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  5. <title>Manager Tools Forums</title>
  6. <description>This feed displays the latest comments and Topics from the Manager Tools Forums</description>
  7. <link>http://54.159.247.202/forums</link>
  8. <image>
  9. <title>Manager Tools Forums</title>
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  11. <link>http://54.159.247.202/forums</link>
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  13. <item>
  14. <author>donotrespond@manager-tools.com (timrutter)</author>
  15. <pubDate>Tue, 01 Mar 2016 20:40:58 -0500</pubDate>
  16. <link>http://54.159.247.202/forums/company-reorg-stationed-abroad-what-should-i-do#comment-308025</link>
  17. <guid>http://54.159.247.202/forums/company-reorg-stationed-abroad-what-should-i-do#comment-308025</guid>
  18. <title>Re: Company Reorg- Stationed Abroad - What should I do? </title>
  19. <description>
  20. &lt;p&gt;Firstly, well done for assessing the situation and taking positive action. Too many don&amp;#39;t until the bus is on top of them. What you have done so far will pay you back should you need it.&lt;/p&gt;
  21. &lt;p&gt;Should you wait? In my opinion, no. Get ahead of the other people staring at the oncoming headlights and that way you won&amp;#39;t be competing with them when they are released or they realise that the inevitable is about to happen. Add to this that (as Mark says) you cannot reject a job offer you do not have. Even if moving is Plan B, make it a strong one with offers in hand.&lt;/p&gt;
  22. &lt;p&gt;I would add that if the grapevine is chattering, then these layoffs may be implemented a lot sooner than you think.&lt;/p&gt;
  23. &lt;p&gt;Jump starting your network while abroad is no different from when at home. Email, phonecalls and cards all still work. When you were not an expat, you probably didn&amp;#39;t have all your network in your home town, the same applies now.&lt;/p&gt;
  24. &lt;p&gt;Both interviewing and getting an interview can be difficult. If you are in an industry that has a high level of international staff (Oil &amp;amp; Gas, Military etc.) then they&amp;#39;ll be used to telephone interviews and considering applicants not currently in the home country. If your industry or the firm you are applying to doesn&amp;#39;t have this, then it gets a little harder and you have to address this when you make your first approach. Name the elephant in the room and offer the resolution to the problem.&lt;/p&gt;
  25. &lt;p&gt;As an anecdote, I was pretty famous in my last company as flew from London to Sydney (11,000 miles) to attend the interview. All other applicants were phone interviewed, needless to say, the offer was forthcoming the next day. You can use this to your advantage!&lt;/p&gt;
  26. &lt;p&gt;Hope this helps a little.&lt;/p&gt;
  27. &lt;p&gt;Tim&lt;/p&gt;
  28. &lt;p&gt;&amp;nbsp;&lt;/p&gt;
  29.  
  30. </description>
  31. </item>
  32. <item>
  33. <author>donotrespond@manager-tools.com (VPfreedude)</author>
  34. <pubDate>Tue, 01 Mar 2016 14:36:39 -0500</pubDate>
  35. <link>http://54.159.247.202/forums/high-d-new-starter-ruffling-feathers#comment-308024</link>
  36. <guid>http://54.159.247.202/forums/high-d-new-starter-ruffling-feathers#comment-308024</guid>
  37. <title>Re: High D new starter ruffling feathers</title>
  38. <description>
  39. As much as I want to be an optimist I think you have to take serious action.
  40.  
  41. Sit him/her down, review the feedback.  When he tried to tell you are wrong, be clear and direct in asking him to keep his thoughts to himself until you are finished.  Then take your shot across the bow as the podcast says.  If your behaviour interacting with me, the team etc doesn&#039;t improve by X time/date then I will have to terminate your employment.  Stick to your guns and keep it about behaviour and professional.
  42. He will be hurt and defensive, likely thinking he is always right and not understanding where you are coming from.  Explain how his behaviour has damaged your working relationship and reiterate that you are serious.
  43.  
  44. The conversation sucks.  I have done it before with reasonable results.  The direct in my situation was shocked at the feedback after finally getting through to her and committed to trying to work with the team better.  It worked out ok. Everyone appreciated her efforts and things improved until the day she resigned 6 months later.
  45.  
  46. Best of luck!
  47. </description>
  48. </item>
  49. <item>
  50. <author>donotrespond@manager-tools.com (Consultant2001)</author>
  51. <pubDate>Tue, 01 Mar 2016 08:05:09 -0500</pubDate>
  52. <link>http://54.159.247.202/forums/company-reorg-stationed-abroad-what-should-i-do</link>
  53. <guid>http://54.159.247.202/forums/company-reorg-stationed-abroad-what-should-i-do</guid>
  54. <title>Company Reorg- Stationed Abroad - What should I do? </title>
  55. <description>
  56. Hello all-
  57.  
  58. I have been with my company for over 5 years. I love my company, and I love my job. I have my dream job as an internal management consultant for a fortune 100 company. I have been doing it for a year. I don’t want to do anything else. Honestly I love what I do (Which a lot of people have never been able to say).
  59.  
