Skip to content
Sign in
Artwork for Manager Tools
BusinessCareersManagement

Manager Tools

Manager Tools

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 Award in 2008. Find more at http://www.manager-tools.com/

Play
Open in
  • 32 episodes
  • weekly
  • English

Episodes 32

NewestOldestLongest
All20Unplayed20In progress0Played0
Counted on this page — what you have heard stays on this device, so it is not something the list can be paged by.
  • October 26 · length unknown

    Aggregated Behaviors ARE Performance - Chapter 2 - Part 1

    One of the stupid mistakes that almost all organizations have made over the past 50 years is separating performance from "behavior." The modern organizational language has "behavior" separate from performance. Which is dumb. Don't use location as an excuse join us virtually find out what is coming up! https://www.manager-tools.com/conferences-individuals-increase-your-effectiveness

  • October 12 · length unknown

    Why Do I Have To Wait To Give Feedback? - Part 2

    One of the most frequently asked questions we get about feedback is why we recommend waiting to give feedback until after you have started One On Ones. It's a reasonable question. But the answer is simple: it's dangerous not to wait, and it works better to wait. Join us in London or Bring Manager Tools to your team in Europe. Find out more information at www.manager-tools.com/london

  • October 5 · length unknown

    Why Do I Have To Wait To Give Feedback? - Part 1

    One of the most frequently asked questions we get about feedback is why we recommend waiting to give feedback until after you have started One On Ones. It's a reasonable question. But the answer is simple: it's dangerous not to wait, and it works better to wait. Find out how to bring Manager Tools to your organization. Contact us at manager-tools.com/customized-training-and-events. Make great hires with our Effective Hiring Manager Conference: www.manager-tools.com/ehmc

  • September 28 · length unknown

    The Effective Manager And The Principle Of Sub-Optimization - Part 2

    When you become a manager, you start getting exposed to systems, processes, and principles that organizations rely on or understand to help them succeed. One of those hidden principles that too few managers and executives understand is the Principle of Sub-Optimization. For individual managers and full leadership teams visit www.manager-tools.com/ecc. Register for an upcoming virtual Effective Manager Confeat manager-tools.com/emc

  • September 21 · length unknown

    The Effective Manager And The Principle Of Sub-Optimization - Part 1

    When you become a manager, you start getting exposed to systems, processes, and principles that organizations rely on or understand to help them succeed. One of those hidden principles that too few managers and executives understand is the Principle of Sub-Optimization. Find our next conference at manager-tools.com/emc. Learn that common language using MTDISC: www.manager-tools.com/mtdisc

  • September 14 · length unknown

    How To Teach Peer Feedback To Your Directs

    If your directs aren't managers, they may not know the core principles behind giving feedback. They won't know how to give peer feedback. But you can teach them.

  • September 8 · length unknown

    The First Rule Of Feedback

    Giving effective feedback is one of the hardest tasks for managers. Feedback isn't hard to understand. We know we need to give it. But too many of us don't understand feedback's first rule: it's about future behavior.

  • August 17 · length unknown

    Coaching a Direct On Relationship Development - Part 2

    Coaching is the least-used of the Manager Tools Trinity's tools - One On Ones, Feedback, Delegation, and Coaching. That's too bad, because it only takes 5-10 minutes a week. One common use case we've heard from managers is helping a direct who has excellent job skills but struggles with relationships. Here's how to do that.

  • August 10 · length unknown

    Coaching a Direct On Relationship Development - Part 1

    Coaching is the least-used of the Manager Tools Trinity's tools - One On Ones, Feedback, Delegation, and Coaching. That's too bad, because it only takes 5-10 minutes a week. One common use case we've heard from managers is helping a direct who has excellent job skills but struggles with relationships. Here's how to do that.

  • August 3 · length unknown

    Your Job Includes Teaching Professionalism - Chapter 1 - Timeliness - Part 2

    Don't believe the "news" that organizations are changing so fundamentally that the core standards of professionalism no longer apply. In fact, as the world becomes faster, the old rules of working together effectively and efficiently become even more important. The speed of AI only adds to this insistence. We start with teaching timeliness because a professional who isn't timely isn't a professional at all.

  • July 27 · length unknown

    Your Job Includes Teaching Professionalism - Chapter 1 - Timeliness - Part 1

    Don't believe the "news" that organizations are changing so fundamentally that the core standards of professionalism no longer apply. In fact, as the world becomes faster, the old rules of working together effectively and efficiently become even more important. The speed of AI only adds to this insistence. We start with teaching timeliness because a professional who isn't timely isn't a professional at all.

  • July 20 · length unknown

    Culture - Chapter 3 - Performance!

    There's always a lot of talk by a lot of so-called experts about culture. That's because they define culture any way they want. That way they can say whatever they want. But some cultures are better than others, regardless of any definition those experts apply.

  • July 13 · length unknown

    Give Positive Feedback Just For Doing Their Job! - Part 2

    The vast majority of things that happen in your organization are good. Otherwise your company would go out of business. But most managers think their job (and it's a part they hate) is to give negative feedback. They have it backwards. The road to be able to give negative feedback and have it be effective is through positive feedback. And we're putting too high a bar on what behaviors deserve feedback.

  • July 6 · length unknown

    Give Positive Feedback Just For Doing Their Job! - Part 1

    The vast majority of things that happen in your organization are good. Otherwise your company would go out of business. But most managers think their job (and it's a part they hate) is to give negative feedback. They have it backwards. The road to be able to give negative feedback and have it be effective is through positive feedback. And we're putting too high a bar on what behaviors deserve feedback.

  • June 29 · length unknown

    Sourcing And Your Bench

    If you have a good network, with some of those in your network on your bench, you can shorten your hiring process and increase the chances of a successful hire.

  • June 22 · length unknown

    How To Work With Competencies

    There's an organizational tool, almost always used by Human Resources, called competencies. Even though it's a fairly popular model for thinking about professional development, it's a terrible system we don't recommend. But if you have to use competencies, here's how.

  • June 15 · length unknown

    Presenting Mistakes - Chapter 2 - Rigidity

    One of the most common presenting failures is being too rigid in one's preparation and delivery. If you're not well prepared, and therefore flexible, your rigidity can cause your message to not be persuasive.

Showing 1–20 of 32 episodes