http://www.odeo.com/channels/6524-Manager-Tools Mauzenne no 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 business professionals become more effective managers and leaders. Each week, the hosts discuss new tools and easy techniques to help business professionals achieve their desired management and career objectives. Manager Tools has been the Best Business Podcast Award winner for the past 3 years - 2006, 2007, and 2008. 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 business professionals become more effective managers and leaders. Each week, the hosts discuss new tools and easy techniques to help business professionals achieve their desired management and career objectives. Manager Tools has been the Best Business Podcast Award winner for the past 3 years - 2006, 2007, and 2008. Manager Tools en 40 Mon, 09 Nov 2009 00:04:10 -0800 Mon, 09 Nov 2009 00:04:10 -0800 Marketing http://www.odeo.com/episodes/25424554-Owning-The-Inputs-Part-2 This cast concludes our conversation on handling a direct who blames another direct for their failure to deliver a task on time. This cast concludes our conversation on handling a direct who blames another direct for their failure to deliver a task on time. This cast concludes our conversation on handling a direct who blames another direct for their failure to deliver a task on time. tag:odeo.com,2009-11-09,25424554 Mon, 09 Nov 2009 00:04:10 -0800 no Manager Tools podcasts http://www.odeo.com/episodes/25396267-Owning-The-Inputs-Part-1 This cast recommends how to handle a direct who blames another direct for their failure to deliver a task on time. This cast recommends how to handle a direct who blames another direct for their failure to deliver a task on time. This cast recommends how to handle a direct who blames another direct for their failure to deliver a task on time. tag:odeo.com,2009-11-01,25396267 Sun, 01 Nov 2009 13:31:42 -0800 no Manager Tools podcasts http://www.odeo.com/episodes/25373444-Managers-and-Confidentiality This cast recommends how managers handle requests for confidentiality from their directs. This cast recommends how managers handle requests for confidentiality from their directs. This cast recommends how managers handle requests for confidentiality from their directs. tag:odeo.com,2009-10-25,25373444 Sun, 25 Oct 2009 18:09:21 -0700 no Manager Tools podcasts http://www.odeo.com/episodes/25309246-The-Management-Trinity-Part-3 In this cast, we conclude our conversation on the origins of the Management Trinity, focusing on Coaching and Delegation. In this cast, we conclude our conversation on the origins of the Management Trinity, focusing on Coaching and Delegation. In this cast, we conclude our conversation on the origins of the Management Trinity, focusing on Coaching and Delegation. tag:odeo.com,2009-10-18,25309246 Sun, 18 Oct 2009 17:05:51 -0700 no Manager Tools podcasts http://www.odeo.com/episodes/25271267-The-Management-Trinity-Part-2 In this cast, we continue our conversation on the origins of the Management Trinity, focusing on One on Ones and Feedback. In this cast, we continue our conversation on the origins of the Management Trinity, focusing on One on Ones and Feedback. In this cast, we continue our conversation on the origins of the Management Trinity, focusing on One on Ones and Feedback. tag:odeo.com,2009-10-11,25271267 Sun, 11 Oct 2009 22:51:37 -0700 no Manager Tools podcasts http://www.odeo.com/episodes/25233821-The-Management-Trinity-Part-1 This cast describes the origins of the Management Trinity: why we preach it, and how it came to be. This cast describes the origins of the Management Trinity: why we preach it, and how it came to be. This cast describes the origins of the Management Trinity: why we preach it, and how it came to be. tag:odeo.com,2009-10-04,25233821 Sun, 04 Oct 2009 17:50:53 -0700 no Manager Tools podcasts http://www.odeo.com/episodes/25197047-Timely-Meetings-%E2%80%93-Part-2 This cast concludes our conversation on how to run timely meetings. This cast concludes our conversation on how to run timely meetings. This cast concludes our conversation on how to run timely meetings. tag:odeo.com,2009-09-27,25197047 Sun, 27 Sep 2009 19:17:15 -0700 no Manager Tools podcasts, meetings http://www.odeo.com/episodes/25155369-Timely-Meetings-%E2%80%93-Part-1 This cast describes how to run timely meetings. This cast describes how to run timely meetings. This cast describes how to run timely meetings. tag:odeo.com,2009-09-20,25155369 Sun, 20 Sep 2009 10:20:11 -0700 no Manager Tools podcasts, meetings http://www.odeo.com/episodes/25121651-The-First-Question-In-Your-One-on-One This cast describes how to start every One on One. This cast describes how to start every One on One. This cast describes how to start every One on One. tag:odeo.com,2009-09-13,25121651 Sun, 13 Sep 2009 21:36:14 -0700 no Manager Tools podcasts, one-on-ones http://www.odeo.com/episodes/25083671-Admin-Trip-Folders-%E2%80%93-Part-2 This cast concludes our discussion on a standard practice of administrative assistants helping managers prepare for business travel. This cast concludes our discussion on a standard practice of administrative assistants helping managers prepare for business travel. This cast concludes our discussion on a standard practice of administrative assistants