Our guidance on using "Is that what you want?" in the Manager Tools Feedback Model.

Part 2 of our guidance on how to change the ways you interact with your team when it comes to keeping work on time.

Part 1 of our guidance on how to change the ways you interact with your team when it comes to keeping work on time.

What happens when you ask a direct to change for the better and they say no? Are they resisting all changes now? Is there something going on you don’t know about? Are they going to be a problem going forward? Are they developing an attitude? Uh-oh.

What happens when one of your directs, or even not a direct, files a grievance against you? How should you respond? What are the rules? What can you do, and what should you do, and how should you do it? It's a rare event for a Manager Tools manager, so the Christmas Rule applies. But we'll tell you here exactly what to do and how to respond.

What happens when one of your directs, or even not a direct, files a grievance against you? How should you respond? What are the rules? What can you do, and what should you do, and how should you do it? It's a rare event for a Manager Tools manager, so the Christmas Rule applies. But we'll tell you here exactly what to do and how to respond.

What happens when one of your directs, or even not a direct, files a grievance against you? How should you respond? What are the rules? What can you do, and what should you do, and how should you do it? It's a rare event for a Manager Tools manager, so the Christmas Rule applies. But we'll tell you here exactly what to do and how to respond.

What happens when one of your directs, or even not a direct, files a grievance against you? How should you respond? What are the rules? What can you do, and what should you do, and how should you do it? It's a rare event for a Manager Tools manager, so the Christmas Rule applies. But we'll tell you here exactly what to do and how to respond.

To find the time to get your own work done, you've got to name a successor: a Number Two. You can be forgiven for thinking that Number Two's aren't really a thing, because so few managers use them. But the best do. And here's how they delegate to them, for both the Number Two's benefit, and for YOU.

To find the time to get your own work done, you've got to name a successor: a Number Two. You can be forgiven for thinking that Number Two's aren't really a thing, because so few managers use them. But the best do. And here's how they delegate to them, for both the Number Two's benefit, and for YOU.

Hiring is a critical skill for managers, and especially so for executives. And managers and executives have been making the same hiring mistakes for the past 30 years. Here's your rogue's gallery of hiring (which is separate from interviewing.)

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.

Part 2 of our guidance on how to choose a managerial successor.

Part 1 of our guidance on how to choose a managerial successor.

You're going to get chewed out by your boss in public. It happens. Don't do anything publicly.

Part 2 of our guidance on what to do when your directs tell you they are too busy.

Part 1 of our guidance on what to do when your directs tell you they are too busy.

Our guidance on how to handle a sudden demotion.

Part 2 of our guidance on educating your directs on performance reviews early.

Part 1 of our guidance on educating your directs on performance reviews early.

Part 2 of our guidance on the salary discussions 2x2 matrix tool.

Just because a direct’s performance is exceptional doesn’t mean that they deserve a raise, believe it or not. Employee performance is only half of the equation.

You're going to get asked yes or no questions, and there are only three effective answers. Anything else is unprofessional, and what might be interpreted as weak. There's a difference between asked, "How's the project" - Inevitably, "fine;" and, "Are you 100% green this week?' Better questions get better answers. And when a professional gets a better question, a better answer is the best answer.

Our Hall of Fame guidance on how to think more creatively about annual planning goals.

Our Hall Of Fame guidance on how to start setting annual goals, and why we do not like "SMART" goals.

Part 2 of our guidance on rebranding feedback.

A WSJ article says the word “feedback” is too stressful for some, and recommends calling it something else. We disagree.

Part 3 of our guidance on working with an administrative assistant, updated for remote, hybrid, and shared assistants.

Part 2 of our guidance on working with an administrative assistant, updated for remote, hybrid, and shared assistants.

Part 1 of our guidance on working with an administrative assistant, updated for remote, hybrid, and shared assistants.

It's the end of the year. Most managers we know are thinking about the holidays... and annual reviews. After years of managing, training and consulting, we've concluded this is one of the most poorly managed and implemented processes we're aware of. It's not hard to do, but for plenty of (bad) reasons, managers just don't handle this responsibility well. For those few who do, it's an enormous competitive advantage.

It's the end of the year. Most managers we know are thinking about the holidays... and annual reviews. After years of managing, training and consulting, we've concluded this is one of the most poorly managed and implemented processes we're aware of. It's not hard to do, but for plenty of (bad) reasons, managers just don't handle this responsibility well. For those few who do, it's an enormous competitive advantage.

Part 10 of our Manager Tools guidance on how to action Engagement Survey results question by question.

Part 9 of our Manager Tools guidance on how to action Engagement Survey results question by question.

Part 8 of our Manager Tools guidance on how to action Engagement Survey results question by question.

Part 7 of our Manager Tools guidance on how to action Engagement Survey results question by question.

Part 6 of our Manager Tools guidance on how to action Engagement Survey results question by question.

Part 5 of our Manager Tools guidance on how to action Engagement Survey results question by question.

Part 4 of our Manager Tools guidance on how to action Engagement Survey results question by question.

Part 3 of our Manager Tools guidance on how to action Engagement Survey results question by question.

Part 2 of our Manager Tools guidance on how to action Engagement Survey results question by question.

Part 1 of our Manager Tools guidance on how to action Engagement Survey results question by question.

Many directs' common response to negative feedback is to say, "It's not my fault." It's understandable, it's self protective, but it also completely misses the mark of the purpose of feedback. Here's how to handle it.

Almost all managers are scared about giving feedback. But there's a reason to be positive about it: it's just like buying insurance.

Our guidance on having a great handshake.

Sometimes it's easier to mention to everyone on your team when one member of your team messes up. But this is what lazy, ineffective managers do.

Now that you've gotten your engagement survey results back, how do you respond? In this guidance, we take an actual engagement survey, question by question, and show you how to respond to a low score on that question.

Part 2 of our guidance on packing for a business trip.

Part 1 of our guidance on packing for a business trip.

Now that you've gotten your engagement survey results back, how do you respond? In this guidance, we take an actual engagement survey, question by question, and show you how to respond to a low score on that question.

Part 2 of our guidance on how to handle body odor.

Part 1 of our guidance on how to handle body odor.

Part 2 of our guidance on culture core behaviors.

Part 1 of our guidance on culture core behaviors.

Our guidance on thank you notes.

Part 5 our guidance on Engagement Surveys.

