Manager Tools

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The Heart of Feedback Mar 08, 2009

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This cast describes behaviors for managers to engage in to ensure that they deliver feedback ethically and professionally. Mark recently had an experience that was somewhat chilling for him. He was talking to a manager who wanted to show him how good he was at improving. This was a High D, forceful manager who described himself as "a recovering jerk". He was following the Manager Tools Feedback Model, but wasn't getting results? Why is that? Because he was violating the purpose of feedback, to encourage effective behavior. Feedback that meets the purpose of feedback must come from a positive place, from emotions of love and not fear, of respect and not intimidation. We have a series of recommendations for all of us to do before we give feedback, so that we all stay mindful of WHY we're giving feedback, and what its purpose is: to encourage effective behavior.

Effective Meetings - No Laptops Mar 01, 2009

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This cast describes why and how to run your meetings without laptops. For our original cast on the Effective Meetings Protocol, check out "Effective Meetings - Get Out of Jail!"

The Starter Feedback Model - Part 2 Feb 22, 2009

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In this cast, we complete our 2-part series on the Starter Feedback Model, an EVEN SIMPLER method for delivering feedback.

The Starter Feedback Model - Part 1 Feb 15, 2009

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This cast describes an EVEN SIMPLER method for delivering feedback to help those managers who are struggling to implement it.

How To Handle Two Viable Job Candidates Feb 08, 2009

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This cast describes what to do when a manager has two candidates for a job that meet the standard, but you can only offer one candidate.

Bench Development in a Downturn Feb 01, 2009

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This cast discusses a way to build your recruiting "bench" during market downturns.

Horstman's Law of Project Management - Part 4 Jan 25, 2009

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Part 4 of our series on Horstman's Law of Project Management.

Horstman's Law of Project Management - Part 3 Jan 18, 2009

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Part 3 of our series on Horstman's Law of Project Management.

Horstman's Law of Project Management - Part 2 Jan 11, 2009

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Part 2 of our series on Horstman's Law of Project Management.

Horstman's Law of Project Management - Part 1 Jan 04, 2009

Show notes

In this cast we describe Horstman's Law of Project Management: Who Does What By When. We've talked and joked about it many times, and this cast will put to rest the details of Horstman's Law of Project Management (HLPM). Mark came up with it several years ago, to help a group of young managers get over their fear of working on fairly complex software development projects. It was actually born over a dinner at Mexican restaurant in Dallas! The concept is simple: all projects are simply tasks, done by people, within certain time frames. Despite all protestations to the contrary, no matter how complex the project, they all boil down to who is responsible for doing something, what they're responsible for, and when they have to have it done by. Complex tools can be helpful, but only on really large projects (and almost nobody looks at them anyway ;-) ). Keep it simple with HLPM. Here's how.

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