helping managers prepare for business travel. tag:odeo.com,2009-09-06,25083671 Sun, 06 Sep 2009 20:31:53 -0700 no Manager Tools podcasts, travel http://www.odeo.com/episodes/25049302-Admin-Trip-Folders-Part-1 This cast describes a standard practice of administrative assistants helping managers prepare for business travel. This cast describes a standard practice of administrative assistants helping managers prepare for business travel. This cast describes a standard practice of administrative assistants helping managers prepare for business travel. tag:odeo.com,2009-08-30,25049302 Sun, 30 Aug 2009 20:25:49 -0700 no Manager Tools podcasts, travel http://www.odeo.com/episodes/25010821-Direct-Relationships-Acid-Test This cast prescribes asking your directs what their children's names are. This cast prescribes asking your directs what their children's names are. This cast prescribes asking your directs what their children's names are. tag:odeo.com,2009-08-23,25010821 Sun, 23 Aug 2009 21:54:33 -0700 no Manager Tools podcasts http://www.odeo.com/episodes/24972729-Quick-and-Dirty-Choosing-a-Number-Two This cast describes a quick and dirty way to choose an interim replacement or number two for your role as manager. This cast describes a quick and dirty way to choose an interim replacement or number two for your role as manager. This cast describes a quick and dirty way to choose an interim replacement or number two for your role as manager. tag:odeo.com,2009-08-16,24972729 Sun, 16 Aug 2009 17:37:39 -0700 no Manager Tools podcasts http://www.odeo.com/episodes/24933593-Project-Manager-Feedback This cast describes how give feedback to a project team member if you are a project manager. This cast describes how give feedback to a project team member if you are a project manager. This cast describes how give feedback to a project team member if you are a project manager. tag:odeo.com,2009-08-09,24933593 Sun, 09 Aug 2009 10:11:43 -0700 no Manager Tools podcasts, feedback http://www.odeo.com/episodes/24902415-Team-Formation-%E2%80%93-How-Big This cast describes how big to size a team when forming it. This cast describes how big to size a team when forming it. This cast describes how big to size a team when forming it. tag:odeo.com,2009-08-02,24902415 Sun, 02 Aug 2009 21:04:12 -0700 no Manager Tools podcasts, staffing http://www.odeo.com/episodes/24866294-What-To-Delegate This cast recommends simple choices for what to delegate to our directs. This cast recommends simple choices for what to delegate to our directs. This cast recommends simple choices for what to delegate to our directs. tag:odeo.com,2009-07-25,24866294 Sat, 25 Jul 2009 14:33:16 -0700 no Manager Tools podcasts, delegation http://www.odeo.com/episodes/24830148-The-Coaching-Model-Revised-Part-2 In this cast, we complete our discussion of the Revised Manager Tools Coaching Model. In this cast, we complete our discussion of the Revised Manager Tools Coaching Model. In this cast, we complete our discussion of the Revised Manager Tools Coaching Model. tag:odeo.com,2009-07-19,24830148 Sun, 19 Jul 2009 07:58:17 -0700 no Manager Tools podcasts, coaching http://www.odeo.com/episodes/24789283-The-Coaching-Model-Revised This cast describes the Manager Tools Revised Coaching Model. This cast describes the Manager Tools Revised Coaching Model. This cast describes the Manager Tools Revised Coaching Model. tag:odeo.com,2009-07-12,24789283 Sun, 12 Jul 2009 10:09:52 -0700 no Manager Tools podcasts, coaching http://www.odeo.com/episodes/24830149-The-Coaching-Model-Revised-Part-1 This cast describes the Manager Tools Revised Coaching Model. This cast describes the Manager Tools Revised Coaching Model. This cast describes the Manager Tools Revised Coaching Model. tag:odeo.com,2009-07-12,24830149 Sun, 12 Jul 2009 10:09:52 -0700 no Manager Tools podcasts, coaching http://www.odeo.com/episodes/24759057-Fighting-The-Downturn-Silence This cast describes how to combat the normal tendency of directs to communicate LESS during a downturn. This cast describes how to combat the normal tendency of directs to communicate LESS during a downturn. This cast describes how to combat the normal tendency of directs to communicate LESS during a downturn. tag:odeo.com,2009-07-05,24759057 Sun, 05 Jul 2009 12:51:01 -0700 no Manager Tools podcasts http://www.odeo.com/episodes/24759058-Simple-DiSC%C2%AE-Delegation-And-Project-Management-Part-2 In this cast, we conclude our conversation on how to delegate and manage projects more effectively based on the DiSC profiles of your team members. In this cast, we conclude our conversation on how to delegate and manage projects more effectively based on the DiSC profiles of your team members. In this cast, we conclude our conversation on how to delegate and manage projects more effectively based on the DiSC profiles of your team members. tag:odeo.com,2009-06-28,24759058 Sun, 28 Jun 2009 19:35:18 -0700 no Manager Tools podcasts, disc http://www.odeo.com/episodes/24759059-Simple-DiSC-Delegation-And-Project-Management-Part-1 This cast describes how to delegate and manage projects more effectively based on the DiSC profiles of your team members. This cast describes how to delegate and manage projects more effectively based on the DiSC profiles of your team members. This cast describes