Part 4 our guidance on Engagement Surveys.

Part 3 our guidance on Engagement Surveys.

Part 2 our guidance on Engagement Surveys.

Part 1 our guidance on Engagement Surveys.

Part 2 of our MTDISC behavioral effectiveness example one.

Part 1 of our MTDISC behavioral effectiveness example one.

You Don't Deserve a Promotion

There are rules for how to conduct oneself professionally. It's part of a manager's job to teach them to our employees.

Part 4 of our guidance on how to prepare for and communicate a layoff effectively and compassionately.

Part 3 of our guidance on how to prepare for and communicate a layoff effectively and compassionately.

Part 2 of our guidance on how to prepare for and communicate a layoff effectively and compassionately.

Part 1 of our guidance on how to prepare for and communicate a layoff effectively and compassionately.

Culture is an often discussed topic in management and leadership circles. But culture is not what most managers and leaders think.

Part 3 of our guidance on the big 4 of performance communications.

Part 2 of our guidance on the big 4 of performance communications.

Part 1 of our guidance on the big 4 of performance communications.

You're going to get a lot of input as a manager. There are all kinds of reasons for this, but the answer is almost always the same: the first thing to do is nothing.

Part 3 of our chapter two guidance on hiring is not an HR process.

Part 2 of our chapter two guidance on hiring is not an HR process.

Part 1 of our chapter two guidance on hiring is not an HR process.

Our Hall of Fame guidance on how to think more creatively about annual planning goals.

Our Hall Of Fame guidance on how to start setting annual goals, and why we do not like "SMART" goals.

The Manager Tools Interview Creation Tool will make you a better interviewer, and teach your team how to interview.

Part 3 of our guidance on the manager playbook.

Our Hall of Fame guidance on delivering a performance review.

This week, we're re-releasing one of our Hall of Fame casts on how to prepare performance reviews.

Part 2 of our guidance on the manager playbook.

Part 1 of our guidance on the manager playbook.

Our chapter two guidance on improving your chances of being promoted by being a good lieutenant.

Part 2 of our chapter one guidance on improving your chances of being promoted by being a good lieutenant.

Part 1 of our chapter one guidance on improving your chances of being promoted by being a good lieutenant.

Part 2 of our chapter one guidance on project management reporting.

Part 1 of our chapter one guidance on project management reporting.

Too many managers give negative feedback by trying to win an argument about what happened. It never works.

Managers and Directs often have different agendas in our One On Ones. Here's what to do about it.

Everybody thinks content knowledge is what makes for a good presenter. They're wrong, and that's why most of them stink as presenters. Especially trainers: ugh.

Part 2 of our interview with Richard Rumelt, strategy professor at UCLA Anderson and author of Good Strategy/Bad Strategy.

Part 1 of our interview with Richard Rumelt, strategy professor at UCLA Anderson and author of Good Strategy/Bad Strategy.

This cast describes how and why behavior is the primary focus of an effective professional and/or manager.

Our overview of DISC.

Part 2 of our guidance for the 2022 employment market.

Part 1 of our guidance for the 2022 employment market.

In this cast, Mark and Mike talk about their plans for the future of Manager Tools.

Our Hall of Fame guidance on preparing for meetings or presentations where you need to persuade.

If you're trying to change things - and you should be - you're going to experience the Horstman Curve. So you ought to know what it is.

Our Hall of Fame guidance on our first ever management koan.

Part 3 of our guidance on giving feedback to remote directs.

Part 2 of our guidance on giving feedback to remote directs.

Part 1 of our guidance on giving feedback to remote directs.

Part 2 of our response to a recent WSJ article that said annual reviews are a terrible way to evaluate employees.

Part 1 of our response to a recent WSJ article that said annual reviews are a terrible way to evaluate employees.

Our interview with a member of the Manager Tools community to help you understand as a manager, or potentially as an executive, about the kind of relationship you need to have with some of the people who make a difference in your organization and your career.

Part 2 of our guidance on using MTDISC to change your behavior.

Part 1 of our guidance on using MTDISC to change your behavior.

Part 2 of our guidance on how to roll out the MTDISC Behavioral Instrument to your team.

This guidance describes how to roll out the MTDISC Behavioral Instrument to your team.

Our interview with Maggie Tucker, marketing executive and co-host of the friends on FIRE podcast.

Our chapter one guidance on Rules For Directors: Earning Trust.

Part 2 of the executive "War Room" experiences of Trevor Woods, Chief Information Officer, University of Sydney.

Part 1 of the executive "War Room" experiences of Trevor Woods, Chief Information Officer, University of Sydney.

We have launched our own DISC Profile: MTDISC. Here's what it is, why we did it, and what its benefits are.

Part 2 of our guidance on "The Previous Boss Rule".

Part 1 of our guidance on "The Previous Boss Rule".

Part 2 of our guidance on Managerial Economics.

Part 1 of our guidance on Managerial Economics.

The average manager is a terrible interviewer. In this series, we cover the most frequent and egregious mistakes, and how to correct them.

When most people miss a deadline, they prove they don't understand them.

Part 2 of our guidance on what to do when someone claims their feelings are hurt by someone else.

Part 1 of our guidance on what to do when someone claims their feelings are hurt by someone else.

Politics are necessary, and that means the effective manager learns how to compromise. Here are some simple rules.

Part 2 of the "family first" chapter of our continuing series on what to communicate to new directs.

Part 1 of the "family first" chapter of our continuing series on what to communicate to new directs.

Our Hall of Fame guidance on how to think more creatively about annual planning goals.

Our Hall Of Fame guidance on how to start setting annual goals, and why we do not like "SMART" goals.

Everybody thinks HR controls the hiring process. They don't.

In this special edition, Mark discusses management versus leadership with David Wallace, the Deputy Director of Leadership Eduction and Development at the United States Naval Academy.

Our Hall of Fame guidance on delivering a performance review.

This week, we're re-releasing one of our Hall of Fame casts on how to prepare performance reviews.

Our guidance on the rules for measuring.

Part 2 of our guidance on what to do if you are required to conduct panel interviews.

Part 1 of our guidance on what to do if you are required to conduct panel interviews.

How to make your meetings as effective as possible in a hybrid office.

Continuing your Manager Tools One On Ones (MTO3's) in a hybrid office environment.