  60. The sad news is, my dept. got acquired by another division through a large internal reorg. While they have not told us anything- I have a strong suspicion that my group will be dissolved. While I have an awesome working relationship with my company and my team (I’m sure I could get another job within the company). I’m not entirely sure I want to do anything else.  
  61.  
  62. In an effort to be proactive, I have updated my CMD/resume MT style. And have bought the interview series. So I can start looking for mgmt. consulting roles. While I know it never hurts to interview and look around. I am currently stationed in Manila until April.  I know I need to &quot;jumpstart&quot; my network, and be ready for an interview when the opportunity arises.  So my questions are as follows:
  63.  
  64. • Should I wait to hear of the news about impending layoffs and where I land in the next few months?  
  65.  
  66. I know this seems like a no brainer- but since I’m cheap and I work hard I can likely survive the first round of layoffs (I make about 20K less than the going rate for my role). And I could rise quickly since I was “bench warming” for a promotion this year. – and MTs says it is always better to be promoted to the next level before looking for the new job in a company. Also I’m not entirely sure I want to give up on the good will of my current employer.
  67.  
  68. • How do I jump start my networking while abroad?
  69.  
  70. • How do employers handle interviewing someone who is stationed abroad?
  71.  
  72. I have never done this before - So I appreciate any advice you may have!
  73.  
  74. </description>
  75. </item>
  76. <item>
  77. <author>donotrespond@manager-tools.com (Laura McCaffrey)</author>
  78. <pubDate>Mon, 29 Feb 2016 12:18:15 -0500</pubDate>
  79. <link>http://54.159.247.202/forums/can-i-give-feedback-someone-elses-direct#comment-308022</link>
  80. <guid>http://54.159.247.202/forums/can-i-give-feedback-someone-elses-direct#comment-308022</guid>
  81. <title>Re: Can I give feedback to someone else's direct?</title>
  82. <description>
  83. &lt;p&gt;Great, I&amp;#39;ll listen to that one. Thanks!&lt;/p&gt;
  84.  
  85. </description>
  86. </item>
  87. <item>
  88. <author>donotrespond@manager-tools.com (Laura McCaffrey)</author>
  89. <pubDate>Mon, 29 Feb 2016 12:17:55 -0500</pubDate>
  90. <link>http://54.159.247.202/forums/can-i-give-feedback-someone-elses-direct#comment-308021</link>
  91. <guid>http://54.159.247.202/forums/can-i-give-feedback-someone-elses-direct#comment-308021</guid>
  92. <title>Re: Can I give feedback to someone else's direct?</title>
  93. <description>
  94. &lt;p&gt;Thanks so much for the guidance.&lt;/p&gt;
  95.  
  96. </description>
  97. </item>
  98. <item>
  99. <author>donotrespond@manager-tools.com (Laura McCaffrey)</author>
  100. <pubDate>Mon, 29 Feb 2016 12:17:34 -0500</pubDate>
  101. <link>http://54.159.247.202/forums/can-i-give-feedback-someone-elses-direct#comment-308020</link>
  102. <guid>http://54.159.247.202/forums/can-i-give-feedback-someone-elses-direct#comment-308020</guid>
  103. <title>Re: Can I give feedback to someone else's direct?</title>
  104. <description>
  105. &lt;p&gt;Thanks!&amp;nbsp; I&amp;#39;ll definitely listen to that one.&lt;/p&gt;
  106.  
  107. </description>
  108. </item>
  109. <item>
  110. <author>donotrespond@manager-tools.com (timrutter)</author>
  111. <pubDate>Sun, 28 Feb 2016 18:51:54 -0500</pubDate>
  112. <link>http://54.159.247.202/forums/interviewing-does-candidate-nitpick-wrong-things-show-they-are-right-all-time#comment-308019</link>
  113. <guid>http://54.159.247.202/forums/interviewing-does-candidate-nitpick-wrong-things-show-they-are-right-all-time#comment-308019</guid>
  114. <title>Re: Interviewing: Does candidate nitpick the wrong things, show they are right all the time?</title>
  115. <description>
  116. &lt;p&gt;That&amp;#39;s a far better constructed answer than mine William. Thanks!&lt;/p&gt;
  117. &lt;p&gt;Tim&lt;/p&gt;
  118.  
  119. </description>
  120. </item>
  121. <item>
  122. <author>donotrespond@manager-tools.com (tlhausmann)</author>
  123. <pubDate>Sun, 28 Feb 2016 15:02:20 -0500</pubDate>
  124. <link>http://54.159.247.202/forums/feedback-remote-directs-observing-behaviors#comment-308018</link>
  125. <guid>http://54.159.247.202/forums/feedback-remote-directs-observing-behaviors#comment-308018</guid>
  126. <title>Re: Feedback for remote directs - observing behaviors?</title>
  127. <description>
  128. &lt;p&gt;Jeff! Long time no see! I hope you&amp;#39;re doing great.&lt;/p&gt;
  129. &lt;p&gt;My current work has me doing video conferencing very frequently. Further, even audio conferencing quality is another place to observe behaviors (e.g. is the person joining on time, quality of the equipment used for conferencing, behaviors during the conference, participation level, etc.)&lt;/p&gt;
  130. &lt;p&gt;I endeavor to provide the feedback over the phone or videoconference whenever possible. If I recall, the MT guidance is to not provide feedback via email. (Praise and thank you&amp;#39;s by email are OK, in my view.)&lt;/p&gt;
  131.  