how to delegate and manage projects more effectively based on the DiSC profiles of your team members. tag:odeo.com,2009-06-21,24759059 Sun, 21 Jun 2009 21:04:38 -0700 no Manager Tools podcasts, disc http://www.odeo.com/episodes/24703778-Change-Leadership-What-s-My-Visual-Part-2 In this cast, we conclude our conversation about beginning change efforts in any organization In this cast, we conclude our conversation about beginning change efforts in any organization In this cast, we conclude our conversation about beginning change efforts in any organization tag:odeo.com,2009-06-14,24703778 Sun, 14 Jun 2009 08:44:13 -0700 no Manager Tools podcasts http://www.odeo.com/episodes/24665502-Change-Leadership-What-s-My-Visual-Part-1 This cast describes how to begin any effort to change an organization. This cast describes how to begin any effort to change an organization. This cast describes how to begin any effort to change an organization. tag:odeo.com,2009-06-07,24665502 Sun, 07 Jun 2009 12:12:31 -0700 no Manager Tools podcasts, communication http://www.odeo.com/episodes/24633660-Project-Manager-One-on-Ones-Part-2 The conclusion of our discussion on Project Manager One on Ones. The conclusion of our discussion on Project Manager One on Ones. The conclusion of our discussion on Project Manager One on Ones. tag:odeo.com,2009-05-31,24633660 Sun, 31 May 2009 16:18:34 -0700 no Manager Tools podcasts, one-on-ones http://www.odeo.com/episodes/24604768-Project-Manager-One-on-Ones-Part-1 This cast explains the basics of how to have One on Ones with project team members  who do not report to you. This cast explains the basics of how to have One on Ones with project team members  who do not report to you. This cast explains the basics of how to have One on Ones with project team members  who do not report to you. tag:odeo.com,2009-05-24,24604768 Sun, 24 May 2009 23:18:41 -0700 no Manager Tools podcasts, one-on-ones http://www.odeo.com/episodes/24574424-Phone-One-on-Ones We've said it a hundred times, but we've never covered the basics of HOW to conduct a One on One on the phone. Clearly it works - Mark has shared that over half of the O3s he's done have been over the phone. Here's how. We've said it a hundred times, but we've never covered the basics of HOW to conduct a One on One on the phone. Clearly it works - Mark has shared that over half of the O3s he's done have been over the phone. Here's how. We've said it a hundred times, but we've never covered the basics of HOW to conduct a One on One on the phone. Clearly it works - Mark has shared that over half of the O3s he's done have been over the phone. Here's how. tag:odeo.com,2009-05-17,24574424 Sun, 17 May 2009 18:08:33 -0700 no Manager Tools podcasts, one-on-ones http://www.odeo.com/episodes/24547781-Coaching-the-Meeting-Delegation-Part-2 This cast concludes our discussion on how to coach one of our directs on how to run our staff meeting which we have delegated to them. This cast concludes our discussion on how to coach one of our directs on how to run our staff meeting which we have delegated to them. This cast concludes our discussion on how to coach one of our directs on how to run our staff meeting which we have delegated to them. tag:odeo.com,2009-05-10,24547781 Sun, 10 May 2009 20:12:06 -0700 no Manager Tools podcasts, coaching http://www.odeo.com/episodes/24532909-Coaching-the-Meeting-Delegation-Part-1 This cast describes how to coach one of our directs on how to run our staff meeting which we have delegated to them. This cast describes how to coach one of our directs on how to run our staff meeting which we have delegated to them. This cast describes how to coach one of our directs on how to run our staff meeting which we have delegated to them. tag:odeo.com,2009-05-03,24532909 Sun, 03 May 2009 13:54:16 -0700 no Manager Tools podcasts, coaching http://www.odeo.com/episodes/24506860-Staff-Meeting-Delegation-and-Succession-Planning This cast describes how to delegate running your staff meeting as part of succession planning. This cast describes how to delegate running your staff meeting as part of succession planning. This cast describes how to delegate running your staff meeting as part of succession planning. tag:odeo.com,2009-04-26,24506860 Sun, 26 Apr 2009 12:52:12 -0700 no Manager Tools podcasts, delegation http://www.odeo.com/episodes/25373445-One-Less-Thing-Free-Up-Your-Calendar This cast describes an executive priority management technique - One Less Thing - to free up your calendar. This cast describes an executive priority management technique - One Less Thing - to free up your calendar. This cast describes an executive priority management technique - One Less Thing - to free up your calendar. tag:odeo.com,2009-04-19,25373445 Sun, 19 Apr 2009 10:24:58 -0700 no Manager Tools podcasts http://www.odeo.com/episodes/24470007-One-Less-Thing-Free-Up-Your-Calendar This cast describes an executive priority management technique - One Less Thing - to free up your calendar. This cast describes an executive priority management technique - One Less Thing - to free up your calendar. This cast describes an executive priority management technique - One Less Thing - to free up your calendar. tag:odeo.com,2009-04-19,24470007 Sun, 19 Apr 2009 09:24:58 -0700 no Manager Tools podcasts