Manager Tools

Part 2 of the the sixth chapter of our guidance on politics. Don't play politics. Build relationships. It's the same thing.

Part 1 of the the sixth chapter of our guidance on politics. Don't play politics. Build relationships. It's the same thing.

Despite our guidance to not use your laptop to take notes in One On Ones, there are many other uses of technology that will improve your critical weekly meetings with each of your directs.

This Hall of Fame guidance describes what to say when you don't have an answer to a question, even when it's urgent.

If you're hugging your colleagues, you're running the risk of a sexual harassment claim.

Our Hall of Fame guidance on employee retention. The best managers we know do a great job of retention. As a matter of fact, because it goes to the future potential of the organization, retention is one of Mark's favorite delineators of management talent. Strategy gets done more effectively in places where retention is good.

The Manager Tools Onboarding Checklist. Every task necessary to help a new hire become effective as quickly as possible.

The Manager Tools Onboarding Checklist. Every task necessary to help a new hire become effective as quickly as possible.

Your questions, our answers on what to do once you make a candidate an offer to turn them into a great team member.

Your questions, our answers on what to do once you make a candidate an offer to turn them into a great team member.

What to do once you make a candidate an offer to turn them into a great team member. Chapter 1 is the basics, why to have a process.

What to do once you make a candidate an offer to turn them into a great team member. Chapter 1 is the basics, why to have a process.

What to do once you make a candidate an offer to turn them into a great team member. Part 1 is the basics, why to have a process.

Our guidance on how you can improve someone's performance without fully coaching them. We use the example of running a meeting to illustrate.

Our guidance on how you can improve someone's performance without fully coaching them. We use the example of running a meeting to illustrate.

Sometimes managers don't want to do One On Ones. One of the reasons they give is, "I'm a creative person." Or, "I don't like step-by-step solutions." These reasons are weak, and you can overcome them easily.

Sometimes managers don't want to do One On Ones. One of the reasons they give is,"I'm a creative person." Or, "I don't like step-by-step solutions." These reasons are weak, and you can overcome them easily.

Power is necessary for organizational change and success, even if some of us would rather call it influence. But what is it? And how can I get some? And some more? It's not as hard as it sounds.

Power is necessary for organizational change and success, even if some of us would rather call it influence. But what is it? And how can I get some? And some more? It's not as hard as it sounds.

Power is necessary for organizational change and success, even if some of us would rather call it influence. But what is it? And how can I get some? And some more? It's not as hard as it sounds.