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Podcasts · Business

Manager Tools

Manager Tools

300 episodes

Tired of management theory? Want to learn specific skills to help improve your management performance? Then Manager Tools is the podcast for you! Manager Tools is a weekly business podcast focused on helping professionals become more effective managers and leaders. Each week, we discuss specific actions for professionals to take to achieve their desired management and career objectives. Manager Tools won Best Business Podcast Award in 2006, 2007, 2008, and 2012 as well as the People's Choice Award in 2008. Find more at http://www.manager-tools.com/

Episodes page 3 of 6

  1. Delivering the Performance Review - HOF 2024

    Our Hall of Fame guidance on delivering a performance review.

  2. Preparing Performance Reviews - HOF 2024

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

  3. How To Get Subordinate Managers To Do One On Ones - Part 1

    How To Get Subordinate Managers To Do One On Ones

  4. The Goal Of An Interview Is To Create A DECISION

    Our guidance on the reason for interviewing

  5. The Feedback Sandwich

    Our guidance on the Feedback Sandwich.

  6. "Is That What You Want” - Not Recommended

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

  7. Celebrate Yellow Tasks - Part 2

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

  8. Celebrate Yellow Tasks - Part 1

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

  9. What If Your Direct Says No To Change?

    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…

  10. How To Respond To A Grievance - Part 4

    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…

  11. How To Respond To A Grievance - Part 3

    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…

  12. How To Respond To A Grievance - Part 2

    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…

  13. How To Respond To A Grievance - Part 1

    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…

  14. What Number Twos Do - And Why - Part 2

    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…

  15. What Number Twos Do - And Why - Part 1

    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…

  16. Top Ten Hiring Mistakes - #9 - Comparing Candidates

    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…

  17. "You're Asking For The Wrong Thing"

    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…

  18. Interviewing Is NOT A Two Way Street

    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…

  19. Manager Tools Delegation Model - Updated

    Our updated guidance on the Manager Tools Delegation Model.

  20. Manager Tools Coaching Model - Updated - Part 3

    Part 3 of our updated guidance on the Manager Tools Coaching Model.

  21. Manager Tools Coaching Model - Updated - Part 2

    Part 2 of our updated guidance on the Manager Tools Coaching Model.

  22. Manager Tools Coaching Model - Updated - Part 1

    Part 1 of our updated guidance on the Manager Tools Coaching Model.

  23. The Manager Tools Chatbot - Great Management Advice

    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.

  24. Rolling Out The Trinity - Updated - Part 3

    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…

  25. Rolling Out The Trinity - Updated - Part 2

    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…

  26. Rolling Out The Trinity - Updated - Part 1

    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…

  27. Manager Tools Feedback Model - Updated - Part 3

    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…

  28. Manager Tools Feedback Model - Updated - Part 2

    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…

  29. Manager Tools Feedback Model - Updated - Part 1

    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…

  30. Manager Tools One On Ones - Updated - Part 3

    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…

  31. Manager Tools One On Ones - Updated - Part 2

    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…

  32. Manager Tools One On Ones - Updated - Part 1

    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…

  33. The Proactive Manager - Chapter 2 - Meetings - Part 2

    Part 2 of our chapter two guidance on meetings for the proactive manager.

  34. The Proactive Manager - Chapter 2 - Meetings - Part 1

    Part 1 of our chapter two guidance on meetings for the proactive manager.

  35. The Proactive Manager - Chapter 1 - Reporting - Part 2

    Part 2 of our chapter one guidance on reporting for the proactive manager.

  36. The Proactive Manager - Chapter 1 - Reporting - Part 1

    Part 1 of our chapter one guidance on reporting for the proactive manager.

  37. How To Choose a Managerial Successor - Part 2

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

  38. How To Choose a Managerial Successor - Part 1

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

  39. The Power of Understanding In Relationships - Part 2

    Part 2 of our guidance on what to do when we don't understand in relationships.

  40. Getting Chewed Out In Public

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

  41. The Power of Understanding In Relationships - Part 1

    Part 1 of our guidance on what to do when we don't understand in relationships.

  42. "My Directs Are Too Busy" - Part 2

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

  43. "My Directs Are Too Busy" - Part 1

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

  44. How To Handle A Sudden Demotion

    Our guidance on how to handle a sudden demotion.

  45. Educate Your Directs On Performance Reviews Early - Part 2

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

  46. Educate Your Directs On Performance Reviews Early - Part 1

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

  47. Salary Discussions 2x2 Matrix Tool - Part 2

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

  48. Salary Discussions 2x2 Matrix Tool - Part 1

    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.

  49. Yes Or No Questions (YONKERS)

    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"…

  50. Assumptive Goal Setting - HOF 2024

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

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