  132. </description>
  133. </item>
  134. <item>
  135. <author>donotrespond@manager-tools.com (mickmgrtools)</author>
  136. <pubDate>Sun, 28 Feb 2016 12:50:43 -0500</pubDate>
  137. <link>http://54.159.247.202/forums/manager-jokes#comment-308017</link>
  138. <guid>http://54.159.247.202/forums/manager-jokes#comment-308017</guid>
  139. <title>Re: Manager Jokes</title>
  140. <description>
  141. &lt;p&gt;I agree that you have to take care about &amp;quot;joking&amp;quot; or other statements depending on the culture. &amp;nbsp;When explaining to some junior team members why they need to document stuff and keep others up to speed on what they are doing, I said something like &amp;quot;what if you get hit by a bus&amp;quot; - this caused a lot of distress to the very superstitous person who explained in his culture they believe that statements like this can cause the event to happen. &amp;nbsp;I now use statements like &amp;quot;what if you win the lottery?&amp;quot;&lt;/p&gt;
  142.  
  143. </description>
  144. </item>
  145. <item>
  146. <author>donotrespond@manager-tools.com (Lpaine)</author>
  147. <pubDate>Fri, 26 Feb 2016 14:31:55 -0500</pubDate>
  148. <link>http://54.159.247.202/forums/shooting-hesston-kansas</link>
  149. <guid>http://54.159.247.202/forums/shooting-hesston-kansas</guid>
  150. <title>Shooting in Hesston, Kansas</title>
  151. <description>
  152. Last night, a shooting occurred in a neighboring city at a business our community does business with.  I am a city manager.  I listened intently to the news of what was going on and came away with two very different observations.  One was an affirmation of concern of a small community (pop 3,700) for friends and relatives of those working in the plant and those the friends and family waiting outside the plant to learn what they could.  The other was a comment by news reporters regarding the shooter and the role the company has in diagnosing behavior that could be potentially dangerous.
  153.  
  154. Within minutes, folks in Hesston were out with coffee and cell chargers to circulate among the waiting crowd to see what they could do to help and comfort the folks waiting to find out about family still in the plant.  I have come to know that is what communities do when tragedy visits them.  It speaks well to those who go to comfort those who are hurting.  We don&#039;t do it enough nor to the degree that we should.
  155.  
  156. On the other hand, I heard reporters asking about the mental stability of the man who was employed there and took a rifle in and started shooting.  I started a thought process asking what is my responsibility as a manager/leader toward identifying personnel who could be a potential danger to himself/herself and their work colleagues. How well will our relationship building process work if we are trying to ascertain if Joe/Jane is a potential threat.  And let&#039;s say we conclude there is a danger....  What do we do to protect that employee; what about protecting the organization from a person like this.  How are we supposed to know? How do you protect yourself from doing the very thing that pushed the person over the edge.
  157.  
  158. It seems that our jobs will be very different in the near future.  I am interested to hear what other members think of the potential change.  Certainty,  I do not have the answer.
  159.  
  160. Larry Paine
  161. City Administrator
  162. Hillsboro, Kansas, USA
  163. </description>
  164. </item>
  165. <item>
  166. <author>donotrespond@manager-tools.com (williamelledgepe)</author>
  167. <pubDate>Fri, 26 Feb 2016 05:55:22 -0500</pubDate>
  168. <link>http://54.159.247.202/forums/interviewing-does-candidate-nitpick-wrong-things-show-they-are-right-all-time#comment-308016</link>
  169. <guid>http://54.159.247.202/forums/interviewing-does-candidate-nitpick-wrong-things-show-they-are-right-all-time#comment-308016</guid>
  170. <title>Re: Interviewing: Does candidate nitpick the wrong things, show they are right all the time?</title>
  171. <description>
  172. &lt;p&gt;&amp;quot;Tell me about a time when you noticed a small, but important detail and had to bring it to the attention of your superiors. &amp;nbsp;What did you say? &amp;nbsp;What did you do?&amp;quot;&lt;/p&gt;
  173. &lt;p&gt;This is from the ICT (one of my favorite tools that just keeps on giving).&amp;nbsp;&lt;/p&gt;
  174. &lt;p&gt;You should be able to judge from an example if it was &amp;quot;too nit picky&amp;quot; for you.&amp;nbsp;&lt;/p&gt;
  175. &lt;p&gt;For the second you could try, &amp;quot;Tell me about a time you had to support a decision you did not agree with. &amp;nbsp;What did you do? &amp;nbsp;What was the eventual outcome?&amp;quot; &amp;nbsp;(Again from ICT.)&lt;/p&gt;
  176. &lt;p&gt;Neither of the questions goes right at the negative behavior you&amp;#39;re looking for, but if they behaved properly on the positive side, you should be able to tell.&amp;nbsp;&lt;/p&gt;
  177.  
