Manager Tools

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.