Manager Tools

It's actually usually a good thing when directs ask for a promotion. Yes, some folks aren't ready, and some folks just want more money, or to make their resume look better for their career planning. But for the most part, people asking for promotions is good. Most managers don't think that, because when a direct asks for a promotion and isn't ready - and most are not - that means we managers have to have a "difficult conversation." We have to, "tell them they're not ready." But that's seeing the glass as half empty. The half full way to think of the conversation is simple: no direct who wants a promotion is assuming they won't get more responsibilities.. The right way to handle this conversation is to tell them that they're asking for the wrong thing - the promotion - rather than the right thing - more responsibilities.

The common wisdom these days says that "interviewing is a two-way street." In other words, the candidate is evaluating you and your company and your opportunity at the same time. Unfortunately, like most common wisdom - wisdom not being common - this is very bad advice! Candidates should not be trying to interview you while you are interviewing them. Here's what to do when they start asking questions. They'll get their chance to ask questions, but not just yet.

Our updated guidance on the Manager Tools Delegation Model.

Part 3 of our updated guidance on the Manager Tools Coaching Model.

Part 2 of our updated guidance on the Manager Tools Coaching Model.

Part 1 of our updated guidance on the Manager Tools Coaching Model.

Our founders, Mark Horstman and Michael Auzenne, introduce the Manager Tools chatbot and share features, development details, and benefits for professional individual contributors, managers, and executives.

Part 3 of our updated guidance on how to gradually implement The Manager Tools Management Trinity (One on Ones, Feedback, Coaching, and Delegation). When managers try to implement all the tools all at once it can end in disaster. Most of us can only learn one new significant skill at a time. And that goes for our directs, too: they're learning along with us. This process for implementation will ensure success in your roll out.

Part 2 of our updated guidance on how to gradually implement The Manager Tools Management Trinity (One on Ones, Feedback, Coaching, and Delegation). When managers try to implement all the tools all at once it can end in disaster. Most of us can only learn one new significant skill at a time. And that goes for our directs, too: they're learning along with us. This process for implementation will ensure success in your roll out.

Part 1 of our updated guidance on how to gradually implement The Manager Tools Management Trinity (One on Ones, Feedback, Coaching, and Delegation). When managers try to implement all the tools all at once it can end in disaster. Most of us can only learn one new significant skill at a time. And that goes for our directs, too: they're learning along with us. This process for implementation will ensure success in your roll out.

Part 3 of our guidance describing the most effective method of letting your directs know how they are performing: Feedback. Feedback shows someone the impact of their behavior, allowing them to change ineffective actions or continue doing things that help the team achieve its goals.

Part 2 of our guidance describing the most effective method of letting your directs know how they are performing: Feedback. Feedback shows someone the impact of their behavior, allowing them to change ineffective actions or continue doing things that help the team achieve its goals.

Part 1 of our guidance describing the most effective method of letting your directs know how they are performing: Feedback. Feedback shows someone the impact of their behavior, allowing them to change ineffective actions or continue doing things that help the team achieve its goals.

Part 3 of our detailed guidance on how to conduct the most important "manager tool" we've ever known or seen: Manager Tools One On Ones. These meetings help managers build trust, the professional measurement that correlates better than any other with results and retention.

Part 2 of our detailed guidance on how to conduct the most important "manager tool" we've ever known or seen: Manager Tools One On Ones. These meetings help managers build trust, the professional measurement that correlates better than any other with results and retention.

Part 1 of our detailed guidance on how to conduct the most important "manager tool" we've ever known or seen: Manager Tools One On Ones. These meetings help managers build trust, the professional measurement that correlates better than any other with results and retention.

Part 2 of our chapter two guidance on meetings for the proactive manager.

Part 1 of our chapter two guidance on meetings for the proactive manager.

Part 2 of our chapter one guidance on reporting for the proactive manager.

Part 1 of our chapter one guidance on reporting for the proactive manager.