This cast describes the role of Coaching in the Management Trinity, and makes a KEY recommendation regarding development of directs and performance management.
This cast describes the Manager Tools Revised Coaching Model.
In this cast, we complete our discussion of the Revised Manager Tools Coaching Model.
We got a great email recently from a listener asking about how to develop one of the managers in their company. The mail went something like this: "hey guys, love Manager Tools, really like the usability of the recommendations. But need some help. One of our guys has some management responsibilities, and we'd like to help him get better. Wonder if you can recommend some sort of comprehensive coaching program, with some resources or books that we can get him involved in."
This guidance recommends extending short coaching deadlines when your directs show that they can meet them, and keeping deadlines flexible based on performance.
A short (8 min) extra cast where Mark introduces the Coaching Dilemma and solicits YOUR responses. What do you think is the correct answer to the dilemma?
This guidance describes whom to coach and develop on your team with your marginal time.
This cast continues our discussion on whom to coach and develop on your team with your marginal time.
This guidance discusses how to manage those directs whom you didn't hire and who have a history of poor performance.
This guidance discusses how to manage those directs whom you didn't hire and who have a history of poor performance.
Dani's best management story about how she used the Manager Tools Trinity to terminate a poor performer in an organization where "you can't fire anyone."
Part 2 of Dani's best management story about how she used the Manager Tools Trinity to terminate a poor performer in an organization where "you can't fire anyone."
Part 3 of Dani's best management story about how she used the Manager Tools Trinity to terminate a poor performer in an organization where "you can't fire anyone."
Last week, we covered at a high-level the Late Stage Coaching model, or the process you go through when having to fire someone. As we noted then, and we'll say again now, this process isn't really a "how to fire someone", but rather, how to develop someone. In most cases, if you follow this model, you NEVER get to the step where you have to fire someone. Now, isn't that an experience we'd all like to avoid?
Last week, in our detailed review of the Late Stage Coaching Model, we covered steps 1 and 2 (Feedback and Systemic Feedback) of the six steps. In this cast we review the last 4 steps.
How to coach someone to stop interrupting, using the Manager Tools Coaching Model.
Another cast in our series on how to coach someone to stop interrupting, using the Manager Tools Coaching Model.
The conclusion of our series on how to coach someone to stop interrupting, using the Manager Tools Coaching Model.
This guidance recommends having any of your directs who present, and maybe even yourself, join and attend a Toastmasters Chapter.