http://www.odeo.com/episodes/25373446-The-Feedback-Continuum This cast describes how to give negative feedback in an escalating way, over time, to improve performance. This cast describes how to give negative feedback in an escalating way, over time, to improve performance. This cast describes how to give negative feedback in an escalating way, over time, to improve performance. tag:odeo.com,2009-04-12,25373446 Sun, 12 Apr 2009 19:52:10 -0700 no Manager Tools podcasts, feedback http://www.odeo.com/episodes/24439646-The-Feedback-Continuum This cast describes how to give negative feedback in an escalating way, over time, to improve performance. This cast describes how to give negative feedback in an escalating way, over time, to improve performance. This cast describes how to give negative feedback in an escalating way, over time, to improve performance. tag:odeo.com,2009-04-12,24439646 Sun, 12 Apr 2009 18:52:10 -0700 no Manager Tools podcasts, feedback http://www.odeo.com/episodes/25373447-Systemic-Feedback What do we do when we've tried giving negative feedback but it doesn't seem to be working? We've given repeated instances of feedback, and yet we don't see a change in a direct's behavior? We give systemic feedback. And it's easy to give - it's just the four step standard feedback model with a change in focus. If you already know how to give standard feedback, systemic feedback is simple to implement...yet its simplicity belies its power. Really well delivered systemic feedback is exceptionally hard to ignore, and lays excellent groundwork for further efforts if the direct doesn't change his or her behavior. What do we do when we've tried giving negative feedback but it doesn't seem to be working? We've given repeated instances of feedback, and yet we don't see a change in a direct's behavior? We give systemic feedback. And it's easy to give - it's just the four step standard feedback model with a change in focus. If you already know how to give standard feedback, systemic feedback is simple to implement...yet its simplicity belies its power. Really well delivered systemic feedback is exceptionally hard to ignore, and lays excellent groundwork for further efforts if the direct doesn't change his or her behavior. What do we do when we've tried giving negative feedback but it doesn't seem to be working? We've given repeated instances of feedback, and yet we don't see a change in a direct's behavior? We give systemic feedback. And it's easy to give - it's just the four step standard feedback model with a change in focus. If you already know how to give standard feedback, systemic feedback is simple to implement...yet its simplicity belies its power. Really well delivered systemic feedback is exceptionally hard to ignore, and lays excellent groundwork for further efforts if the direct doesn't change his or her behavior. tag:odeo.com,2009-04-05,25373447 Sun, 05 Apr 2009 10:46:55 -0700 no Manager Tools podcasts, feedback http://www.odeo.com/episodes/24410710-Systemic-Feedback What do we do when we've tried giving negative feedback but it doesn't seem to be working? We've given repeated instances of feedback, and yet we don't see a change in a direct's behavior? We give systemic feedback. And it's easy to give - it's just the four step standard feedback model with a change in focus. If you already know how to give standard feedback, systemic feedback is simple to implement...yet its simplicity belies its power. Really well delivered systemic feedback is exceptionally hard to ignore, and lays excellent groundwork for further efforts if the direct doesn't change his or her behavior. What do we do when we've tried giving negative feedback but it doesn't seem to be working? We've given repeated instances of feedback, and yet we don't see a change in a direct's behavior? We give systemic feedback. And it's easy to give - it's just the four step standard feedback model with a change in focus. If you already know how to give standard feedback, systemic feedback is simple to implement...yet its simplicity belies its power. Really well delivered systemic feedback is exceptionally hard to ignore, and lays excellent groundwork for further efforts if the direct doesn't change his or her behavior. What do we do when we've tried giving negative feedback but it doesn't seem to be working? We've given repeated instances of feedback, and yet we don't see a change in a direct's behavior? We give systemic feedback. And it's easy to give - it's just the four step standard feedback model with a change in focus. If you already know how to give standard feedback, systemic feedback is simple to implement...yet its simplicity belies its power. Really well delivered systemic feedback is exceptionally hard to ignore, and lays excellent groundwork for further efforts if the direct doesn't change his or her behavior. tag:odeo.com,2009-04-05,24410710 Sun, 05 Apr 2009 09:46:55 -0700 no Manager Tools podcasts, feedback http://www.odeo.com/episodes/25373448-Layoff-Communications-Part-1-Openly-Confidential This cast how to talk about layoffs when they are being considered. Many managers are torn when it comes to layoffs. Most of us know that when they happen, they're probably inevitable. We understand that layoffs are often a painful necessity (even though they're an admission of