Manager Tools

This guidance describes how to manage work and decisions being done on a project.

This guidance describes how to manage work and decisions being done on a project.

This guidance recommends the best way to take notes during interviews.

This cast concludes our guidance on how to have project statuses reported and discussed.

This guidance describes how to have project statuses reported and discussed.

This guidance describes some simple improvements most managers can make to help them take better notes during their One on Ones.

This guidance describes how to be ready to talk with your boss about your team.

This cast continues our discussion on whom to coach and develop on your team with your marginal time.

This guidance describes whom to coach and develop on your team with your marginal time.

A short (8 min) extra cast where Mark introduces the Coaching Dilemma and solicits YOUR responses. What do you think is the correct answer to the dilemma?

This cast concludes our discussion on how to use your calendar more proactively.

This guidance describes how to use your calendar more proactively.

This cast concludes our guidance on the right way to conduct One on Ones with your contract employees.

This guidance describes the right way to conduct One on Ones with your contract employees.

This guidance concludes our discussion on how to learn about your skips and develop your direct report managers by discussing your skips on a regular basis.

This guidance describes how to learn about your skips and develop your direct report managers by discussing your skips on a regular basis.

This guidance describes how to prepare for the inevitable loss of gadgets and gadget power, most likely on while traveling.

This cast concludes our guidance on what a professional manager's role and limits are when it comes to being friends with our directs.

This guidance describes what a professional manager's role and limits are when it comes to being friends with our directs.

This cast concludes our guidance on what to do and why when directs want to describe why they did what they did when you have given them negative feedback.