This cast begins our series on the Management Trinity, and our reasons for each of its three (four) components: One on Ones, Feedback, Coaching and Delegation.
In this show we continue our conversation on One-on-Ones. In addition to a brief review (very brief -- not a substitute for listening to the previous two shows!), we review a number of questions and finer points.
Perhaps the most frequently asked question at conferences about rolling out the tools in the Management Trinity is why we recommend waiting three weeks. Here's why.
This cast describes how to schedule your One on Ones.
Today, we finish our discussion on the fine art of Scheduling One-on-Ones.
How to brief your directs when you're starting One On Ones.
This guidance addresses how personal One on Ones ought to be - should they be all about family and personal stuff, or just about work?
This guidance addresses questions about the purpose and value of One on Ones, particularly for those directs who challenge the need for them.
This cast describes how to start every One on One.
This guidance describes some simple improvements most managers can make to help them take better notes during their One on Ones.
Despite our guidance to not use your laptop to take notes in One On Ones, there are many
This guidance describes if and how to use lists and agendas during your 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.
This guidance recommends how to have effective One on Ones with directs who are initially resistant.
This guidance recommends how to do One on Ones while you are traveling.
This guidance completes our recommendations on how to do One on Ones while you are traveling.
This cast explains the basics of how to have One on Ones with project team members who do not report to you.
The conclusion of our discussion on Project Manager One on Ones.