  178. </description>
  179. </item>
  180. <item>
  181. <author>donotrespond@manager-tools.com (Manager-Of-12)</author>
  182. <pubDate>Thu, 25 Feb 2016 18:47:14 -0500</pubDate>
  183. <link>http://54.159.247.202/forums/firing-fast</link>
  184. <guid>http://54.159.247.202/forums/firing-fast</guid>
  185. <title>Firing fast</title>
  186. <description>
  187. What are your thoughts on the usual hire slow, fire fast mentality?  Hiring at a reasonable pace (not too slow) is fine with me, but if I don&#039;t have ready candidates, should I be firing people who aren&#039;t performing and expecting the rest of the team (including me)  to pick up the slack and cover?
  188.  
  189. For one person it&#039;s ok, but this managing out a subteam of 3 folks in a team of 12.
  190. </description>
  191. </item>
  192. <item>
  193. <author>donotrespond@manager-tools.com (timrutter)</author>
  194. <pubDate>Thu, 25 Feb 2016 17:33:02 -0500</pubDate>
  195. <link>http://54.159.247.202/forums/interviewing-does-candidate-nitpick-wrong-things-show-they-are-right-all-time#comment-308015</link>
  196. <guid>http://54.159.247.202/forums/interviewing-does-candidate-nitpick-wrong-things-show-they-are-right-all-time#comment-308015</guid>
  197. <title>Re: Interviewing: Does candidate nitpick the wrong things, show they are right all the time?</title>
  198. <description>
  199. &lt;p&gt;Maybe approach this one from a slightly different perspective Art?&lt;/p&gt;
  200. &lt;p&gt;First step I would suggest is to describe the behavior, even if it&amp;#39;s just to yourself. Secondly, describe the behavior you want (probably the opposite) then construct your behavioral question around modelling the desirable rather than the undesirable.&lt;/p&gt;
  201. &lt;p&gt;Tim&lt;/p&gt;
  202.  
  203. </description>
  204. </item>
  205. <item>
  206. <author>donotrespond@manager-tools.com (katehorstman)</author>
  207. <pubDate>Thu, 25 Feb 2016 15:20:43 -0500</pubDate>
  208. <link>http://54.159.247.202/forums/protect-my-direct#comment-308014</link>
  209. <guid>http://54.159.247.202/forums/protect-my-direct#comment-308014</guid>
  210. <title>Re: Protect My Direct?</title>
  211. <description>
  212. &lt;p&gt;You&amp;#39;re very welcome!&lt;/p&gt;
  213.  
  214. </description>
  215. </item>
  216. <item>
  217. <author>donotrespond@manager-tools.com (katehorstman)</author>
  218. <pubDate>Thu, 25 Feb 2016 15:18:59 -0500</pubDate>
  219. <link>http://54.159.247.202/forums/feedback-remote-directs-observing-behaviors#comment-308013</link>
  220. <guid>http://54.159.247.202/forums/feedback-remote-directs-observing-behaviors#comment-308013</guid>
  221. <title>Re: Feedback for remote directs - observing behaviors?</title>
  222. <description>
  223. &lt;p&gt;Jeff-&lt;/p&gt;
  224. &lt;p&gt;Some really great places to look are work product, communications and meeting behaviors. For instance- does he send emails of a certain length? Are the thorough? Are they accurate? Are they polite? Are his reports on time? Do they have errors? Are the reports of a correct length? All of these behaviors are great places for feedback. Does he communicate with a positive tone? Does the direct attend all their meetings? Do they use mute when they are conference calls?&lt;/p&gt;
  225. &lt;p&gt;Remember that one of the behaviors that we can give feedback on is work product. Work product includes the accuracy, timeliness, quality and quantity of work as well as documents created related to the organization. Therefore reports, email, accuracy, quality, etc are all places were we have opportunity for feedback.&lt;/p&gt;
  226. &lt;p&gt;Consider too, communication. Dani and I are remote from each other. But we communicate about work all day long via email. Dani gives me feedback about my emails and communication.&lt;/p&gt;
  227. &lt;p&gt;As well, you could give feedback about meeting behaviors if you are in meetings with this direct. Such as, are they on time? Do they speak up? Do they interrupt others? Do they bring all their notes to the meeting?&lt;/p&gt;
  228. &lt;p&gt;I hope this helps.&lt;/p&gt;
  229. &lt;p&gt;Kate&lt;/p&gt;
  230.  
  231. </description>
  232. </item>
  233. <item>
  234. <author>donotrespond@manager-tools.com (artsmith222)</author>
  235. <pubDate>Thu, 25 Feb 2016 15:16:21 -0500</pubDate>
  236. <link>http://54.159.247.202/forums/interviewing-does-candidate-nitpick-wrong-things-show-they-are-right-all-time</link>
  237. <guid>http://54.159.247.202/forums/interviewing-does-candidate-nitpick-wrong-things-show-they-are-right-all-time</guid>
  238. <title>Interviewing: Does candidate nitpick the wrong things, show they are right all the time?</title>
  239. <description>
  240. What questions can you ask for a candidate to determine if they have either of these two negative traits:
  241. - nitpicks the wrong things
  242. - tries to show they are right a lot in front of other people?