Here's what your managerial responsibilities are when your company brings its office workers back to the office.

Part 2 of our guidance on coaching is self-development. Managers play an important role, and managers can't make it happen without a willing direct.

Part 1 of our guidance on coaching is self-development. Managers play an important role, and managers can't make it happen without a willing direct.

Performance conversations and career conversations are connected, but also completely different.

Managers play a big role in vaccinations. It's just not what many think it is.

Part 2 of our guidance for how managers introduce training they send their people to.

Part 1 of our guidance for how managers introduce training they send their people to.

Part 2 of our guidance for the 2021 employment market.

Part 1 of our guidance for the 2021 employment market.

A lot of managers implement MTO3's and quickly swear by them. But lots of managers mistakenly talk themselves out of giving feedback. Here's one way to look at it.

Never O'Clock Chapter One

Part 2 of our guidance on how to get more time to focus on your priorities.

Part 1 of our guidance on how to get more time to focus on your priorities.

Part 2 of our guidance for managers who are hesitant to make changes.

Part 1 of our guidance for managers who are hesitant to make changes.

On our 16th Anniversary show, we talk about our origins and what's to come.

Here's what to say to experienced directs who don't want weekly One On Ones.

Part 2 of our guidance on how to communicate prior to missing a deadline.

Part 1 of our guidance on how to communicate prior to missing a deadline.

Part 2 of our guidance on what to tell directs who want to have One On Ones less often than weekly.

Part 1 of our guidance on what to tell directs who want to have One On Ones less often than weekly.

The common way to end meeting discussions, "Is there anything else?" is ineffective.

Part 3 of our Hall Of Fame guidance on effective meetings.

Part 2 of our Hall Of Fame guidance on effective meetings.

Part 1 of our Hall Of Fame guidance on effective meetings.

Part 5 of our review of the data behind our guidance on feedback, which relies on tests we have run over the past nearly 30 years.

Part 4 of our review of the data behind our guidance on feedback, which relies on tests we have run over the past nearly 30 years.

Part 3 of our review of the data behind our guidance on feedback, which relies on tests we have run over the past nearly 30 years.

Part 2 of our review of the data behind our guidance on feedback, which relies on tests we have run over the past nearly 30 years.

Part 1 of our review of the data behind our guidance on feedback, which relies on tests we have run over the past nearly 30 years.

Part 4 of our guidance on feedback dialog.

Part 3 of our guidance on feedback dialog.

Part 2 of our guidance on feedback dialog.

Part 1 of our guidance on feedback dialog.

For any project or initiative you're starting, announce it to your team before you start. Announce it during Zero Week.

Part 3 of our guidance on escalation.

Part 2 of our guidance on escalation.

Part 1 of our guidance on escalation.

When your boss's peer tasks you, or requires work from you, we call that the The Aunt Trap. It used to be The Uncle Trap, but we modernized the reference.

If you're looking for efficiencies, cut out some of the reporting nobody reads anyway. Use Zero-Based Reporting.

Our Hall Of Fame guidance on how to get a better understanding of what your goals are from your boss.

Our Hall of Fame guidance on how to think more creatively about annual planning goals.

Our Hall Of Fame guidance on how to start setting annual goals, and why we do not like "SMART" goals.

Part 4 of our guidance on what to do if a direct repeatedly says no to feedback.

Part 3 of our guidance on what to do if a direct repeatedly says no to feedback.

Our Hall of Fame guidance on delivering a performance review.

This week, we're re-releasing one of our Hall of Fame casts on how to prepare performance reviews.

Part 2 of our guidance on what to do if a direct repeatedly says no to feedback.

Part 1 of our guidance on what to do if a direct repeatedly says no to feedback.

Part 2 of our guidance on what to do when a direct says yes to feedback, but you can tell they don't mean it.

Part 1 of our guidance on what to do when a direct says yes to feedback, but you can tell they don't mean it.

Part 2 of our guidance on decisions, not choices.

Part 1 of our guidance on decisions, not choices.

Part 3 of our guidance on creating organizational hiring criteria. There's more to creating great questions for interviews. You've got to know what and who you want, and how to evaluate answers.

Part 2 of our guidance on creating organizational hiring criteria. There's more to creating great questions for interviews. You've got to know what and who you want, and how to evaluate answers.

Part 1 of our guidance on creating organizational hiring criteria. There's more to creating great questions for interviews. You've got to know what and who you want, and how to evaluate answers.

Part 3 of our guidance on what to do after you get your goals from your boss or your org.

Part 2 of our guidance on what to do after you get your goals from your boss or your org.

Part 1 of our guidance on what to do after you get your goals from your boss or your org.

You've kept your network warm by staying in touch. If you see an opportunity through them, reach out.

Too many of us managers think that "someone just doing their jobs" isn't worthy of praise, or positive feedback, or even just a simple thanks. We're wrong. Thanks matter.

Part 2 of our guidance on number ten of the top ten hiring mistakes: Being Surprised.

Part 1 of our guidance on number ten of the top ten hiring mistakes: Being Surprised.

Part 3 of our guidance on performance communication between bosses and directs that has come under attack in the past couple of years. Some say performance reviews don't work. Some say delivering performance communications doesn't work. They're completely wrong.

Part 2 of our guidance on performance communication between bosses and directs that has come under attack in the past couple of years. Some say performance reviews don't work. Some say delivering performance communications doesn't work. They're completely wrong.

Part 1 of our guidance on performance communication between bosses and directs that has come under attack in the past couple of years. Some say performance reviews don't work. Some say delivering performance communications doesn't work. They're completely wrong.

Lots of Interviews are being conducted via Zoom. Here's how.

On our 15th Anniversary show, we review some brief history of Manager Tools, and talk about our new license promotion honoring our initial offering.

Internal Talent Markets should be nearly frictionless. That starts with how each manager communicates the internal to our directs.

Part 2 of our guidance about how to present or train on Zoom.

Part 1 of our guidance about how to present or train on Zoom.

Part 2 of our guidance on flavor of the month pushback.

Part 1 of our guidance on flavor of the month pushback.

A lot of managers want to do One On Ones with their directs' directs, also known as skips. This is a bad idea.

Part 2 of our guidance recommending NOT announcing a colleague’s failure without a courtesy notification.

Part 1 of our guidance recommending NOT announcing a colleague’s failure without a courtesy notification.

