Manager Tools

How To Get Subordinate Managers To Do One On Ones

Our guidance on the reason for interviewing

Our guidance on the Feedback Sandwich.

Our guidance on using "Is that what you want?" in the Manager Tools Feedback Model.

Part 2 of our guidance on how to change the ways you interact with your team when it comes to keeping work on time.

Part 1 of our guidance on how to change the ways you interact with your team when it comes to keeping work on time.

What happens when you ask a direct to change for the better and they say no? Are they resisting all changes now? Is there something going on you don’t know about? Are they going to be a problem going forward? Are they developing an attitude? Uh-oh.

What happens when one of your directs, or even not a direct, files a grievance against you? How should you respond? What are the rules? What can you do, and what should you do, and how should you do it? It's a rare event for a Manager Tools manager, so the Christmas Rule applies. But we'll tell you here exactly what to do and how to respond.

What happens when one of your directs, or even not a direct, files a grievance against you? How should you respond? What are the rules? What can you do, and what should you do, and how should you do it? It's a rare event for a Manager Tools manager, so the Christmas Rule applies. But we'll tell you here exactly what to do and how to respond.

What happens when one of your directs, or even not a direct, files a grievance against you? How should you respond? What are the rules? What can you do, and what should you do, and how should you do it? It's a rare event for a Manager Tools manager, so the Christmas Rule applies. But we'll tell you here exactly what to do and how to respond.

What happens when one of your directs, or even not a direct, files a grievance against you? How should you respond? What are the rules? What can you do, and what should you do, and how should you do it? It's a rare event for a Manager Tools manager, so the Christmas Rule applies. But we'll tell you here exactly what to do and how to respond.

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.

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.

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.)

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 - and most are not - that means we managers have to have a "difficult conversation." We have to, "tell them they're not ready." But that's seeing the glass as half empty. The half full way to think of the conversation is simple: no direct who wants a promotion is assuming they won't get more responsibilities.. The right way to handle this conversation is to tell them that they're asking for the wrong thing - the promotion - rather than the right thing - more responsibilities.