failure). We also know that the thought, rumor, or knowledge of layoffs is likely to create questions from our team. Just a rumor of a rumor will induce fear. So what are the rules about communicating about layoffs? What do we say when asked? How should we say it? Can we lie? This cast how to talk about layoffs when they are being considered. Many managers are torn when it comes to layoffs. Most of us know that when they happen, they're probably inevitable. We understand that layoffs are often a painful necessity (even though they're an admission of failure). We also know that the thought, rumor, or knowledge of layoffs is likely to create questions from our team. Just a rumor of a rumor will induce fear. So what are the rules about communicating about layoffs? What do we say when asked? How should we say it? Can we lie? This cast how to talk about layoffs when they are being considered. Many managers are torn when it comes to layoffs. Most of us know that when they happen, they're probably inevitable. We understand that layoffs are often a painful necessity (even though they're an admission of failure). We also know that the thought, rumor, or knowledge of layoffs is likely to create questions from our team. Just a rumor of a rumor will induce fear. So what are the rules about communicating about layoffs? What do we say when asked? How should we say it? Can we lie? tag:odeo.com,2009-03-29,25373448 Sun, 29 Mar 2009 15:11:37 -0700 no Manager Tools podcasts, layoffs http://www.odeo.com/episodes/24388515-Layoff-Communications-Part-1-Openly-Confidential This cast how to talk about layoffs when they are being considered. Many managers are torn when it comes to layoffs. Most of us know that when they happen, they're probably inevitable. We understand that layoffs are often a painful necessity (even though they're an admission of failure). We also know that the thought, rumor, or knowledge of layoffs is likely to create questions from our team. Just a rumor of a rumor will induce fear. So what are the rules about communicating about layoffs? What do we say when asked? How should we say it? Can we lie? This cast how to talk about layoffs when they are being considered. Many managers are torn when it comes to layoffs. Most of us know that when they happen, they're probably inevitable. We understand that layoffs are often a painful necessity (even though they're an admission of failure). We also know that the thought, rumor, or knowledge of layoffs is likely to create questions from our team. Just a rumor of a rumor will induce fear. So what are the rules about communicating about layoffs? What do we say when asked? How should we say it? Can we lie? This cast how to talk about layoffs when they are being considered. Many managers are torn when it comes to layoffs. Most of us know that when they happen, they're probably inevitable. We understand that layoffs are often a painful necessity (even though they're an admission of failure). We also know that the thought, rumor, or knowledge of layoffs is likely to create questions from our team. Just a rumor of a rumor will induce fear. So what are the rules about communicating about layoffs? What do we say when asked? How should we say it? Can we lie? tag:odeo.com,2009-03-29,24388515 Sun, 29 Mar 2009 14:11:37 -0700 no Manager Tools podcasts, layoffs http://www.odeo.com/episodes/25373449-Bad-Boss-1-When-You-Have-Directs Most of us, when we have an angry and demeaning boss, tend to worry about ourselves first. We have to deal with most of the yelling, and most of the abuse. But if we have directs, we've got an additional responsibility. And our directs may be somewhat sheltered, but our boss can be REALLY threatening and fear?inducing. We have a relationship of SOME sorts with this bad boss. But it's likely our directs ONLY see our boss at his or her worst. And, we almost always underestimate how much more fear our directs feel for their "skip?boss" than we do. We've got to talk to our directs about this kind of boss, in a professional way, and we've got to have a consistent approach for dealing with the problems an angry and demeaning boss creates for our team. Here's how. Most of us, when we have an angry and demeaning boss, tend to worry about ourselves first. We have to deal with most of the yelling, and most of the abuse. But if we have directs, we've got an additional responsibility. And our directs may be somewhat sheltered, but our boss can be REALLY threatening and fear?inducing. We have a relationship of SOME sorts with this bad boss. But it's likely our directs ONLY see our boss at his or her worst. And, we almost always underestimate how much more fear our directs feel for their "skip?boss" than we do. We've got to talk to our directs about this kind of boss, in a professional way, and we've got to have a consistent approach for dealing with the problems an angry and demeaning boss creates for our team. Here's how. Most of us, when we have an angry and demeaning boss, tend to worry about ourselves first. We have to deal with most of the yelling, and most of the abuse. But if we have directs, we've got an additional responsibility. And our directs may be somewhat sheltered, but our boss can be REALLY threatening and fear?inducing. We have a relationship of SOME sorts with this bad boss. But