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Phone One on Ones May 17, 2009

Show notes

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.

Coaching the Meeting Delegation- Part 2 May 10, 2009

Show notes

This cast concludes our discussion on how to coach one of our directs on how to run our staff meeting which we have delegated to them.

Coaching the Meeting Delegation- Part 1 May 03, 2009

Show notes

This cast describes how to coach one of our directs on how to run our staff meeting which we have delegated to them.

Staff Meeting Delegation and Succession Planning Apr 26, 2009

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This cast describes how to delegate running your staff meeting as part of succession planning.

One Less Thing - Free Up Your Calendar Apr 19, 2009

Show notes

This cast describes an executive priority management technique - One Less Thing - to free up your calendar.

The Feedback Continuum Apr 12, 2009

Show notes

This cast describes how to give negative feedback in an escalating way, over time, to improve performance.

Systemic Feedback Apr 05, 2009

Show notes

What do we do when we've tried giving negative feedback but it doesn't seem to be working? We've given repeated instances of feedback, and yet we don't see a change in a direct's behavior? We give systemic feedback. And it's easy to give - it's just the four step standard feedback model with a change in focus. If you already know how to give standard feedback, systemic feedback is simple to implement...yet its simplicity belies its power. Really well delivered systemic feedback is exceptionally hard to ignore, and lays excellent groundwork for further efforts if the direct doesn't change his or her behavior.

Layoff Communications Part 1: Openly Confidential Mar 29, 2009

Show notes

This cast how to talk about layoffs when they are being considered. Many managers are torn when it comes to layoffs. Most of us know that when they happen, they're probably inevitable. We understand that layoffs are often a painful necessity (even though they're an admission of failure). We also know that the thought, rumor, or knowledge of layoffs is likely to create questions from our team. Just a rumor of a rumor will induce fear. So what are the rules about communicating about layoffs? What do we say when asked? How should we say it? Can we lie?

Bad Boss #1 - When You Have Directs Mar 22, 2009

Show notes

Most of us, when we have an angry and demeaning boss, tend to worry about ourselves first. We have to deal with most of the yelling, and most of the abuse. But if we have directs, we've got an additional responsibility. And our directs may be somewhat sheltered, but our boss can be REALLY threatening and fear‐inducing. We have a relationship of SOME sorts with this bad boss. But it's likely our directs ONLY see our boss at his or her worst. And, we almost always underestimate how much more fear our directs feel for their "skip‐boss" than we do. We've got to talk to our directs about this kind of boss, in a professional way, and we've got to have a consistent approach for dealing with the problems an angry and demeaning boss creates for our team. Here's how.

Deciding Between Two Good Candidates Mar 15, 2009

Show notes

This cast describes how to decide between two good candidates in a hiring situation. We're NOT going to tell everyone who's trying to decide between two candidates whom they should pick. What we are going to do with this cast is tell you what factors are most effective in determining whom to hire, as well as walking you through a simple process for the decision.

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