Manager Tools

One of the stupid mistakes that almost all organizations have made over the past 50 years is separating performance from "behavior." The modern organizational language has "behavior" separate from performance. Which is dumb.

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One of the stupid mistakes that almost all organizations have made over the past 50 years is separating performance from "behavior." The modern organizational language has "behavior" separate from performance. Which is dumb.

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

Available in person or virtual, join us at an Effective Manager Conference: https://www.manager-tools.com/emc

One of the most frequently asked questions we get about feedback is why we recommend waiting to give feedback until after you have started One On Ones. It's a reasonable question. But the answer is simple: it's dangerous not to wait, and it works better to wait.

Join us in London or Bring Manager Tools to your team in Europe. Find out more information at https://www.manager-tools.com/london

One of the most frequently asked questions we get about feedback is why we recommend waiting to give feedback until after you have started One On Ones. It's a reasonable question. But the answer is simple: it's dangerous not to wait, and it works better to wait.

Find out how to bring Manager Tools to your organization. Contact us at https://www.manager-tools.com/customized-training-and-events. Make great hires with our Effective Hiring Manager Conference: https://www.manager-tools.com/ehmc

When you become a manager, you start getting exposed to systems, processes, and principles that organizations rely on or understand to help them succeed. One of those hidden principles that too few managers and executives understand is the Principle of Sub-Optimization.

For individual managers and full leadership teams visit https://www.manager-tools.com/ecc. Register for an upcoming virtual Effective Manager Confeat https://www.manager-tools.com/emc

When you become a manager, you start getting exposed to systems, processes, and principles that organizations rely on or understand to help them succeed. One of those hidden principles that too few managers and executives understand is the Principle of Sub-Optimization.

Find our next conference at https://www.manager-tools.com/emc. Learn that common language using MTDISC: https://www.manager-tools.com/mtdisc

If your directs aren't managers, they may not know the core principles behind giving feedback. They won't know how to give peer feedback. But you can teach them.

Giving effective feedback is one of the hardest tasks for managers. Feedback isn't hard to understand. We know we need to give it. But too many of us don't understand feedback's first rule: it's about future behavior.

This cast describes how to prepare for meetings or presentations in order to ensure your message is persuasive and you get the support you're looking for from the audience.

This cast describes how to prepare for meetings or presentations in order to ensure your message is persuasive and you get the support you're looking for from the audience.

Coaching is the least-used of the Manager Tools Trinity's tools - One On Ones, Feedback, Delegation, and Coaching. That's too bad, because it only takes 5-10 minutes a week. One common use case we've heard from managers is helping a direct who has excellent job skills but struggles with relationships. Here's how to do that.

Coaching is the least-used of the Manager Tools Trinity's tools - One On Ones, Feedback, Delegation, and Coaching. That's too bad, because it only takes 5-10 minutes a week. One common use case we've heard from managers is helping a direct who has excellent job skills but struggles with relationships. Here's how to do that.

Don't believe the "news" that organizations are changing so fundamentally that the core standards of professionalism no longer apply. In fact, as the world becomes faster, the old rules of working together effectively and efficiently become even more important. The speed of AI only adds to this insistence. We start with teaching timeliness because a professional who isn't timely isn't a professional at all.

Don't believe the "news" that organizations are changing so fundamentally that the core standards of professionalism no longer apply. In fact, as the world becomes faster, the old rules of working together effectively and efficiently become even more important. The speed of AI only adds to this insistence. We start with teaching timeliness because a professional who isn't timely isn't a professional at all.

There's always a lot of talk by a lot of so-called experts about culture. That's because they define culture any way they want. That way they can say whatever they want. But some cultures are better than others, regardless of any definition those experts apply.

The vast majority of things that happen in your organization are good. Otherwise your company would go out of business. But most managers think their job (and it's a part they hate) is to give negative feedback. They have it backwards. The road to be able to give negative feedback and have it be effective is through positive feedback. And we're putting too high a bar on what behaviors deserve feedback.

The vast majority of things that happen in your organization are good. Otherwise your company would go out of business. But most managers think their job (and it's a part they hate) is to give negative feedback. They have it backwards. The road to be able to give negative feedback and have it be effective is through positive feedback. And we're putting too high a bar on what behaviors deserve feedback.

If you have a good network, with some of those in your network on your bench, you can shorten your hiring process and increase the chances of a successful hire.

There's an organizational tool, almost always used by Human Resources, called competencies. Even though it's a fairly popular model for thinking about professional development, it's a terrible system we don't recommend. But if you have to use competencies, here's how.