Manager Tools

This guidance describes how to run the first meeting you have with your team about a new project your team will be doing.

This cast concludes our discussion on how to assign tasks to your directs.

This guidance describes how to assign tasks to your directs.

This cast concludes (Part 4 of 4) our guidance on how to respond when, through any number of factors, you and your team are OVERWHELMED with lots of new work. Perhaps it's a layoff, perhaps it's a re-organization, perhaps it's because you're GOOD. Regardless, what do you DO??

This cast continues (Part 3 of 4) our guidance on how to respond when, through any number of factors, you and your team are OVERWHELMED with lots of new work. Perhaps it's a layoff, perhaps it's a re-organization, perhaps it's because you're GOOD. Regardless, what do you DO??

This cast continues our guidance on how to respond when, through any number of factors, you and your team are OVERWHELMED with lots of new work.

This guidance describes how to respond when, through any number of factors, you and your team are OVERWHELMED with lots of new work.

This guidance describes how to prepare your boss for attending any meeting you are running.

In this cast, we conclude our conversation on how to interview candidates by conducting multiple interviews.

In this cast, we continue our conversation on how to interview candidates by conducting multiple interviews.

This guidance describes how to interview candidates by conducting multiple interviews.

This guidance describes a technique for how to think more creatively about annual planning goals.

This guidance describes how managers ought to communicate organizational information to their team members.

This show concludes our recommendations on the professional approach to supporting choices you didn't champion.

This guidance recommends the professional approach to supporting choices you didn't champion.

This cast concludes our discussion on how to manage a High I direct based on some natural tendencies and weaknesses.

This guidance describes how to manage a High I direct based on some natural tendencies and weaknesses.

This guidance recommends giving negative feedback only after a second instance, and only ON the second instance.

This guidance describes whom to choose to mentor internally based on political considerations.

This guidance describes some simple things your admin can do to help you manage your calendar.