it's likely our directs ONLY see our boss at his or her worst. And, we almost always underestimate how much more fear our directs feel for their "skip?boss" than we do. We've got to talk to our directs about this kind of boss, in a professional way, and we've got to have a consistent approach for dealing with the problems an angry and demeaning boss creates for our team. Here's how. tag:odeo.com,2009-03-22,25373449 Sun, 22 Mar 2009 09:17:31 -0700 no Manager Tools podcasts http://www.odeo.com/episodes/24342304-Bad-Boss-1-When-You-Have-Directs Most of us, when we have an angry and demeaning boss, tend to worry about ourselves first. We have to deal with most of the yelling, and most of the abuse. But if we have directs, we've got an additional responsibility. And our directs may be somewhat sheltered, but our boss can be REALLY threatening and fear?inducing. We have a relationship of SOME sorts with this bad boss. But it's likely our directs ONLY see our boss at his or her worst. And, we almost always underestimate how much more fear our directs feel for their "skip?boss" than we do. We've got to talk to our directs about this kind of boss, in a professional way, and we've got to have a consistent approach for dealing with the problems an angry and demeaning boss creates for our team. Here's how. Most of us, when we have an angry and demeaning boss, tend to worry about ourselves first. We have to deal with most of the yelling, and most of the abuse. But if we have directs, we've got an additional responsibility. And our directs may be somewhat sheltered, but our boss can be REALLY threatening and fear?inducing. We have a relationship of SOME sorts with this bad boss. But it's likely our directs ONLY see our boss at his or her worst. And, we almost always underestimate how much more fear our directs feel for their "skip?boss" than we do. We've got to talk to our directs about this kind of boss, in a professional way, and we've got to have a consistent approach for dealing with the problems an angry and demeaning boss creates for our team. Here's how. Most of us, when we have an angry and demeaning boss, tend to worry about ourselves first. We have to deal with most of the yelling, and most of the abuse. But if we have directs, we've got an additional responsibility. And our directs may be somewhat sheltered, but our boss can be REALLY threatening and fear?inducing. We have a relationship of SOME sorts with this bad boss. But it's likely our directs ONLY see our boss at his or her worst. And, we almost always underestimate how much more fear our directs feel for their "skip?boss" than we do. We've got to talk to our directs about this kind of boss, in a professional way, and we've got to have a consistent approach for dealing with the problems an angry and demeaning boss creates for our team. Here's how. tag:odeo.com,2009-03-22,24342304 Sun, 22 Mar 2009 08:17:31 -0700 no Manager Tools podcasts http://www.odeo.com/episodes/25373450-Deciding-Between-Two-Good-Candidates This cast describes how to decide between two good candidates in a hiring situation. We're NOT going to tell everyone who's trying to decide between two candidates whom they should pick. What we are going to do with this cast is tell you what factors are most effective in determining whom to hire, as well as walking you through a simple process for the decision. This cast describes how to decide between two good candidates in a hiring situation. We're NOT going to tell everyone who's trying to decide between two candidates whom they should pick. What we are going to do with this cast is tell you what factors are most effective in determining whom to hire, as well as walking you through a simple process for the decision. This cast describes how to decide between two good candidates in a hiring situation. We're NOT going to tell everyone who's trying to decide between two candidates whom they should pick. What we are going to do with this cast is tell you what factors are most effective in determining whom to hire, as well as walking you through a simple process for the decision. tag:odeo.com,2009-03-15,25373450 Sun, 15 Mar 2009 17:41:50 -0700 no Manager Tools podcasts, hiring http://www.odeo.com/episodes/24309724-Deciding-Between-Two-Good-Candidates This cast describes how to decide between two good candidates in a hiring situation. We're NOT going to tell everyone who's trying to decide between two candidates whom they should pick. What we are going to do with this cast is tell you what factors are most effective in determining whom to hire, as well as walking you through a simple process for the decision. This cast describes how to decide between two good candidates in a hiring situation. We're NOT going to tell everyone who's trying to decide between two candidates whom they should pick. What we are going to do with this cast is tell you what factors are most effective in determining whom to hire, as well as walking you through a simple process for the decision. This cast describes how to decide between two good candidates in a hiring situation. We're NOT going to tell everyone who's trying to decide between two candidates whom they should pick. What we are going to do with this cast is tell you what factors are most effective in determining whom to hire, as well as