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 ...
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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 here's how they delegate to them, for both the Number Two's benefit, and for YOU.저자 Michael Auzenne and Mark Horstman
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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 here's how they delegate to them, for both the Number Two's benefit, and for YOU.저자 Michael Auzenne and Mark Horstman
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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 separate from interviewing.)저자 Michael Auzenne and Mark Horstman
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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 part, people asking for promotions is good. Most managers don't think that, because when a direct asks for a promotion and isn't ready…
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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 - wisdom not being common - this is very bad advice! Candidates should not be trying to interview you while you are interviewing the…
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Our updated guidance on the Manager Tools Delegation Model.저자 Michael Auzenne and Mark Horstman
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Part 3 of our updated guidance on the Manager Tools Coaching Model.저자 Michael Auzenne and Mark Horstman
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Part 2 of our updated guidance on the Manager Tools Coaching Model.저자 Michael Auzenne and Mark Horstman
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Part 1 of our updated guidance on the Manager Tools Coaching Model.저자 Michael Auzenne and Mark Horstman
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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.저자 Michael Auzenne and Mark Horstman
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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 alon…
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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 alon…
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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 alon…
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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.저자 Michael Auzenne and Mark Horstman
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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.저자 Michael Auzenne and Mark Horstman
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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.저자 Michael Auzenne and Mark Horstman
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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.저자 Michael Auzenne and Mark Horstman
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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.저자 Michael Auzenne and Mark Horstman
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continue reading
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.저자 Michael Auzenne and Mark Horstman
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Part 2 of our chapter two guidance on meetings for the proactive manager.저자 Michael Auzenne and Mark Horstman
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Part 1 of our chapter two guidance on meetings for the proactive manager.저자 Michael Auzenne and Mark Horstman
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Part 2 of our chapter one guidance on reporting for the proactive manager.저자 Michael Auzenne and Mark Horstman
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Part 1 of our chapter one guidance on reporting for the proactive manager.저자 Michael Auzenne and Mark Horstman
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Part 2 of our guidance on how to choose a managerial successor.저자 Michael Auzenne and Mark Horstman
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Part 1 of our guidance on how to choose a managerial successor.저자 Michael Auzenne and Mark Horstman
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You're going to get chewed out by your boss in public. It happens. Don't do anything publicly.저자 Michael Auzenne and Mark Horstman
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Part 2 of our guidance on what to do when your directs tell you they are too busy.저자 Michael Auzenne and Mark Horstman
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Part 1 of our guidance on what to do when your directs tell you they are too busy.저자 Michael Auzenne and Mark Horstman
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Our guidance on how to handle a sudden demotion.저자 Michael Auzenne and Mark Horstman
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Part 2 of our guidance on educating your directs on performance reviews early.저자 Michael Auzenne and Mark Horstman
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Part 1 of our guidance on educating your directs on performance reviews early.저자 Michael Auzenne and Mark Horstman
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Part 2 of our guidance on the salary discussions 2x2 matrix tool.저자 Michael Auzenne and Mark Horstman
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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.저자 Michael Auzenne and Mark Horstman
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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" - Inevitably, "fine;" and, "Are you 100% green this week?' Better questions get better answers. And when a professional gets a bett…
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Our Hall of Fame guidance on how to think more creatively about annual planning goals.저자 Michael Auzenne and Mark Horstman
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Our Hall Of Fame guidance on how to start setting annual goals, and why we do not like "SMART" goals.저자 Michael Auzenne and Mark Horstman
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Part 2 of our guidance on rebranding feedback.저자 Michael Auzenne and Mark Horstman
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A WSJ article says the word “feedback” is too stressful for some, and recommends calling it something else. We disagree.저자 Michael Auzenne and Mark Horstman
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Part 3 of our guidance on working with an administrative assistant, updated for remote, hybrid, and shared assistants.저자 Michael Auzenne and Mark Horstman
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Part 2 of our guidance on working with an administrative assistant, updated for remote, hybrid, and shared assistants.저자 Michael Auzenne and Mark Horstman
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Part 1 of our guidance on working with an administrative assistant, updated for remote, hybrid, and shared assistants.저자 Michael Auzenne and Mark Horstman
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It's the end of the year. Most managers we know are thinking about the holidays... and annual reviews. After years of managing, training and consulting, we've concluded this is one of the most poorly managed and implemented processes we're aware of. It's not hard to do, but for plenty of (bad) reasons, managers just don't handle this responsibility…
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It's the end of the year. Most managers we know are thinking about the holidays... and annual reviews. After years of managing, training and consulting, we've concluded this is one of the most poorly managed and implemented processes we're aware of. It's not hard to do, but for plenty of (bad) reasons, managers just don't handle this responsibility…
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continue reading
Part 10 of our Manager Tools guidance on how to action Engagement Survey results question by question.저자 Michael Auzenne and Mark Horstman
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Part 9 of our Manager Tools guidance on how to action Engagement Survey results question by question.저자 Michael Auzenne and Mark Horstman
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Part 8 of our Manager Tools guidance on how to action Engagement Survey results question by question.저자 Michael Auzenne and Mark Horstman
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Part 7 of our Manager Tools guidance on how to action Engagement Survey results question by question.저자 Michael Auzenne and Mark Horstman
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Part 6 of our Manager Tools guidance on how to action Engagement Survey results question by question.저자 Michael Auzenne and Mark Horstman
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Part 5 of our Manager Tools guidance on how to action Engagement Survey results question by question.저자 Michael Auzenne and Mark Horstman
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Part 4 of our Manager Tools guidance on how to action Engagement Survey results question by question.저자 Michael Auzenne and Mark Horstman
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