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.

30 Sep 2024 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.

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 them. Here's what to do when they start asking questions. They'll get their chance to ask questions, but not just yet.

Our updated guidance on the Manager Tools Delegation Model.

Part 3 of our updated guidance on the Manager Tools Coaching Model.

Part 2 of our updated guidance on the Manager Tools Coaching Model.

Part 1 of our updated guidance on the Manager Tools Coaching Model.

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.

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 along with us. This process for implementation will ensure success in your roll out.

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 along with us. This process for implementation will ensure success in your roll out.

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 along with us. This process for implementation will ensure success in your roll out.

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.

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.

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.

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.

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.

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.

Part 2 of our chapter two guidance on meetings for the proactive manager.

Part 1 of our chapter two guidance on meetings for the proactive manager.

Part 2 of our chapter one guidance on reporting for the proactive manager.

Part 1 of our chapter one guidance on reporting for the proactive manager.

Part 2 of our guidance on how to choose a managerial successor.

Part 1 of our guidance on how to choose a managerial successor.

You're going to get chewed out by your boss in public. It happens. Don't do anything publicly.

Part 2 of our guidance on what to do when your directs tell you they are too busy.

Part 1 of our guidance on what to do when your directs tell you they are too busy.

Our guidance on how to handle a sudden demotion.

Part 2 of our guidance on educating your directs on performance reviews early.

Part 1 of our guidance on educating your directs on performance reviews early.

Part 2 of our guidance on the salary discussions 2x2 matrix tool.

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.

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 better question, a better answer is the best answer.

Our Hall of Fame guidance on how to think more creatively about annual planning goals.

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

Part 2 of our guidance on rebranding feedback.

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

Part 3 of our guidance on working with an administrative assistant, updated for remote, hybrid, and shared assistants.

Part 2 of our guidance on working with an administrative assistant, updated for remote, hybrid, and shared assistants.

Part 1 of our guidance on working with an administrative assistant, updated for remote, hybrid, and shared assistants.

It's the end of the year. Most managers we know are thinking about the holidays... and annual reviews. After years of managing, training and consulting, we've concluded this is one of the most poorly managed and implemented processes we're aware of. It's not hard to do, but for plenty of (bad) reasons, managers just don't handle this responsibility well. For those few who do, it's an enormous competitive advantage.

It's the end of the year. Most managers we know are thinking about the holidays... and annual reviews. After years of managing, training and consulting, we've concluded this is one of the most poorly managed and implemented processes we're aware of. It's not hard to do, but for plenty of (bad) reasons, managers just don't handle this responsibility well. For those few who do, it's an enormous competitive advantage.

Part 10 of our Manager Tools guidance on how to action Engagement Survey results question by question.

Part 9 of our Manager Tools guidance on how to action Engagement Survey results question by question.

Part 8 of our Manager Tools guidance on how to action Engagement Survey results question by question.

Part 7 of our Manager Tools guidance on how to action Engagement Survey results question by question.

Part 6 of our Manager Tools guidance on how to action Engagement Survey results question by question.

Part 5 of our Manager Tools guidance on how to action Engagement Survey results question by question.

Part 4 of our Manager Tools guidance on how to action Engagement Survey results question by question.

Part 3 of our Manager Tools guidance on how to action Engagement Survey results question by question.

Part 2 of our Manager Tools guidance on how to action Engagement Survey results question by question.

Part 1 of our Manager Tools guidance on how to action Engagement Survey results question by question.

Many directs' common response to negative feedback is to say, "It's not my fault." It's understandable, it's self protective, but it also completely misses the mark of the purpose of feedback. Here's how to handle it.

Almost all managers are scared about giving feedback. But there's a reason to be positive about it: it's just like buying insurance.

Our guidance on having a great handshake.

Sometimes it's easier to mention to everyone on your team when one member of your team messes up. But this is what lazy, ineffective managers do.

Now that you've gotten your engagement survey results back, how do you respond? In this guidance, we take an actual engagement survey, question by question, and show you how to respond to a low score on that question.

Part 2 of our guidance on packing for a business trip.

Part 1 of our guidance on packing for a business trip.

Now that you've gotten your engagement survey results back, how do you respond? In this guidance, we take an actual engagement survey, question by question, and show you how to respond to a low score on that question.

Part 2 of our guidance on how to handle body odor.

Part 1 of our guidance on how to handle body odor.

Part 2 of our guidance on culture core behaviors.

Part 1 of our guidance on culture core behaviors.

Our guidance on thank you notes.

Part 5 our guidance on Engagement Surveys.

Part 4 our guidance on Engagement Surveys.

Part 3 our guidance on Engagement Surveys.

Part 2 our guidance on Engagement Surveys.

Part 1 our guidance on Engagement Surveys.

Part 2 of our MTDISC behavioral effectiveness example one.

Part 1 of our MTDISC behavioral effectiveness example one.

You Don't Deserve a Promotion

There are rules for how to conduct oneself professionally. It's part of a manager's job to teach them to our employees.

Part 4 of our guidance on how to prepare for and communicate a layoff effectively and compassionately.

Part 3 of our guidance on how to prepare for and communicate a layoff effectively and compassionately.

Part 2 of our guidance on how to prepare for and communicate a layoff effectively and compassionately.

Part 1 of our guidance on how to prepare for and communicate a layoff effectively and compassionately.

Culture is an often discussed topic in management and leadership circles. But culture is not what most managers and leaders think.

Part 3 of our guidance on the big 4 of performance communications.

Part 2 of our guidance on the big 4 of performance communications.

Part 1 of our guidance on the big 4 of performance communications.

You're going to get a lot of input as a manager. There are all kinds of reasons for this, but the answer is almost always the same: the first thing to do is nothing.

Part 3 of our chapter two guidance on hiring is not an HR process.

Part 2 of our chapter two guidance on hiring is not an HR process.

Part 1 of our chapter two guidance on hiring is not an HR process.

Our Hall of Fame guidance on how to think more creatively about annual planning goals.