Our guidance on how you can improve someone's performance without fully coaching them. We use the example of running a meeting to illustrate.

Our guidance on how you can improve someone's performance without fully coaching them. We use the example of running a meeting to illustrate.

In today's cast, we complete our discussion on coaching directs on interpersonal skills.

This cast tells you how to begin a process of coaching a direct on interpersonal skills.

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.

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

This cast provides guidance on giving feedback when coaching directs on their presentation skills, AND a detailed template managers can use when doing so.

This guidance recommends having any of your directs who present, and maybe even yourself, join and attend a Toastmasters Chapter.

The conclusion of our series on how to coach someone to stop interrupting, using the Manager Tools Coaching Model.

Another cast in our series on how to coach someone to stop interrupting, using the Manager Tools Coaching Model.

How to coach someone to stop interrupting, using the Manager Tools Coaching Model.

Last week, in our detailed review of the Late Stage Coaching Model, we covered steps 1 and 2 (Feedback and Systemic Feedback) of the six steps. In this cast we review the last 4 steps.

Last week, we covered at a high-level the Late Stage Coaching model, or the process you go through when having to fire someone. As we noted then, and we'll say again now, this process isn't really a "how to fire someone", but rather, how to develop someone. In most cases, if you follow this model, you NEVER get to the step where you have to fire someone. Now, isn't that an experience we'd all like to avoid?

Part 3 of Dani's best management story about how she used the Manager Tools Trinity to terminate a poor performer in an organization where "you can't fire anyone."

Part 2 of Dani's best management story about how she used the Manager Tools Trinity to terminate a poor performer in an organization where "you can't fire anyone."

Dani's best management story about how she used the Manager Tools Trinity to terminate a poor performer in an organization where "you can't fire anyone."

This guidance discusses how to manage those directs whom you didn't hire and who have a history of poor performance.

This guidance discusses how to manage those directs whom you didn't hire and who have a history of poor performance.

This cast continues our discussion on whom to coach and develop on your team with your marginal time.

This guidance describes whom to coach and develop on your team with your marginal time.

A short (8 min) extra cast where Mark introduces the Coaching Dilemma and solicits YOUR responses. What do you think is the correct answer to the dilemma?

This guidance recommends extending short coaching deadlines when your directs show that they can meet them, and keeping deadlines flexible based on performance.

We got a great email recently from a listener asking about how to develop one of the managers in their company. The mail went something like this: "hey guys, love Manager Tools, really like the usability of the recommendations. But need some help. One of our guys has some management responsibilities, and we'd like to help him get better. Wonder if you can recommend some sort of comprehensive coaching program, with some resources or books that we can get him involved in."