Trinity Pushback - Chapter 4 - Feedback Is Nitpicking - Part 2
• Overcoming Trinity Pushback - Chapter 4 - Feedback Is Nitpicking - Part 1
• Hire Slow, Fire Fast Is Wrong - Part 2
• Hire Slow, Fire Fast Is Wrong - Part 1
• Technology in One On Ones
• Soft Coaching - Running Meetings - Part 2
• Soft Coaching - Running Meetings - Part 1
• Overcoming Trinity Pushback - Chapter 3 - One On Ones - Creative People - Part 2
• Overcoming Trinity Pushback - Chapter 3 - One On Ones - Creative People - Part 1
• After Your One On One
• Preparing For Your One On One
• A Different Feedback Model Question
• Rolling Out One On Ones - The Briefing
• Resistant Directs In One On Ones - Chapter 2 - Part 2
• Resistant Directs In One On Ones - Chapter 2 - Part 1
• The Bridge Between Feedback And Coaching - Part 3
• The Bridge Between Feedback And Coaching - Part 2
• The Bridge Between Feedback And Coaching - Part 1
• One On Ones After Conflict
• Trinity Frequently Asked Questions #1: Why Wait Three Weeks To Start?
• 8 Positive Feedback Examples
• Feedback on Status Reporting - Nothing is "Fine"
• Meeting Distractions - Don't Wait To Give Feedback
• Leading Change - Model And Measure - Part 2
• The Effective Manager Book Promotion
• Brief Before You Change
• Getting Your Goals From Your Boss - Part 3
• Getting Your Goals From Your Boss - Part 2
• Getting Your Goals From Your Boss - Part 1
• Being Told "No" To Feedback - Part 2
• Being Told "No" To Feedback - Part 1
• The Effective Manager Value Chain: Fixing Deliverables - Part 3
• The Effective Manager Value Chain: Fixing Deliverables - Part 2
• The Effective Manager Value Chain: Fixing Deliverables - Part 1
• Feedback Grace Period
• How To Measure Feedback Implementation - Chapter 1 - Asking
• Uncommunicative Direct Conversation - This is NOT Micromanagement - Part 2
• Uncommunicative Direct Conversation - This is NOT Micromanagement - Part 1
• Results and Retention - Part 2 (Hall Of Fame Guidance)
• Results and Retention - Part 1 (Hall Of Fame Guidance)
• Overcoming Trinity Pushback - Chapter 2 - No Time For One on Ones - Part 2
• Overcoming Trinity Pushback - Chapter 2 - No Time For One on Ones - Part 1
• What To Do When Your Direct Complains About The Company - Part 2
• What To Do When Your Direct Complains About The Company - Part 1
• Conversational One on Ones
• Too Full Calendar Solutions - Meeting Attendance Delegation - Part 2
• Too Full Calendar Solutions - Meeting Attendance Delegation - Part 1
• Effective Relationships - I’m a D, My Direct is a C - Part 4
• Effective Relationships - I'm a D, My Direct is a C - Part 3
• Effective Relationships - I’m a D, My Direct is a C - Part 2
• Effective Relationships - I’m a D, My Direct is a C - Part 1
• There Is No Magic In The Word Feedback
• Delegating To The Floor - For Directs - Part 2 (Hall Of Fame Guidance)
• Delegating To The Floor - For Directs - Part 1 (Hall Of Fame Guidance)
• Feedback Step 3 - Emotions Are Okay
• Feedback Doesn't Preclude - Chapter 1
• Job Transparency For Development - Part 2
• Job Transparency For Development - Part 1
• When Angry, Disengage
• Boss One-on-One Pushback
• The Corky Story - Part 3 (Hall Of Fame Guidance)
• The Corky Story - Part 2 (Hall Of Fame Guidance)
• The Corky Story - Part 1 (Hall Of Fame Guidance)
• THE Development Question
• Flexible Coaching Deadlines
• You Might Want to Consider ...
• Don't Change Metrics
• Three Strikes Delegation
• My Direct Doesn't Want To Change
• Coaching Example - Interrupting (Part 3)
• Coaching Example - Interrupting (Part 2)
• Coaching Example - Interrupting (Part 1)
• The Collaborative Manager - Chapter 2 - Tell Some To Wait
• One On One Development Analysis Check
• Measuring Feedback - Chapter 2 - Overweight Top Performers - Part 2
• Measuring Feedback - Chapter 2 - Overweight Top Performers - Part 1
• Lists And Agendas In One On Ones
• Dealing With Vague Feedback - Part 2
• Dealing With Vague Feedback - Part 1
• Negative Feedback Before Its Time
• Positive Feedback Before Its Time
• Overcoming Trinity Pushback - Chapter 1 - “One on Ones Are Micromanaging”
• One on Ones While Traveling - Part 2
• Effective Documentation - Part 2
• Effective Documentation - Part 1
• One on Ones While Traveling - Part 1
• Inheriting A Poor Performer - Part 2 (Hall Of Fame Guidance)
• Inheriting A Poor Performer - Part 1 (Hall Of Fame Guidance)
• The Part After Feedback - Chapter One - Part 2 (Hall Of Fame Guidance)
• The Part After Feedback - Chapter One - Part 1 (Hall Of Fame Guidance)
• Common One On One Mistakes - Chapter 1 - Agenda Fascism
• How To Do One On Ones With Shift Workers
• How To Address Social Media Abuse
• “But I LIKE Doing That Part Of My Job!”