Part 2 of our guidance on how to prepare for the coming hiring market upturn.

Part 1 of our guidance on how to prepare for the coming hiring market upturn.

This cast describes how to interview effectively during a downturn, particularly for difficult to fill positions.

This cast discusses a way to build your recruiting "bench" during market downturns.

This cast helps you word your request to your network for help with looking for a new opportunity.

This cast explains how to handle exit interviews.

Part 2 of our guidance on how to create and use a Career Management Document as a key part of your career management system.

COVID: Systematic Career Documentation - Part 1

This cast explains how to respond to the announcement of impending layoffs at your firm.

Part 2 of our guidance on the signs to look out for that indicate layoffs are coming.

Part 1 of our guidance on the signs to look out for that indicate layoffs are coming.

This cast explains how to improve an especially important relationship during economic downturns: your boss's peers.

This cast describes the reasons why leaving your company or industry in a downturn CAN be a bad idea, and recommends options to consider in those situations.

This cast describes how to combat the normal tendency of directs to communicate LESS during a downturn.

A rerelease of our guidance on how to conduct layoffs efficiently, with candor and compassion, which addresses problems related to headcount and budget reductions that you may now be facing as a manager because of COVID-19 (Coronavirus).

Part 3 of our guidance related to how we at Manager Tools addressed the COVID pandemic, and the coming dangerous economic aftermath.

Part 2 of our guidance related to how we at Manager Tools addressed the COVID pandemic, and the coming dangerous economic aftermath.

Part 1 of our guidance related to how we at Manager Tools addressed the COVID pandemic, and the coming dangerous economic aftermath.

We continue our guidance about managing in the time of COVID-19.

Part 2 of our guidance on managing during a pandemic, such as COVID-19 (Coronavirus), or a similar international crisis.

Part 1 of our guidance on managing during a pandemic, such as COVID-19 (Coronavirus), or a similar international crisis.

A rerelease of part 2 of our guidance on preparing for a staffing decision meeting, which addresses problems related to headcount and budget reductions that you may now be facing as a professional or manager because of coronavirus.

A rerelease of part 1 of our guidance on preparing for a staffing decision meeting, which addresses problems related to headcount and budget reductions that you may now be facing as a professional or manager because of coronavirus.

A rerelease of part 2 of our guidance on budget management in a downturn, which addresses problems related to headcount and budget reductions that you may now be facing as a professional or manager because of coronavirus.

Coronavirus Guidance - Race, Don't Chase - Part 1

A rerelease of of our guidance on contributing to the team when working remotely, which addresses problems related to working from home and managing remote employees that you may now be facing because of coronavirus.

A rerelease of of our guidance on getting results when working remotely, which addresses problems related to working from home and managing remote employees that you may now be facing because of coronavirus.

A rerelease of part 2 of our guidance on how to work with a remotely located manager, which addresses problems related to working from home and managing remote employees that you may now be facing because of coronavirus.

A rerelease of part 1 of our guidance on how to work with a remotely located manager, which addresses problems related to working from home and managing remote employees that you may now be facing because of coronavirus.

A rerelease of part 2 of our guidance on managing distant team members, which addresses problems related to working from home and managing remote employees that you may now be facing because of coronavirus.

A rerelease of part 1 of our guidance on managing distant team members, which addresses problems related to working from home and managing remote employees that you may now be facing because of coronavirus.

A rerelease of our guidance on phone One on Ones, which addresses problems related to working from home and managing remote employees that you may now be facing because of coronavirus.

The common wisdom about work-family balance is wrong. We're asking the wrong question.

Training is the go-to answer for skill development. But training isn't really what you want.

Our Hall Of Fame guidance on capturing interview results in a fast and simple meeting.

Part 2 of our guidance on small project management deliverables basics.

Part 1 of our guidance on small project management deliverables basics.

Part 2 of our guidance for managers and directs expressing concern that Manager Tools' Trinity guidance is formulaic, and not authentic. Here's how to think through those concerns, and/or address them from a colleague.

Part 1 of our guidance for managers and directs expressing concern that Manager Tools' Trinity guidance is formulaic, and not authentic. Here's how to think through those concerns, and/or address them from a colleague.

The data on how race and gender affect behaviors and outcomes for the Manager Tools trinity.

Part 2 of our guidance on reducing interviewee stress. Adding more stress to a candidate reduces the effectiveness of your interview process. Don't do it.

Our Hall of Fame guidance on how to think more creatively about annual planning goals.

Our Hall Of Fame guidance on how to start setting annual goals, and why we do not like "SMART" goals.

Part 1 of our guidance on reducing interviewee stress. Adding more stress to a candidate reduces the effectiveness of your interview process. Don't do it.

Part 2 of our Hall Of Fame guidance on how to teach directs how to interview candidates for hiring.

Part 1 of our Hall Of Fame guidance on how to teach directs how to interview candidates for hiring.

Our Hall of Fame guidance on delivering a performance review.

This week, we're re-releasing one of our Hall of Fame casts on how to prepare performance reviews.

Our Hall Of Fame guidance on the secret to reinvigorating a stalled technical career.

There are some rarely forgivable interviewing mistakes that justify ruling a candidate out even when there are good reasons to hire them. Lack of preparation is one of them.

Mark and Mike talk about what happened at the Manager Tools 2019 inaugural M Conference.

Part 2 of our examples of how to respond to different kinds of pushback to feedback.

Our Hall Of Fame guidance on effective and ineffective ways to notify a candidate you’ve interviewed that you won’t be offering them.

Part 1 of our examples of how to respond to different kinds of pushback to feedback.

An interview with Mark Horstman about his new book, The Effective Hiring Manager.

Using consensus as a decision making tool is a bad idea for managers.

Feedback is about behavior. It's not a personal attack.

New team members need guidance about your key issues early on. This is a continuation of our series about messages that shouldn't wait.

Part 3 of our guidance on what leaders do to take their meetings to the next level.

Part 2 of our guidance on what leaders do to take their meetings to the next level.

Part 1 of our guidance on what leaders do to take their meetings to the next level.

Give your team advance knowledge of emergent changes with a Warning Order.

Part 2 of our guidance on what to do if you're forbidden from doing One On Ones.

Part 1 of our guidance on what to do if you're forbidden from doing One On Ones.

Part 2 of our Hall of Fame guidance on how to make a job offer to a candidate.

