พอดคาสท์ Manager Tools ชั้นนำ (2025)

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Swimming Upstream - Chapter One - Your Boss's Calendar - Part 1

3 วันที่แล้ว

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Our guidance on Swimming Upstream introduces executive-level insights into our Manager Tools content to help managers become more effective by understanding organizational dynamics beyond their role, ultimately preparing them for greater leadership opportunities.โดย Michael Auzenne and Mark Horstman

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Why Scheduling Is The Most Important Component of One On Ones - Part 2

10 วันที่แล้ว

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Scheduling your One On Ones is surprisingly the most important component of One On Ones. Too many managers mistakenly believe that they are “too busy” to do One On Ones becuase of their full calendars. But scheduling them is actually more important than having weekly One On Ones. Why is that? Our data show why. And directs tell us why when we ask t…

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Why Scheduling Is The Most Important Component of One On Ones - Part 1

17 วันที่แล้ว

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Scheduling your One On Ones is surprisingly the most important component of One On Ones. Too many managers mistakenly believe that they are “too busy” to do One On Ones becuase of their full calendars. But scheduling them is actually more important than having weekly One On Ones. Why is that? Our data show why. And directs tell us why when we ask t…

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Why Is Negative Feedback So Hard? - Part 2

24 วันที่แล้ว

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Lots of managers - hundreds of thousand, and perhaps millions by now - start doing Manager Tools One On Ones, and they love them. They love them because they work, and they’re not as hard as the manager thought they would be. And very few managers who do Manager Tools One On Ones never stop.โดย Michael Auzenne and Mark Horstman

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Why Is Negative Feedback So Hard? - Part 1

ประมาณหนึ่งปีที่แล้ว

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Lots of managers - hundreds of thousand, and perhaps millions by now - start doing Manager Tools One On Ones, and they love them. They love them because they work, and they’re not as hard as the manager thought they would be. And very few managers who do Manager Tools One On Ones never stop.But feedback is a different story. We would guess that aro…

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The Simple Quarterly Performance Review

ประมาณหนึ่งปีที่แล้ว

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Most managers think that performance reviews are their most significant contribution to performance management and improvement. But that’s wrong. Frequent feedback is the greatest tool we managers have to improve performance. In fact, performance reviews aren’t even really part of the performance improvement efforts managers engage in. Performance …

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The Purpose of Feedback - Part 3

ประมาณหนึ่งปีที่แล้ว

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Almost every Non-Manager Tools manager thinks feedback is hard. And yet every year thousands of managers start giving feedback successfully. These managers have discovered that not only is it NOT that hard, but it’s well received, it works, and frankly, it’s easy to get addicted to giving it.โดย Michael Auzenne and Mark Horstman

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The Purpose of Feedback - Part 2

ประมาณหนึ่งปีที่แล้ว

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Almost every Non-Manager Tools manager thinks feedback is hard. And yet every year thousands of managers start giving feedback successfully. These managers have discovered that not only is it NOT that hard, but it’s well received, it works, and frankly, it’s easy to get addicted to giving it.โดย Michael Auzenne and Mark Horstman

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The Purpose of Feedback - Part 1

ประมาณหนึ่งปีที่แล้ว

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Almost every Non-Manager Tools manager thinks feedback is hard. And yet every year thousands of managers start giving feedback successfully. These managers have discovered that not only is it NOT that hard, but it's well received, it works, and frankly, it's easy to get addicted to giving it.โดย Michael Auzenne and Mark Horstman

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A Basic Team Culture Model For Managers - Part 2

ประมาณหนึ่งปีที่แล้ว

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In this guidance, we share what we think the base culture ought to be for all managers. You may wish to add more - that can be fine. Just be careful you don't have too many culture touch points - at some point they'll start conflicting with each other.โดย Michael Auzenne and Mark Horstman

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A Basic Team Culture Model For Managers - Part 1

ประมาณหนึ่งปีที่แล้ว

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In this guidance, we share what we think the base culture ought to be for all managers. You may wish to add more - that can be fine. Just be careful you don't have too many culture touch points - at some point they'll start conflicting with each other.โดย Michael Auzenne and Mark Horstman

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Assumptive Goal Setting - HOF 2024

ประมาณหนึ่งปีที่แล้ว

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

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How to Set Annual Goals - HOF 2024

ประมาณหนึ่งปีที่แล้ว

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

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The Tetris Workload Battle - Part 2

ประมาณหนึ่งปีที่แล้ว

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The Tetris Workload Battle - Part 2โดย Michael Auzenne and Mark Horstman

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The Tetris Workload Battle - Part 1