  243.  
  244. We have had two people on in the group I am in hired after I was hired with these characteristics. One moved out of our group after 6 months, and then left the company a year later. Another one has been with us about a year. But several months ago, management decided that with the retirement of our boss, our group is closing down unless we relocate (I&#039;m relocating, others are not). Had we been able to hire better, maybe they wouldn&#039;t have closed us down as one of them could have taken my boss&#039;s place. In the new location, they hired me a new boss and he&#039;s asked me to assist in interviewing candidates to replace my coworkers who wouldn&#039;t not relocate. Hence, Hence, thought I&#039;d ask this question as I felt these two characteristics are negative traits I see in this field.
  245. </description>
  246. </item>
  247. <item>
  248. <author>donotrespond@manager-tools.com (Wendii)</author>
  249. <pubDate>Thu, 25 Feb 2016 12:25:37 -0500</pubDate>
  250. <link>http://54.159.247.202/forums/how-function-above-entry-level-e-course#comment-308012</link>
  251. <guid>http://54.159.247.202/forums/how-function-above-entry-level-e-course#comment-308012</guid>
  252. <title>Re: "How to function above entry level" E-course</title>
  253. <description>
  254. &lt;p&gt;We watched all three of the videos and read the material provided. &amp;nbsp;We don&amp;#39;t find the content as dense or helpful as ours, but there were useful points.&lt;/p&gt;
  255. &lt;p&gt;&lt;span style=&quot;line-height: 1.5em;&quot;&gt;In our view nothing was objectionable, including the &amp;quot;religious&amp;quot; references. &amp;nbsp;We would support a university of all faiths equally.&lt;/span&gt;&lt;/p&gt;
  256. &lt;p&gt;&amp;nbsp;&lt;/p&gt;
  257. &lt;p&gt;&amp;nbsp;&lt;/p&gt;
  258.  
  259. </description>
  260. </item>
  261. <item>
  262. <author>donotrespond@manager-tools.com (misstenacity)</author>
  263. <pubDate>Thu, 25 Feb 2016 00:56:16 -0500</pubDate>
  264. <link>http://54.159.247.202/forums/dr-executes-instructions-literally-defensive-when-asked-think#comment-308011</link>
  265. <guid>http://54.159.247.202/forums/dr-executes-instructions-literally-defensive-when-asked-think#comment-308011</guid>
  266. <title>Re: DR executes instructions literally, defensive when asked to think</title>
  267. <description>
  268. &lt;p&gt;Thanks, everyone. YES, communication is what the listener does. I know that and am trying to live it despite my high C.&lt;/p&gt;
  269. &lt;p&gt;A little followup - yes I am doing a lot more tiny deadlines with her, and things are improving. She&amp;#39;s still getting good and negative feedback. The latter&amp;#39;s latest example was after letting me know (rather than asking) that she signed up for a college class and needed to change her working hours immediately (within the bounds of when we are open). I was caught like a deer in headlights. How can you say no to someone going to school? Argh. But many of the non-work issues I have with her are related to her not having things in her life in order. (Larger musing - does it seem to any of you that people who don&amp;#39;t have their general life in order tend to also be not as focused at work tasks?)&lt;/p&gt;
  270. &lt;p&gt;Really, thanks for everything, I am still smarting from having her be &amp;quot;not very good&amp;quot; for several months (at an optimistic salary) when the hope was she would dive in from the get-go and try to figure out my job and take it from me (seriously, that&amp;#39;s not a bad thing).&amp;nbsp;&lt;/p&gt;
  271. &lt;p&gt;&amp;nbsp;&lt;/p&gt;
  272.  
  273. </description>
  274. </item>
  275. <item>
  276. <author>donotrespond@manager-tools.com (timrutter)</author>
  277. <pubDate>Wed, 24 Feb 2016 20:01:58 -0500</pubDate>
  278. <link>http://54.159.247.202/forums/when-does-asking-deliverable-become-managing-manager#comment-308010</link>
  279. <guid>http://54.159.247.202/forums/when-does-asking-deliverable-become-managing-manager#comment-308010</guid>
  280. <title>Re: When does asking for deliverable become managing the manager?</title>
  281. <description>
  282. &lt;p&gt;My reading of this from the information you provided is that weren&amp;#39;t clear, sought clarification and received it. Would things work better if you had almost exactly this conversation wth your boss?&lt;/p&gt;
  283. &lt;p&gt;&amp;quot;You know that email about XX and YY last week? If I get anything like that from you in future, can I confirm actions and deliverables with you?&amp;quot;&lt;/p&gt;
  284. &lt;p&gt;Hopefully that will draw his expectations of you out and make things a little clearer. He may expect you to take action from what he has given you, he may be happy for you to clarify. If you have a good relationship already, a conversation like that stands a really good chance of strengthening it as you are looking to find ways to meet his needs.&lt;/p&gt;
  285. &lt;p&gt;Other opinions are welcome from the rest of the forum on this!&lt;/p&gt;
  286. &lt;p&gt;Tim&lt;/p&gt;
  287.  