The M Conference is our new in-person development opportunity, looking to your future in management.

Part 1 of our Hall of Fame guidance on how to make a job offer to a candidate.

Part 2 of our 14th anniversary review of mistakes.

Part 1 of our 14th anniversary review of mistakes.

Part 4 of our guidance on what to do when directs ask how they can get promoted. Rather than get frustrated, give them a professional answer.

Part 3 of our guidance on what to do when directs ask how they can get promoted. Rather than get frustrated, give them a professional answer.

Part 2 of our guidance on what to do when directs ask how they can get promoted. Rather than get frustrated, give them a professional answer.

Part 1 of our guidance on what to do when directs ask how they can get promoted. Rather than get frustrated, give them a professional answer.

Part 2 of our guidance on why one to one interviews aren't as risky as so many fear.

Part 1 of our guidance on why one to one interviews aren't as risky as so many fear.

Part 4 of our compendium of guidance on email.

Part 3 of our compendium of guidance on email.

Part 2 of our compendium of guidance on email.

Part 1 of our compendium of guidance on email.

Sometimes a new boss asks for "candor." In general, caution is warranted initially.

Sometimes a new boss asks for "candor." In general, caution is warranted initially.

Two of the most common mistakes managers make with One-On-Ones is not following up on topics of conversations and not following through on their commitment to do them at all.

When someone new joins your team, we recommend you communicate early about your key priorities. One of those must be communication.

Our Hall of Fame guidance on how to share shortcomings in evaluations like reviews and interviews.

Part 2 of our guidance where we don't recommend you use Role Power very often. But when you do, it's good to know it's more powerful than you realize.

Part 1 of our guidance where we don't recommend you use Role Power very often. But when you do, it's good to know it's more powerful than you realize.

How important is a candidate's ability to use and remember names in an interview?

Part 4 of our review of the data backing our guidance on One-On-Ones.

Part 3 of our review of the data backing our guidance on One-On-Ones.

Part 2 of our review of the data backing our guidance on One-On-Ones.

Part 1 of our review of the data backing our guidance on One-On-Ones.

Human Resources often conducts phone screens of job opening candidates. Some times this is okay, but usually it's not.

Our guidance on how to use RoadMap to coach your team members and delegate to your directs.

This Hall of Fame cast explains how to capture interview results in a fast and simple meeting.

This Hall of Fame cast shares our most important principle in The Manager Tools Effective Hiring Process: Set the Bar HIGH.

Some folks push back against our feedback model because it's "nitpicking." It's not. Here's why.

Some folks push back against our feedback model because it's "nitpicking." It's not. Here's why.

If you've ever wondered whether what you're going through is normal, 'Is It Normal' will help you sort things out. Lots of us wonder if our experience is different enough from others that we should do something about it.

If you've ever wondered whether what you're going through is normal, 'Is It Normal' will help you sort things out. Lots of us wonder if our experience is different enough from others that we should do something about it.

Our Hall of Fame guidance on delivering a performance review.

This week, we're re-releasing one of our Hall of Fame casts on how to prepare performance reviews.

'Hire Slow, Fire Fast' is catchy. And wrong.

'Hire Slow, Fire Fast' is catchy. And wrong.

Uncommunicated processes are tyranny. Full stop.

Uncommunicated processes are tyranny. Full stop.

Part 4 of our overview of Case Study Interview techniques, questions, and preparation.

Part 3 of our overview of Case Study Interview techniques, questions, and preparation.

Part 2 of our overview of Case Study Interview techniques, questions, and preparation.

Part 1 of our overview of Case Study Interview techniques, questions, and preparation.

Part 2 of our responses to listeners' recommendations to the Inaugural MT Case Study, and reveal what actually happened.

We respond to listeners' recommendations to the Inaugural MT Case Study, and reveal what actually happened.

The Manager Tools Inaugural Interactive Case Study.

What are case studies? Taught in part with the Manager Tools Inaugural Interactive Case Study.

Part 4 of the the sixth chapter of our guidance on politics. Don't play politics. Build relationships. It's the same thing.

Part 3 of the the sixth chapter of our guidance on politics. Don't play politics. Build relationships. It's the same thing.

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.

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.

Our Hall of Fame cast that describes how to create a simple behavioral interview question.

If you're an executive, you probably think training is for your organization, but not you. You're partially right, but mostly wrong.

How come executives don't do all the stuff managers do? How come they don't attend training but expect managers to? There's a reason.

How come executives don't do all the stuff managers do? How come they don't attend training but expect managers to? There's a reason.

If you want to ensure the right things are getting done, one of the easiest things to do is start asking the right questions.

RoadMap is the revolutionary new interactive app to help you become an effective manager. Here's what it is and how to use it.

Part 4 of our guidance on a simple way to structure an entire performance review system for any organization.

Part 3 of our guidance on a simple way to structure an entire performance review system for any organization.

Part 2 of our guidance on a simple way to structure an entire performance review system for any organization.

Our Hall of Fame guidance on the basics of calendar management.

For the holidays, we're re-releasing one of our Hall of Fame casts ... the Pre-wire. This cast describes a way to prepare for meetings or presentations where you need to persuade.

Part 1 of our guidance on a simple way to structure an entire performance review system for any organization.

Part 4 of our guidance regarding the trend among businesses to get rid of their performance review system. This is dumb. Don't do it.

Part 3 of our guidance regarding the trend among businesses to get rid of their performance review system. This is dumb. Don't do it.

Our Hall of Fame guidance on delivering a performance review.

This week, we're re-releasing one of our Hall of Fame casts on how to prepare performance reviews.

Part 2 of our guidance regarding the trend among businesses to get rid of their performance review system. This is dumb. Don't do it.

Part 1 of our guidance regarding the trend among businesses to get rid of their performance review system. This is dumb. Don't do it.

Part 2 of our guidance on creating and using a performance review form if your company doesn't have one.

Part 1 of our guidance on creating and using a performance review form if your company doesn't have one.

If you struggle with asking, "Can I give you some feedback?", there's another way.

A lot of managers try to psychoanalyze their directs. Don't bother. We're all terrible at it.

A lot of managers try to psychoanalyze their directs. Don't bother. We're all terrible at it.

Our guest Wade Foster, CEO of Zapier, shares his experience with Manager Tools.

