I migliori Manager Tools podcast (2024)

Part 2 of our guidance on how to change the ways you interact with your team when it comes to keeping work on time.Di Michael Auzenne and Mark Horstman

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Celebrate Yellow Tasks - Part 1

Play Pause

2M ago

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Part 1 of our guidance on how to change the ways you interact with your team when it comes to keeping work on time.Di Michael Auzenne and Mark Horstman

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What If Your Direct Says No To Change?

2M ago

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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.Di Michael Auzenne and Mark Horstman

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How To Respond To A Grievance - Part 4

2M ago

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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.…

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How To Respond To A Grievance - Part 3

2M ago

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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.…

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How To Respond To A Grievance - Part 2

3M ago

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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.…

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How To Respond To A Grievance - Part 1

3M ago

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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.…

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What Number Twos Do - And Why - Part 2

3M ago

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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.Di Michael Auzenne and Mark Horstman

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What Number Twos Do - And Why - Part 1

3M ago

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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.Di Michael Auzenne and Mark Horstman

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Top Ten Hiring Mistakes - #9 - Comparing Candidates

3M ago

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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.)Di Michael Auzenne and Mark Horstman

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"You're Asking For The Wrong Thing"

4M ago

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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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Interviewing Is NOT A Two Way Street

4M ago

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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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Manager Tools Delegation Model - Updated

4M ago

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Our updated guidance on the Manager Tools Delegation Model.Di Michael Auzenne and Mark Horstman

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Manager Tools Coaching Model - Updated - Part 3

4M ago

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Part 3 of our updated guidance on the Manager Tools Coaching Model.Di Michael Auzenne and Mark Horstman

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Manager Tools Coaching Model - Updated - Part 2

5M ago

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Part 2 of our updated guidance on the Manager Tools Coaching Model.Di Michael Auzenne and Mark Horstman

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Manager Tools Coaching Model - Updated - Part 1

5M ago

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Part 1 of our updated guidance on the Manager Tools Coaching Model.Di Michael Auzenne and Mark Horstman

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The Manager Tools Chatbot - Great Management Advice

5M ago

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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.Di Michael Auzenne and Mark Horstman

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Rolling Out The Trinity - Updated - Part 3

5M ago

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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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Rolling Out The Trinity - Updated - Part 2

6M ago

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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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Rolling Out The Trinity - Updated - Part 1

6M ago

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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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Manager Tools Feedback Model - Updated - Part 3

6M ago

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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.Di Michael Auzenne and Mark Horstman

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Manager Tools Feedback Model - Updated - Part 2

6M ago

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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.Di Michael Auzenne and Mark Horstman

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Manager Tools Feedback Model - Updated - Part 1

6M ago

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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.Di Michael Auzenne and Mark Horstman

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Manager Tools One On Ones - Updated - Part 3

7M ago

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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.Di Michael Auzenne and Mark Horstman

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Manager Tools One On Ones - Updated - Part 2

7M ago

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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.Di Michael Auzenne and Mark Horstman

1
Manager Tools One On Ones - Updated - Part 1

7M ago

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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.Di Michael Auzenne and Mark Horstman

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The Proactive Manager - Chapter 2 - Meetings - Part 2

7M ago

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Part 2 of our chapter two guidance on meetings for the proactive manager.Di Michael Auzenne and Mark Horstman

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The Proactive Manager - Chapter 2 - Meetings - Part 1

8M ago

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Part 1 of our chapter two guidance on meetings for the proactive manager.Di Michael Auzenne and Mark Horstman

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The Proactive Manager - Chapter 1 - Reporting - Part 2

8M ago

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Part 2 of our chapter one guidance on reporting for the proactive manager.Di Michael Auzenne and Mark Horstman

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The Proactive Manager - Chapter 1 - Reporting - Part 1

8M ago

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Part 1 of our chapter one guidance on reporting for the proactive manager.Di Michael Auzenne and Mark Horstman

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How To Choose a Managerial Successor - Part 2

8M ago

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Part 2 of our guidance on how to choose a managerial successor.Di Michael Auzenne and Mark Horstman

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How To Choose a Managerial Successor - Part 1

9M ago

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Part 1 of our guidance on how to choose a managerial successor.Di Michael Auzenne and Mark Horstman

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Getting Chewed Out In Public

9M ago

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You're going to get chewed out by your boss in public. It happens. Don't do anything publicly.Di Michael Auzenne and Mark Horstman

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"My Directs Are Too Busy" - Part 2

9M ago

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Part 2 of our guidance on what to do when your directs tell you they are too busy.Di Michael Auzenne and Mark Horstman

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"My Directs Are Too Busy" - Part 1

9M ago

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Part 1 of our guidance on what to do when your directs tell you they are too busy.Di Michael Auzenne and Mark Horstman

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How To Handle A Sudden Demotion

10M ago

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Our guidance on how to handle a sudden demotion.Di Michael Auzenne and Mark Horstman

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Educate Your Directs On Performance Reviews Early - Part 2

10M ago

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Part 2 of our guidance on educating your directs on performance reviews early.Di Michael Auzenne and Mark Horstman

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Educate Your Directs On Performance Reviews Early - Part 1

10M ago

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Part 1 of our guidance on educating your directs on performance reviews early.Di Michael Auzenne and Mark Horstman

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Salary Discussions 2x2 Matrix Tool - Part 2

10M ago

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Part 2 of our guidance on the salary discussions 2x2 matrix tool.Di Michael Auzenne and Mark Horstman

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Salary Discussions 2x2 Matrix Tool - Part 1

10M ago

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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.Di Michael Auzenne and Mark Horstman

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Yes Or No Questions (YONKERS)

11M ago

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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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Assumptive Goal Setting - HOF 2024

11M ago

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Our Hall of Fame guidance on how to think more creatively about annual planning goals.Di Michael Auzenne and Mark Horstman

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How to Set Annual Goals - HOF 2023

11M ago

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Our Hall Of Fame guidance on how to start setting annual goals, and why we do not like "SMART" goals.Di Michael Auzenne and Mark Horstman

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The Folly Of Rebranding Feedback - Part 2

11M ago

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Part 2 of our guidance on rebranding feedback.Di Michael Auzenne and Mark Horstman

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The Folly Of Rebranding Feedback - Part 1

12M ago

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A WSJ article says the word “feedback” is too stressful for some, and recommends calling it something else. We disagree.Di Michael Auzenne and Mark Horstman

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