  288. </description>
  289. </item>
  290. <item>
  291. <author>donotrespond@manager-tools.com (meunier)</author>
  292. <pubDate>Wed, 24 Feb 2016 18:24:01 -0500</pubDate>
  293. <link>http://54.159.247.202/forums/feedback-remote-directs-observing-behaviors</link>
  294. <guid>http://54.159.247.202/forums/feedback-remote-directs-observing-behaviors</guid>
  295. <title>Feedback for remote directs - observing behaviors?</title>
  296. <description>
  297. Several posts on the forum and, to some extent, the 3rd party feedback podcast talk about how to deliver feedback to remote directs.
  298.  
  299. However, one challenge in this case is getting enough observations of remote direct behaviors to base feedback upon.
  300.  
  301. What are some tips and practices for getting more chances to observe behaviors of your remote directs, so you can provide more feedback? Practically, what has worked for people to, from a distance, just observe &quot;more?&quot;
  302.  
  303. -- Jeff
  304.  
  305. </description>
  306. </item>
  307. <item>
  308. <author>donotrespond@manager-tools.com (mauzenne)</author>
  309. <pubDate>Tue, 23 Feb 2016 23:18:43 -0500</pubDate>
  310. <link>http://54.159.247.202/forums/there-timeline-universe#comment-308008</link>
  311. <guid>http://54.159.247.202/forums/there-timeline-universe#comment-308008</guid>
  312. <title>Re: Is there a "Timeline of the Universe"?</title>
  313. <description>
  314. For what it&#039;s worth, Mark and I like this idea tremendously. Fits in well with some other projects we&#039;re working on. No promises of anything in the short-term, but rest assured we&#039;re paying attention. ;)
  315.  
  316. Mike
  317. </description>
  318. </item>
  319. <item>
  320. <author>donotrespond@manager-tools.com (Wendii)</author>
  321. <pubDate>Tue, 23 Feb 2016 23:08:14 -0500</pubDate>
  322. <link>http://54.159.247.202/forums/how-handle-grossly-unprofessional-behavior#comment-308007</link>
  323. <guid>http://54.159.247.202/forums/how-handle-grossly-unprofessional-behavior#comment-308007</guid>
  324. <title>Re: How to handle grossly unprofessional behavior</title>
  325. <description>
  326. &lt;p&gt;This is Mark&amp;#39;s full note that he mentioned earlier:&amp;nbsp;&lt;/p&gt;
  327. &lt;p&gt;&amp;nbsp;&lt;/p&gt;
  328. &lt;p&gt;First, we disagree with donm&amp;#39;s response, both in substance and tone.&amp;nbsp; We&amp;#39;ll address the manner of the post shortly. &amp;nbsp;&lt;br /&gt;
  329. &lt;br /&gt;
  330. Copying the Site Manager without notifying the Director doesn&amp;#39;t rise to the level of Career Limiting Move.&amp;nbsp; CLMs are far more serious than one email sent unwisely.&amp;nbsp; Further, CLMs don&amp;#39;t usually happen out of the blue like this.&amp;nbsp; There&amp;#39;s usually a pattern of behavior that ends in the CLM.&amp;nbsp; Little actions lead to bigger ones and bigger ones lead to CLMs - which is why we emphasise honesty, integrity and politeness.&lt;br /&gt;
  331. &lt;br /&gt;
  332. On the other hand, blowing up at one person, in front of others, and not responding to conciliatory acts?&amp;nbsp; In corporate america, that&amp;#39;s a CLM.&amp;nbsp; Either he has been expressing this temper in smaller ways previously, or he has something very stressful going on.&amp;nbsp; Even with great results or exceptional circumstances, he may well still be fired.&amp;nbsp; That is not adamec&amp;#39;s fault.&amp;nbsp; The Director manages his own emotions and actions, not adamec.&lt;br /&gt;
  333. &lt;br /&gt;
  334. In future, it would be smart for adamec to give a heads up to the Director that the Site Manager had requested such an email.&amp;nbsp; He would not be asking for permission, but making the Director aware that he has been asked to send the email and that he will be doing so shortly/this afternoon/in the morning.&amp;nbsp; That would give the Director a chance to work on a reasonable action.&lt;br /&gt;
  335. &lt;br /&gt;
  336. That said, when your boss&amp;#39;s boss asks you to do something, you&amp;rsquo;re pretty well obligated to do it.&amp;nbsp; If it&amp;#39;s unethical, or illegal, that&amp;#39;s something else (and rare) but a status update like this?&amp;nbsp; You&amp;#39;ve&amp;nbsp;&lt;span style=&quot;line-height: 1.5em;&quot;&gt;GOT&amp;nbsp;&lt;/span&gt;&lt;span style=&quot;line-height: 1.5em;&quot;&gt;to send it. &amp;nbsp;&lt;/span&gt;&lt;/p&gt;