Part 3 of our guidance on how to stay focused on your priorities and get more done.

Part 2 of our guidance on how to stay focused on your priorities and get more done.

Part 1 of our guidance on how to stay focused on your priorities and get more done.

How to brief your directs when you're starting One On Ones.

When someone new joins your team, we recommend you communicate early about your key priorities.

Part 2 of our second chapter on directs resisting One On Ones.

Part 1 of our second chapter on directs resisting One On Ones.

Part 3 of our guidance on how to guide or help a direct when feedback doesn't work and coaching isn't necessary.

Part 2 of our guidance on how to guide or help a direct when feedback doesn't work and coaching isn't necessary.

Part 1 of our guidance on how to guide or help a direct when feedback doesn't work and coaching isn't necessary.

How to qualify your ability to help someone during a job/career transition.

Part 3 of our guidance on asking and evaluating the weakness question when interviewing candidates.

Part 2 of our guidance on asking and evaluating the weakness question when interviewing candidates.

Part 1 of our guidance on asking and evaluating the weakness question when interviewing candidates.

Part 2 of our guidance on what to do if your direct disagrees with you privately.

Part 1 of our guidance on what to do if your direct disagrees with you privately.

What to do as a new manager when you're in danger of losing staff who are critical to your team.

Email is useful but much more narrowly than most managers think.

Email is useful but much more narrowly than most managers think.

How to maintain trusting relationships when things go wrong.

Part 2 of our guidance on how to SIMPLY measure whether or not managers who work for you are doing One On Ones.

Part 1 of our guidance on how to SIMPLY measure whether or not managers who work for you are doing One On Ones.

Part 2 of our guidance on what you can do when a direct refuses or disagrees with a reasonable request: Use The Manager Tools Middleman Test.

Part 1 of our guidance on what you can do when a direct refuses or disagrees with a reasonable request: Use The Manager Tools Middleman Test.

If you think you're a "working manager", and that's harder somehow, you're wrong.

Our Hall of Fame guidance on how to give a great handshake.

Just because your people "are too busy" doesn't mean it's time to add more.

Part 5 of our guidance on using The Responsibility Ladder to teach directs how to go from handling individual tasks to managing their own work independently.

Part 4 of our guidance on using The Responsibility Ladder to teach directs how to go from handling individual tasks to managing their own work independently.

Part 3 of our guidance on using The Responsibility Ladder to teach directs how to go from handling individual tasks to managing their own work independently.

Part 2 of our guidance on using The Responsibility Ladder to teach directs how to go from handling individual tasks to managing their own work independently.

Part 1 of our guidance on using The Responsibility Ladder to teach directs how to go from handling individual tasks to managing their own work independently.

How to handle your One On One with your directs after you've had a disagreement with them, or a conflict.

Part 3 of our guidance on how to lead a group from a blank slate to a choice on where to focus on future.

Part 2 of our guidance on how to lead a group from a blank slate to a choice on where to focus on future.

Part 1 of our guidance on how to lead a group from a blank slate to a choice on where to focus on future.

You can and often should deliver a different message verbally than your written comments on a performance review. The key is to moderate your written comments with "Less Absolute Value."

Part 2 of our Hall of Fame guidance on running your staff meeting.

Part 1 of our Hall of Fame guidance on running your staff meeting.

Part 2 of our guidance on what kind of jokes you can and can't tell as a manager and professional. And why.

Part 1 of our guidance on what kind of jokes you can and can't tell as a manager and professional. And why.

Is This Normal? Episode 2

In this bonus podcast, Mark comments on the recent Wall Street Journal article that featured Manager Tools.

How to provide some guidance or corrective input when feedback might be more than enough, or to ease a less experienced direct into a performance culture.

Part 2 of our Hall of Fame guidance on delivering a performance review.

Part 1 of our Hall of Fame guidance on delivering a performance review.

Part 2 of one of our Hall of Fame casts on how to prepare performance reviews.

This week, we're re-releasing one of our Hall of Fame casts on how to prepare performance reviews (part 1).

Part 2 of our guidance on effective ways to get input for decisions in meetings.

Part 1 of our guidance on effective ways to get input for decisions in meetings.

It's unprofessional to deliver new information to a direct in a performance review.

Don't rank candidates as you are interviewing, individually or collectively. It biases the hiring process.

In today's fast and flat world, ideas are becoming critical competitive advantages. Managers - and many others - need to be good at getting the most and best ideas from themselves and their teams. This cast tells you how.

There are two general reasons to consider firing someone. Only one of them is "job performance." The other is tearing down the team.

Perhaps the most frequently asked question at conferences about rolling out the tools in the Management Trinity is why we recommend waiting three weeks. Here's why.

Our guidance regarding what is normal in professional and organizational life.

How to define a direct's "bad attitude" in terms of behaviors, to encourage them to change them.

Too many of us follow an unanswered email with another email. That's the definition of insanity: doing the same thing and expecting different results.

How to handle the politically delicate moment when you're asked to talk about a difficult person or situation.

Most managers have too high a standard for giving positive feedback. Here are some simple examples.

The common response to questions about status is, "Fine." This isn't acceptable or effective.

Even though great interviewers are looking for reasons to say no doesn't mean they aren't forgiving of mistakes in interviews.

What to do when people are on their phones/laptops during meetings, or doing anything else counterproductive to the meeting.

One of the biggest mistakes in interviewing candidates is using panel interviews. Here's why.

Part 2 of our series on change efforts. If you want your organization to follow you in change efforts - whether it's rolling out the Trinity or anything else - you've got to do 2 things at a minimum: model the behavior, and measure it.

If you want your organization to follow you in change efforts - whether it's rolling out the Trinity or anything else - you've got to do 2 things at a minimum: model the behavior, and measure it.

Never introduce a managerial change without first introducing that change. If you're going to make a change to how you manage your team, it works far better to tell them what you're doing in advance.

Never introduce a managerial change without first introducing that change. If you're going to make a change to how you manage your team, it works far better to tell them what you're doing in advance.

Part 6 of our guidance on how to scan a resume to decide whether or not to phone screen a job candidate.

Part 5 of our guidance on how to scan a resume to decide whether or not to phone screen a job candidate.

Part 4 of our guidance on how to scan a resume to decide whether or not to phone screen a job candidate.

Part 3 of our guidance on how to scan a resume to decide whether or not to phone screen a job candidate.

