Manager Tools

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.