walking you through a simple process for the decision. tag:odeo.com,2009-03-15,24309724 Sun, 15 Mar 2009 16:41:50 -0700 no Manager Tools podcasts, hiring http://www.odeo.com/episodes/25373451-The-Heart-of-Feedback This cast describes behaviors for managers to engage in to ensure that they deliver feedback ethically and professionally. Mark recently had an experience that was somewhat chilling for him. He was talking to a manager who wanted to show him how good he was at improving. This was a High D, forceful manager who described himself as "a recovering jerk". He was following the Manager Tools Feedback Model, but wasn't getting results? Why is that? Because he was violating the purpose of feedback, to encourage effective behavior. Feedback that meets the purpose of feedback must come from a positive place, from emotions of love and not fear, of respect and not intimidation. We have a series of recommendations for all of us to do before we give feedback, so that we all stay mindful of WHY we're giving feedback, and what its purpose is: to encourage effective behavior. This cast describes behaviors for managers to engage in to ensure that they deliver feedback ethically and professionally. Mark recently had an experience that was somewhat chilling for him. He was talking to a manager who wanted to show him how good he was at improving. This was a High D, forceful manager who described himself as "a recovering jerk". He was following the Manager Tools Feedback Model, but wasn't getting results? Why is that? Because he was violating the purpose of feedback, to encourage effective behavior. Feedback that meets the purpose of feedback must come from a positive place, from emotions of love and not fear, of respect and not intimidation. We have a series of recommendations for all of us to do before we give feedback, so that we all stay mindful of WHY we're giving feedback, and what its purpose is: to encourage effective behavior. This cast describes behaviors for managers to engage in to ensure that they deliver feedback ethically and professionally. Mark recently had an experience that was somewhat chilling for him. He was talking to a manager who wanted to show him how good he was at improving. This was a High D, forceful manager who described himself as "a recovering jerk". He was following the Manager Tools Feedback Model, but wasn't getting results? Why is that? Because he was violating the purpose of feedback, to encourage effective behavior. Feedback that meets the purpose of feedback must come from a positive place, from emotions of love and not fear, of respect and not intimidation. We have a series of recommendations for all of us to do before we give feedback, so that we all stay mindful of WHY we're giving feedback, and what its purpose is: to encourage effective behavior. tag:odeo.com,2009-03-08,25373451 Sun, 08 Mar 2009 09:23:33 -0700 no Manager Tools podcasts, feedback http://www.odeo.com/episodes/24274009-The-Heart-of-Feedback This cast describes behaviors for managers to engage in to ensure that they deliver feedback ethically and professionally. Mark recently had an experience that was somewhat chilling for him. He was talking to a manager who wanted to show him how good he was at improving. This was a High D, forceful manager who described himself as "a recovering jerk". He was following the Manager Tools Feedback Model, but wasn't getting results? Why is that? Because he was violating the purpose of feedback, to encourage effective behavior. Feedback that meets the purpose of feedback must come from a positive place, from emotions of love and not fear, of respect and not intimidation. We have a series of recommendations for all of us to do before we give feedback, so that we all stay mindful of WHY we're giving feedback, and what its purpose is: to encourage effective behavior. This cast describes behaviors for managers to engage in to ensure that they deliver feedback ethically and professionally. Mark recently had an experience that was somewhat chilling for him. He was talking to a manager who wanted to show him how good he was at improving. This was a High D, forceful manager who described himself as "a recovering jerk". He was following the Manager Tools Feedback Model, but wasn't getting results? Why is that? Because he was violating the purpose of feedback, to encourage effective behavior. Feedback that meets the purpose of feedback must come from a positive place, from emotions of love and not fear, of respect and not intimidation. We have a series of recommendations for all of us to do before we give feedback, so that we all stay mindful of WHY we're giving feedback, and what its purpose is: to encourage effective behavior. This cast describes behaviors for managers to engage in to ensure that they deliver feedback ethically and professionally. Mark recently had an experience that was somewhat chilling for him. He was talking to a manager who wanted to show him how good he was at improving. This was a High D, forceful manager who described himself as "a recovering jerk". He was following the Manager Tools Feedback Model, but wasn't getting results? Why is that? Because he was violating the purpose of feedback, to encourage effective behavior. Feedback that meets the purpose of feedback must come from a positive