Part 2 of our guidance on how to scan a resume to decide whether or not to phone screen a job candidate.

Part 1 of our guidance on how to scan a resume to decide whether or not to phone screen a job candidate.

Part 2 of our guidance on the foundations of presentation mastery.

Part 1 of our guidance on the foundations of presentation mastery.

Part 3 of our guidance on how to get a better understanding of what your goals are from your boss.

Part 2 of our guidance on how to get a better understanding of what your goals are from your boss.

Part 1 of our guidance on how to get a better understanding of what your goals are from your boss.

This week, we're re-releasing part 2 of one of our Hall of Fame casts on our recommendations for an effective teleconference meeting, or conference call.

This week, we're re-releasing one of our Hall of Fame casts on our recommendations for an effective teleconference meeting, or conference call.

This week, we're re-releasing one of our Hall of Fame casts on feedback and the shot across the bow.

This week, we're re-releasing part 2 of one of our Hall of Fame casts on mergers and acquisitions.

This week, we're re-releasing part 1 of one of our Hall of Fame casts on mergers and acquisitions.

Part 2 of our guidance on what to do if your direct keeps saying no when you ask if they're open to feedback.

Part 1 of our guidance on what to do if your direct keeps saying no when you ask if they're open to feedback.

Part 3 of our guidance on how to transition from talking about ideas and plans and projects in a general way to talking about the specifics of getting the work done.

Part 2 of our guidance on how to transition from talking about ideas and plans and projects in a general way to talking about the specifics of getting the work done.

Part 1 of our guidance on how to transition from talking about ideas and plans and projects in a general way to talking about the specifics of getting the work done.

Part 2 of our guidance on how to teach directs how to interview candidates for hiring.

Part 1 of our guidance on how to teach directs how to interview candidates for hiring.

Our guidance on how long to wait before giving negative feedback to a direct.

Part 4 of our guidance on phone screen interviews. Before you bring a hiring candidate for a full day of interviews, phone screen your potential candidates to narrow the field even further. Here's how.

This week, we're re-releasing one of our Hall of Fame casts on on delivering a performance review (part 2).

This week, we're re-releasing one of our Hall of Fame casts on on delivering a performance review (part 1).

This week, we're re-releasing one of our Hall of Fame casts on how to prepare performance reviews (part 2).

This week, we're re-releasing one of our Hall of Fame casts on how to prepare performance reviews (part 1).

Part 3 of our guidance on phone screen interviews. Before you bring a hiring candidate for a full day of interviews, phone screen your potential candidates to narrow the field even further. Here's how.

Part 2 of our guidance on phone screen interviews. Before you bring a hiring candidate for a full day of interviews, phone screen your potential candidates to narrow the field even further. Here's how.

Part 1 of our guidance on phone screen interviews. Before you bring a hiring candidate for a full day of interviews, phone screen your potential candidates to narrow the field even further. Here's how.

This week, we're re-releasing one of our Hall of Fame casts on assigning work and reporting.

When your directs tell you, "I'm working on X, and Y, and Z," it's often a sign that they lack detailed deliverables and deadlines. Here's how to encourage them to deliver.

Submitting a report that will raise eyebrows or cause concerns carries with it the responsibility to communicate additionally the what and why to your boss.

Your door as a manager doesn't have to *always* be open. More often than not, yes...but it's okay to say no to impromptu requests. Here's how.

We're proud to announce the availability of the new Manager Tools Mobile App.

This week, we're re-releasing one of our Hall of Fame casts on employee retention.

This week, we're re-releasing one of our Hall of Fame casts on the Late Stage Coaching Model.

The conclusion of our guidance for how to plan an offsite meeting.

Part 4 of our guidance for how to plan an offsite meeting.

Part 3 of our guidance for how to plan an offsite meeting.

Part 2 of our guidance for how to plan an offsite meeting.

Our guidance for how to plan an offsite meeting.

How Directors can easily measure their subordinate manager's implementation of feedback.

You DON'T have to hire immediately when you have an opening. The strategic-thinking Effective Manager considers other options first. That's what your CEO wants you to do.

New Directs need guidance on how to start on the right foot. We recommend a series of meetings in their first weeks, one of which makes clear: you have to create and maintain trusting relationships within the organization to succeed.

Explaining your Leader's Intent - the "why" of the work - allows more individual decision making and speeds up results.

Explaining your Leader's Intent - the "why" of the work - allows more individual decision making and speeds up results.

Mark's July 2015 USI Speech in Paris

How to ask questions of a direct who doesn't communicate during One on Ones, and why this approach is NOT micromanaging.

How to ask questions of a direct who doesn't communicate during One on Ones, and why this approach is NOT micromanaging.

We recommend spending time with each new member of your team encouraging them to tell the truth, and not be afraid of not knowing how to do something or the standard way of doing something in their new role.

We recommend spending time with each new member of your team encouraging them to tell the truth, and not be afraid of not knowing how to do something or the standard way of doing something in their new role.

For the holidays, we're re-releasing one of our Hall of Fame casts ... the Pre-wire. This cast describes a way to prepare for meetings or presentations where you need to persuade.

The definition of an Effective Manager is to achieve results while retaining your team members.

The definition of an Effective Manager is to achieve results while retaining your team members.

Not everyone on your team wants to go along with every change you want to create. Luckily, you don't have to win over everyone.

Some directs will tell you they don't have time for One on Ones. They're wrong, for all kinds of reasons. Here's what to say to get them over the hump.

Some directs will tell you they don't have time for One on Ones. They're wrong, for all kinds of reasons. Here's what to say to get them over the hump.

Part 2 of our series on how to plan for and take an effective vacation.

More details about the Effecive Manager Video Course.

How to plan for and take an effective vacation.

The conclusion of our series on how to tell when complaining from a direct about the company is becoming malignant, and how to address it.

How to tell when complaining from a direct about the company is becoming malignant, and how to address it.

Managing a rule-following, process focused perfectionist can be infuriating if you don't share their interest in details and data. How can you help a perfectionist "High C" be more effective in a world where deadlines and people matter?

Managing a rule-following, process focused perfectionist can be infuriating if you don't share their interest in details and data. How can you help a perfectionist "High C" be more effective in a world where deadlines and people matter?

Announcing the Effecive Manager Video Course.

Our guidance on how to make One on Ones more conversational.