• Feedback From Your Directs - What To Say - Part 2
• Feedback From Your Directs - What To Say - Part 1
• How To Avoid Reverse Delegation
• Delegating To The Floor (Hall Of Fame Guidance)
• Measuring Feedback - Chapter 1 - Start With Quantity - Part 2
• Measuring Feedback - Chapter 1 - Start With Quantity - Part 1
• A Notebook And A Pen
• Project Status Reporting Simple Feedback - Part 2
• Project Status Reporting Simple Feedback - Part 1
• One On One Note-Taking Recommendations
• The Coaching Dilemma - Part 2 (Hall Of Fame Guidance)
• The Coaching Dilemma - Part 1 (Hall Of Fame Guidance)
• The Coaching Dilemma Introduction (Hall Of Fame Guidance)
• Contract Employee One On Ones - Part 2
• Contract Employee One On Ones - Part 1
• There Is No Why In Feedback - Part 2 (Hall Of Fame Guidance)
• There Is No Why In Feedback - Part 1 (Hall Of Fame Guidance)
• Coaching Presenting Skills With Toastmasters
• Measuring The Trinity - Chapter 1
• Over Assigning And Delegating Work - Part 3
• Over Assigning And Delegating Work - Part 2
• Over Assigning And Delegating Work - Part 1
• Peer One on Ones - Part 1
• Event Based Feedback
• How To Assign Work Tasks - Part 2 (Hall Of Fame Guidance)
• How To Assign Work Tasks - Part 1 (Hall Of Fame Guidance)
• How To Manage A Massive Workload Increase - Part 4 (Hall Of Fame Guidance)
• How To Manage A Massive Workload Increase - Part 3 (Hall Of Fame Guidance)
• How To Manage A Massive Workload Increase - Part 2 (Hall Of Fame Guidance)
• How To Manage A Massive Workload Increase - Part 1 (Hall Of Fame Guidance)
• Not Too Picky Feedback
• Resistant Directs In One on Ones - Chapter 1 - (Hall Of Fame Guidance)
• One on Ones - Work or Personal?
• One On Ones Are Business Meetings
• Third Party Negative Feedback - How To Decide
• Skip Level Feedback
• Praise In Public, Criticize In Private Is WRONG
• Yes, Please Praise, Thank You
• Feedback - Public Or Private?
• Feedback Immediacy
• When NOT To Give Feedback - Part 2
• When NOT To Give Feedback - Part 1
• How To Choose What To Delegate (Hall Of Fame Guidance)
• Rolling DOWN The Trinity
• Delegate Your Reporting - Part 2
• Delegate Your Reporting - Part 1
• How To Stop Gossip
• Coaching/Feedback Template For Presentations
• The One On One Refresh
• The Management Trinity - Part 3
• The Management Trinity - Part 2
• The Management Trinity - Part 1
• Timely Meetings - Part 2
• Timely Meetings - Part 1
• The First Question In Your One on One
• Direct Relationships Acid Test
• Project Manager Feedback
• Team Formation - How Big?
• What To Delegate
• Simple DISC, Delegation, And Project Management - Part 2
• Simple DISC, Delegation, And Project Management - Part 1
• Project Manager One on Ones - Part 2
• Project Manager One on Ones - Part 1
• Phone One on Ones
• Coaching the Meeting Delegation- Part 2
• Coaching the Meeting Delegation- Part 1
• Staff Meeting Delegation and Succession Planning
• The Feedback Continuum
• Systemic Feedback (Hall Of Fame Guidance)
• The Heart of Feedback
• The Starter Feedback Model - Part 2
• The Starter Feedback Model - Part 1
• Rolling Out the Manager Tools’ Trinity - Part 1 (Hall Of Fame Guidance)
• How to Coach Directs on Interpersonal Skills - Part 2
• How to Coach Directs on Interpersonal Skills - Part 1
• How to Give Feedback About Attire
• The Management Trinity - Delegation (Hall Of Fame Guidance)
• The Management Trinity - Coaching (Hall Of Fame Guidance)
• The Management Trinity - Feedback (Hall Of Fame Guidance)
• The Management Trinity - One on Ones (Hall Of Fame Guidance)
• One on Ones for the DIRECT
• One on One Scheduling Guidance (Part 2 of 2)
• One on One Scheduling Guidance (Part 1 of 2)
• Feedback and the Shot Across the Bow (Hall Of Fame Guidance)
• The Feedback Model - Optional Upgrade!
• How to Run Your Staff Meeting - Part 2 (Hall Of Fame Guidance)
• The Juggling Koan (Hall Of Fame Guidance)
• The Peer Feedback Model
• When You HAVE to Train
• Brainstorming - Part 2 (Hall Of Fame Guidance)
• Brainstorming - Part 1 (Hall Of Fame Guidance)
• Receiving Feedback About Your Directs
• Skip Levels (Part 2)
• Skip Levels (Part 1)
• The Late (and Early) Stage Coaching Model - Part 2
• The Late (and Early) Stage Coaching Model - Part 1
• How to Fire Someone (Well, Almost)
• Improve Your Feedback With DISC
• How Do You Help Employees Develop?
• Feedback - Revisited
• Questions and Answers on One-on-Ones

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