  337. &lt;div&gt;To answer adamec&amp;#39;s original question, just pretend it didn&amp;#39;t happen.&amp;nbsp; If he apologizes, accept the apology.&amp;nbsp; It doesn&amp;#39;t mean it&amp;#39;s forgiven, if you need to feel that, it just means you accepted the apology. &amp;nbsp; You also say that there are places where you believe that you could have communicated more clearly.&amp;nbsp; Tell him that, and apologize for that part in the situation (don&amp;#39;t say if!)&lt;/div&gt;
  338. &lt;div&gt;&amp;nbsp;&lt;/div&gt;
  339. &lt;div&gt;His unprofessionalism doesn&amp;#39;t preclude yours.&amp;nbsp; Continue to work towards the results the company needs and build relationships.&amp;nbsp; It sounds like you have some feeling of empathy towards him (you say &amp;quot;clearly he was having a bad day).&amp;nbsp; Keep that in mind, and continue to do good work. &amp;nbsp;&lt;/div&gt;
  340. &lt;div&gt;&amp;nbsp;&lt;/div&gt;
  341. &lt;p&gt;As for donm:&lt;br /&gt;
  342. &lt;br /&gt;
  343. We disagree with your characterization of the extent of adamec&amp;rsquo;s mistake.&amp;nbsp; We also disagree with the delivery of your post.&amp;nbsp; You&amp;rsquo;ve made some strong statements that generally cross the line of the culture we like to see in the forums.&amp;nbsp; Phrases like &amp;ldquo;still have not learned that lesson&amp;rdquo; and &amp;ldquo;impossible to believe&amp;rdquo; are attacks on the person&amp;rsquo;s knowledge and character, rather than guidance or commentary on his choices of action.&amp;nbsp; Regardless of whether we agree or disagree, however, as to the substance of the matter, your comments could have been delivered with compassion [Ex: &amp;quot;Regrettably, you&amp;rsquo;ve done something beyond the pale, and I think you should assume you&amp;rsquo;re in for a rough road with this director and potentially others.&amp;rdquo;] Rather than what we read as derision.&lt;br /&gt;
  344. &lt;br /&gt;
  345. Let&amp;rsquo;s not kick people when they&amp;rsquo;re down, even if we believe we&amp;rsquo;re right.&lt;/p&gt;
  346.  
  347. </description>
  348. </item>
  349. <item>
  350. <author>donotrespond@manager-tools.com (todmv01)</author>
  351. <pubDate>Tue, 23 Feb 2016 20:36:03 -0500</pubDate>
  352. <link>http://54.159.247.202/forums/starting-1-1-20-directs#comment-308006</link>
  353. <guid>http://54.159.247.202/forums/starting-1-1-20-directs#comment-308006</guid>
  354. <title>Re: Starting 1-1 with >20 directs</title>
  355. <description>
  356. &lt;p&gt;At one time I had over 30 direct reports. Now I am down to 17. It can be difficult to schedule and maintain that number of meetings. It is ok to use biweekly schedule. In some cases I meet with new hires or remote workers weekly. The meetings are scheduled in January and run through the first week in December. The meetings are invaluable! I have been doing them for years. I tribute my engagement and retention scores to the 1:1 meetings. When a position opens, I have no trouble finding and promoting from within. Let me how if have questions. I&amp;#39;d be happy share what I can. Regards, Dave&lt;/p&gt;
  357.  
  358. </description>
  359. </item>
  360. <item>
  361. <author>donotrespond@manager-tools.com (todmv01)</author>
  362. <pubDate>Tue, 23 Feb 2016 20:16:23 -0500</pubDate>
  363. <link>http://54.159.247.202/forums/trinity-timing-rollout-and-rolldown#comment-308005</link>
  364. <guid>http://54.159.247.202/forums/trinity-timing-rollout-and-rolldown#comment-308005</guid>
  365. <title>Re: Trinity - Timing of Rollout and Rolldown?</title>
  366. <description>
  367. &lt;p&gt;Check out the &amp;quot;Rolling out the trinity&amp;quot; email series. It is very helpful. Timely reminders reinforce many points discussed in the various casts. It will help your directs establish a regular cadence regardless of where they are in the cycle. As new directs are hired into the company, the process starts from the beginning. Regards, Dave,.&lt;/p&gt;
  368.  
  369. </description>
  370. </item>
  371. <item>
  372. <author>donotrespond@manager-tools.com (todmv01)</author>
  373. <pubDate>Tue, 23 Feb 2016 19:54:29 -0500</pubDate>
  374. <link>http://54.159.247.202/forums/one-one-note-taking-recommendations-notebook-and-pen#comment-308004</link>
  375. <guid>http://54.159.247.202/forums/one-one-note-taking-recommendations-notebook-and-pen#comment-308004</guid>
  376. <title>Re: One On One Note-Taking Recommendations / A Notebook And A Pen</title>
  377. <description>
  378. &lt;p&gt;I tried the three ring binder for awhile. It got to be unwieldy. Currently, I use one composition notebook per direct report. It gives me a great deal of history and when needed, I carry next few notebooks with me when I expect to be out of the office. I place one copy of the M-T template in the back of each binder. Regards, Dave&lt;/p&gt;
  379.  