The inaugural episode of our Hall of Fame Series: Our guidance on One on Ones.

The conclusion of our guidance on how to respond to a request for a raise.

The second part of our guidance on how to respond to a request for a raise.

Our guidance on how to respond to a request for a raise.

The conclusion of our guidance on how to regain control of a calendar that is regularly full of back to back meetings.

Our guidance on how to regain control of a calendar that is regularly full of back to back meetings.

The conclusion of our guidance on how to delegate meeting attendance, to address a chronically overbooked calendar.

Our guidance on how to delegate meeting attendance, to address a chronically overbooked calendar.

The conclusion of our series on how to handle the situation where you got a "promotion" but didn't get the title/raise that should have gone with it.

How to handle the situation where you got a "promotion" but didn't get the title/raise that should have gone with it.

Our guidance on your obligation to proactively communicate when your projects or tasks are at risk in some way.

How to take meeting notes and distribute them within 30 seconds of a meeting.

We recommend you create, maintain, and periodically test a telephone alert system or "Phone Tree" for use in exigencies.

How to get the most out of sending a direct report to an industry conference.

How to get the most out of sending a direct report to an industry conference.

Your calendar is not a puzzle, with perfectly interlocking pieces. It’s a soup.

Part 4 of the example of our Effective Relationships Series - How to work with a direct who is a High C, if you are a High D.

Part 3 of the example of our Effective Relationships Series - How to work with a direct who is a High C, if you are a High D.

Part 2 of the example of our Effective Relationships Series - How to work with a direct who is a High C, if you are a High D.

An example of our Effective Relationships Series - How to work with a direct who is a High C, if you are a High D.

There are effective and ineffective ways to notify a candidate you've interviewed that you won't be offering them.

There are effective and ineffective ways to notify a candidate you've interviewed that you won't be offering them.

You don't have to say the word "feedback" to give feedback in the MT model. But we do recommend you ask first.

The conclusion of our guidance to never make a counter-offer to an employee who has a competing offer.

Part 2 of our series on our guidance to never make a counter-offer to an employee who has a competing offer.

Never make a counter-offer to an employee who has a competing offer.

Part of our periodic series with rules about how to professionally handle email.

When decisions are made you may disagree with, you must communicate the decision supportively both in public and in private.

When decisions are made you may disagree with, you must communicate the decision supportively both in public and in private.

How to adjust a standing agenda for a recurring meeting

The conclusion of our series on why and how to get mentors for your directs.

Why and how to get mentors for your directs.

It's okay to tell your directs how you feel (within professional limits) when giving them feedback.

When your directs want you to adjudicate a fight, start by asking, "Have you talked to them?"

We answer recurring questions from the field.

A brief message from Mark about our upcoming conferences.

The conclusion of our series on how to manage the time you're given during a meeting.

How to manage the time you're given during a meeting.

Just saying, "Thank you," is an enormously powerful form of feedback.

To better be able to delegate parts of your job, it's best to be transparent about your job.

To better be able to delegate parts of your job, it's best to be transparent about your job.

In this podcast, we answer the question, "How can HR improve Manager Tools' impression of them?"

The first thing an effective manager does when a disaster strikes is to check on the safety of your people. People trump all organizational and operational needs.

Our recommendations on what to do when you are feeling angry with your direct.

Don't schedule meetings on Monday mornings. Meetings slow people down.

How to respond if your boss tells you he/she doesn’t agree with you doing One on Ones.

Part 3 of Dani's best management story about how she used the Manager Tools Trinity to terminate a poor performer in an organization where "you can't fire anyone."

Part 2 of Dani's best management story about how she used the Manager Tools Trinity to terminate a poor performer in an organization where "you can't fire anyone."

Dani's best management story about how she used the Manager Tools Trinity to terminate a poor performer in an organization where "you can't fire anyone."

Doing "favors" for colleagues is an important part of the political/relationship culture in all organizations. It pays to give and to receive them.

Doing "favors" for colleagues is an important part of the political/relationship culture in all organizations. It pays to give and to receive them.

Learn to ask your directs, "What do YOU think?" when they come to you with problems. THAT is the simple way to develop their skills – have them learn new ones.

How many people the average manager can supervise, and what rules to apply when creating team sizes.

Don't vote against a plan or decision if you're the only one doing so, unless it's for ethics or principles (and it usually isn't).

Don't vote against a plan or decision if you're the only one doing so, unless it's for ethics or principles (and it usually isn't).

The best way to help colleagues and fellow managers with their employees is to insist on behaviors. But most managers don't think this way.

How To Document Performance - Part 2.

How To Document Performance.

The conclusion of our series on how to write a simple job description.

How to write a simple job description.

Assume positive intent when analyzing the actions of others, especially directs.

Certain emails DO justify reading them with some urgency. The key is keeping a very short list.

Never ask how a project is going. You'll get information that isn't helpful…and it's your fault. Ask for status, and define what status is.

This guidance recommends extending short coaching deadlines when your directs show that they can meet them, and keeping deadlines flexible based on performance.

This guidance describes how to communicate lateness for one's responsibilities.

Executives are often vague or indirect in giving feedback. One way they do so is to say, "You might want to think about..."

The conclusion of our recommendation of using Visual Record-Keeping for meetings that require collaboration and discussion about future plans and discussions (versus historical discussions like status reporting).

This guidance recommends using Visual Record-Keeping for meetings that require collaboration and discussion about future plans and discussions (versus historical discussions like status reporting).

This guidance describes why not to change the metrics you use for your team's behaviors.

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

This guidance describes what to do when a direct repeatedly says no to delegation asks.

This guidance describes how to interact with a direct who resists or refuses more, new, or different work because they're "comfortable where they are", or "not interested in promotion."

How to be more effective by planning for your enemies' inevitable efforts to undermine you.

This guidance describes why your day "gets away from" you, and how to schedule more effectively.

The conclusion of our guidance on how – and why – to hire "overqualified" candidates.

Part 3 of our guidance on how – and why – to hire "overqualified" candidates.

This cast continues our guidance on how – and why – to hire "overqualified" candidates.

This guidance describes how – and why – to hire overqualified candidates.

The conclusion of our guidance recommending NOT announcing a colleague’s failure without a courtesy notification.

This guidance recommends NOT announcing a colleague’s failure without a courtesy notification.