place, from emotions of love and not fear, of respect and not intimidation. We have a series of recommendations for all of us to do before we give feedback, so that we all stay mindful of WHY we're giving feedback, and what its purpose is: to encourage effective behavior. tag:odeo.com,2009-03-08,24274009 Sun, 08 Mar 2009 08:23:33 -0700 no Manager Tools podcasts, feedback http://www.odeo.com/episodes/24248709-Effective-Meetings-No-Laptops This cast describes why and how to run your meetings without laptops. For our original cast on the Effective Meetings Protocol, check out "Effective Meetings - Get Out of Jail!" (http://www.manager-tools.com/2005/08/effective-meetings-get-out-of-jail) This cast describes why and how to run your meetings without laptops. For our original cast on the Effective Meetings Protocol, check out "Effective Meetings - Get Out of Jail!" (http://www.manager-tools.com/2005/08/effective-meetings-get-out-of-jail) This cast describes why and how to run your meetings without laptops. For our original cast on the Effective Meetings Protocol, check out "Effective Meetings - Get Out of Jail!" (http://www.manager-tools.com/2005/08/effective-meetings-get-out-of-jail) tag:odeo.com,2009-03-01,24248709 Sun, 01 Mar 2009 16:49:55 -0800 no Manager Tools podcasts, meetings http://www.odeo.com/episodes/24158900-The-Starter-Feedback-Model-Part-2 In this cast, we complete our 2-part series on the Starter Feedback Model, an EVEN SIMPLER method for delivering feedback. In this cast, we complete our 2-part series on the Starter Feedback Model, an EVEN SIMPLER method for delivering feedback. In this cast, we complete our 2-part series on the Starter Feedback Model, an EVEN SIMPLER method for delivering feedback. tag:odeo.com,2009-02-22,24158900 Sun, 22 Feb 2009 14:09:31 -0800 no Manager Tools podcasts, feedback http://www.odeo.com/episodes/24105277-The-Starter-Feedback-Model-Part-1 This cast describes an EVEN SIMPLER method for delivering feedback to help those managers who are struggling to implement it. This cast describes an EVEN SIMPLER method for delivering feedback to help those managers who are struggling to implement it. This cast describes an EVEN SIMPLER method for delivering feedback to help those managers who are struggling to implement it. tag:odeo.com,2009-02-15,24105277 Sun, 15 Feb 2009 14:46:02 -0800 no Manager Tools podcasts, feedback http://www.odeo.com/episodes/24064911-How-To-Handle-Two-Viable-Job-Candidates This cast describes what to do when a manager has two candidates for a job that meet the standard, but you can only offer one candidate. Note: During the show, we refer to an older podcast on How to Make an Offer that you may find of value as well. This cast describes what to do when a manager has two candidates for a job that meet the standard, but you can only offer one candidate. Note: During the show, we refer to an older podcast on How to Make an Offer that you may find of value as well. This cast describes what to do when a manager has two candidates for a job that meet the standard, but you can only offer one candidate. Note: During the show, we refer to an older podcast on How to Make an Offer that you may find of value as well. tag:odeo.com,2009-02-08,24064911 Sun, 08 Feb 2009 15:22:33 -0800 no Manager Tools podcasts, hiring http://www.odeo.com/episodes/24064912-Manager-Tools-ONE-DAY-Effective-Manager-Conference-Washington-DC-Area March 24, 2009 — Embassy Suites Dulles — North/Loudon We’re pleased to offer you the first ever opportunity to attend a ONE DAY Effective Manager Conference (EMC) on March 24th in the Washington DC area. For more details on the conference, please visit our Washington DC Effective Manager Conference Page. March 24, 2009 — Embassy Suites Dulles — North/Loudon We’re pleased to offer you the first ever opportunity to attend a ONE DAY Effective Manager Conference (EMC) on March 24th in the Washington DC area. For more details on the conference, please visit our Washington DC Effective Manager Conference Page. March 24, 2009 — Embassy Suites Dulles — North/Loudon We’re pleased to offer you the first ever opportunity to attend a ONE DAY Effective Manager Conference (EMC) on March 24th in the Washington DC area. For more details on the conference, please visit our Washington DC Effective Manager Conference Page. tag:odeo.com,2009-02-05,24064912 Thu, 05 Feb 2009 14:17:54 -0800 no Manager Tools podcasts http://www.odeo.com/episodes/24009684-Bench-Development-in-a-Downturn This cast discusses a way to build your recruiting "bench" during market downturns. Maybe we can't hire anybody when the economy is soft. But there are lots of people looking. Maybe we can offer to help, and create or strengthen a relationship. This cast discusses a way to build your recruiting "bench" during market downturns. Maybe we can't hire anybody when the economy is soft. But there are lots of people looking. Maybe we can offer to help, and create or strengthen a relationship. This cast discusses a way to build your recruiting "bench" during market downturns. Maybe we can't hire anybody when the economy is soft. But there are lots of people looking. Maybe we can offer to help, and create or strengthen a relationship. tag:odeo.com,2009-02-01,24009684 Sun, 01 Feb 2009 06:48:36 -0800 no Manager Tools podcasts