This guidance describes how to help individual contributors handle an overload in work.

This cast recommends simple choices for what to delegate to our directs.

This guidance describes how to choose what to delegate using a simple Venn Diagram - the intersection between the direct, the manager, and the organization.

Today, Mark and Mike discuss the topic of Delegation. There probably isn't a management book out there that doesn't talk about the importance of delegation. However, very seldom does the author get into the type of detail we'll discuss today. Today, we cover the "how to" ... how to determine what and to whom to delegate and specifically what specific steps to take when delegating to an individual.

Today, Mark and Mike discuss the topic of Delegation. There probably isn't a management book out there that doesn't talk about the importance of delegation. However, very seldom does the author get into the type of detail we'll discuss today. Today, we cover the "how to"... how to determine what and to whom to delegate and specifically what specific steps to take when delegating to an individual.

This cast concludes our discussion on how to assign tasks to your directs.

This guidance describes how to assign tasks to your directs.

In this cast, we complete our discussion of the Revised Manager Tools Coaching Model.

This cast describes the Manager Tools Revised Coaching Model.

In today's fast and flat world, ideas are becoming critical competitive advantages. Managers - and many others - need to be good at getting the most and best ideas from themselves and their teams.

In today's fast and flat world, ideas are becoming critical competitive advantages. Managers - and many others - need to be good at getting the most and best ideas from themselves and their teams.

This cast concludes our guidance on how to measure the amount of feedback you're delivering to your directs.

This cast concludes our guidance on how to measure the amount of feedback you're delivering to your directs.

Part 2 of our guidance on what to do if your direct keeps saying no when you ask if they're open to feedback.

Part 1 of our guidance on what to do if your direct keeps saying no when you ask if they're open to feedback.

This cast describes behaviors for managers to engage in to ensure that they deliver feedback ethically and professionally.

We've gotten a great many questions, comments, and kudos for our show in July on the Feedback Model. Many listeners are discovering the power of feedback, of taking it out of the realm of the rare and into the stream of the every day. Not to sound repetitive, but most managers see feedback as akin to holding their breath - waiting as long as possible, and then creating a lot of sound and often fury. The Feedback Model tells us to see feedback like breathing - so regular as to become unnoticed.

In this podcast, Mike and Mark share a technique managers can use to give feedback to their team members.

In this podcast, Mike and Mark share a technique managers can use to give feedback to their team members.

In this podcast, Mike and Mark share a technique managers can use to give feedback to their team members.

In this podcast, Mike and Mark share a technique managers can use to give feedback to their team members.

In this show we continue our conversation on One-on-Ones. In addition to a brief review (very brief -- not a substitute for listening to the previous two shows!), we review a number of questions and finer points.

Mark and Mike conclude their discussion on the single most effective management tool available today - the weekly One-on-One.

Mark and Mike continue their discussion on the single most effective management tool available today - the weekly One-on-One. In the podcast, we refer to both a written summary of the key points for conducting One-on-Ones, as well as a form useful for documenting your One-on-Ones.