ประมาณหนึ่งปีที่แล้ว

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The Tetris Workload Battle - Part 1โดย Michael Auzenne and Mark Horstman

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How To Get Subordinate Managers To Do One On Ones - Part 2

ประมาณหนึ่งปีที่แล้ว

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How To Get Subordinate Managers To Do One On Onesโดย Michael Auzenne and Mark Horstman

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Delivering the Performance Review - HOF 2024

ประมาณหนึ่งปีที่แล้ว

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Our Hall of Fame guidance on delivering a performance review.โดย Michael Auzenne and Mark Horstman

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Preparing Performance Reviews - HOF 2024

ประมาณหนึ่งปีที่แล้ว

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This week, we're re-releasing one of our Hall of Fame casts on how to prepare performance reviews.โดย Michael Auzenne and Mark Horstman

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How To Get Subordinate Managers To Do One On Ones - Part 1

ประมาณหนึ่งปีที่แล้ว

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How To Get Subordinate Managers To Do One On Onesโดย Michael Auzenne and Mark Horstman

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The Goal Of An Interview Is To Create A DECISION

ประมาณหนึ่งปีที่แล้ว

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Our guidance on the reason for interviewingโดย Michael Auzenne and Mark Horstman

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The Feedback Sandwich

ประมาณหนึ่งปีที่แล้ว

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Our guidance on the Feedback Sandwich.โดย Michael Auzenne and Mark Horstman

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"Is That What You Want” - Not Recommended

ประมาณหนึ่งปีที่แล้ว

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Our guidance on using "Is that what you want?" in the Manager Tools Feedback Model.โดย Michael Auzenne and Mark Horstman

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Celebrate Yellow Tasks - Part 2

ประมาณหนึ่งปีที่แล้ว

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

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Celebrate Yellow Tasks - Part 1

ประมาณหนึ่งปีที่แล้ว

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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.โดย Michael Auzenne and Mark Horstman

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What If Your Direct Says No To Change?

ประมาณหนึ่งปีที่แล้ว

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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.โดย Michael Auzenne and Mark Horstman

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How To Respond To A Grievance - Part 4

ประมาณหนึ่งปีที่แล้ว

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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

ประมาณหนึ่งปีที่แล้ว

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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

ประมาณหนึ่งปีที่แล้ว

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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

ประมาณหนึ่งปีที่แล้ว

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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

ประมาณหนึ่งปีที่แล้ว

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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.โดย Michael Auzenne and Mark Horstman

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What Number Twos Do - And Why - Part 1

ประมาณหนึ่งปีที่แล้ว

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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.โดย Michael Auzenne and Mark Horstman

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Top Ten Hiring Mistakes - #9 - Comparing Candidates

ประมาณหนึ่งปีที่แล้ว

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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.)โดย Michael Auzenne and Mark Horstman

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"You're Asking For The Wrong Thing"

ประมาณหนึ่งปีที่แล้ว

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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

ประมาณหนึ่งปีที่แล้ว

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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

ประมาณหนึ่งปีที่แล้ว

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

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Manager Tools Coaching Model - Updated - Part 3

ประมาณหนึ่งปีที่แล้ว

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

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Manager Tools Coaching Model - Updated - Part 2

ประมาณหนึ่งปีที่แล้ว

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

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Manager Tools Coaching Model - Updated - Part 1

ประมาณหนึ่งปีที่แล้ว

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

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The Manager Tools Chatbot - Great Management Advice

ประมาณหนึ่งปีที่แล้ว

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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.โดย Michael Auzenne and Mark Horstman

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Rolling Out The Trinity - Updated - Part 3

ประมาณหนึ่งปีที่แล้ว

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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

ประมาณหนึ่งปีที่แล้ว

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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

ประมาณหนึ่งปีที่แล้ว

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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

ประมาณหนึ่งปีที่แล้ว

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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.โดย Michael Auzenne and Mark Horstman

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Manager Tools Feedback Model - Updated - Part 2

ประมาณหนึ่งปีที่แล้ว

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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.โดย Michael Auzenne and Mark Horstman

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Manager Tools Feedback Model - Updated - Part 1

ประมาณหนึ่งปีที่แล้ว

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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.โดย Michael Auzenne and Mark Horstman

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Manager Tools One On Ones - Updated - Part 3

ประมาณหนึ่งปีที่แล้ว

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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.โดย Michael Auzenne and Mark Horstman

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Manager Tools One On Ones - Updated - Part 2

ประมาณหนึ่งปีที่แล้ว

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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.โดย Michael Auzenne and Mark Horstman

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Manager Tools One On Ones - Updated - Part 1

ประมาณหนึ่งปีที่แล้ว

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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.โดย Michael Auzenne and Mark Horstman