  380. </description>
  381. </item>
  382. <item>
  383. <author>donotrespond@manager-tools.com (JeteyeMa)</author>
  384. <pubDate>Tue, 23 Feb 2016 11:59:44 -0500</pubDate>
  385. <link>http://54.159.247.202/forums/when-does-asking-deliverable-become-managing-manager</link>
  386. <guid>http://54.159.247.202/forums/when-does-asking-deliverable-become-managing-manager</guid>
  387. <title>When does asking for deliverable become managing the manager?</title>
  388. <description>
  389. Hi All,
  390.  
  391. I&#039;ve loved the last few casts about deliverables, though the statement &quot;don&#039;t leave without a deliverable&quot; makes me a bit uneasy. My current line manager seems to dislike setting deliverables for all the usual reasons. More often than not he throws an unformed task to the team and expects someone to snatch it and do it. At the same time he issues more tasks than he expects to get done. He thinks tasks out loud and the team is supposed to evaluate and prioritize. It&#039;s a very organic system and has more-or-less worked.
  392.  
  393. Today he sent out a task that held the implication that one of the newer team members should pick it up. Inspired by the recent podcasts I sent out a helpful. &quot;Is this task meant for XX or YY?&quot; He responded with a genial paragraph about what everyone is generally working on and a &quot;It makes sense for YY to look at this.&quot; While I know I&#039;m not in danger for the one incident I realized that I&#039;m falling dangerously close to the &lt;em&gt;managing your manager&lt;/em&gt; trap. I feel that if I take the casual tasks he throws my direction and I re-propose them as deliverables it might eventually cause friction?
  394.  
  395. Is this a form of manager management? Where would the balance point be?
  396.  
  397. Many thanks to the MT community,
  398.  
  399. CD
  400. </description>
  401. </item>
  402. <item>
  403. <author>donotrespond@manager-tools.com (VPfreedude)</author>
  404. <pubDate>Tue, 23 Feb 2016 10:39:24 -0500</pubDate>
  405. <link>http://54.159.247.202/forums/hr-strategies#comment-308003</link>
  406. <guid>http://54.159.247.202/forums/hr-strategies#comment-308003</guid>
  407. <title>Re: HR Strategies</title>
  408. <description>
  409. &lt;p&gt;The single biggest thing that worked for me to keep my best talent is to have weekly O3s and really develop a relationship with my directs. &amp;nbsp;This allows me to understand which work I can delegate to them that is meaningful to them and engaging. &amp;nbsp;In tandem with this, I am as transparent as possible about the results and targets of the business, how their contributions matter and their performance/development goals.&lt;/p&gt;
  410. &lt;p&gt;im sure there are more formal ways that lots use. &amp;nbsp;I chose to keep my approach as simple and as close to the MT guidance as possible because it works well.&lt;/p&gt;
  411. &lt;p&gt;&amp;nbsp;&lt;/p&gt;
  412. &lt;p&gt;best of luck!&lt;/p&gt;
  413.  
  414. </description>
  415. </item>
  416. <item>
  417. <author>donotrespond@manager-tools.com (VPfreedude)</author>
  418. <pubDate>Tue, 23 Feb 2016 10:35:02 -0500</pubDate>
  419. <link>http://54.159.247.202/forums/when-youre-only-trained-interviewer#comment-308002</link>
  420. <guid>http://54.159.247.202/forums/when-youre-only-trained-interviewer#comment-308002</guid>
  421. <title>Re: When you're the only trained interviewer...</title>
  422. <description>
  423. If I understand correctly, you and the owner are concerned about improving the hiring process.  A suggestion to spread yourself around would be to have your staff do round one of interviews them anyone who passes round 1 interviews with you.  This would put your stamp on all future hires and allow for some consistency in the process.
  424. </description>
  425. </item>
  426. <item>
  427. <author>donotrespond@manager-tools.com (tlhausmann)</author>
  428. <pubDate>Tue, 23 Feb 2016 07:15:58 -0500</pubDate>
  429. <link>http://54.159.247.202/forums/there-timeline-universe#comment-308001</link>
  430. <guid>http://54.159.247.202/forums/there-timeline-universe#comment-308001</guid>
  431. <title>Re: Is there a "Timeline of the Universe"?</title>
  432. <description>
  433. &lt;p&gt;Yes, I have a Word document I can share. &amp;nbsp;It is not official MT guidance, but it is what I assembled based on the volume of great counsel in the podcasts. &amp;nbsp;&lt;/p&gt;
  434. &lt;p&gt;I have posted a link in the forums previously...just PM me you email address. &amp;nbsp;Also, there was for a time a MT calendar you could load into Outlook. &amp;nbsp;&lt;/p&gt;
  435.  
  436. </description>
  437. </item>
  438. <item>
  439. <author>donotrespond@manager-tools.com (pkalra001)</author>
  440. <pubDate>Tue, 23 Feb 2016 00:25:16 -0500</pubDate>
  441. <link>http://54.159.247.202/forums/hr-strategies</link>
  442. <guid>http://54.159.247.202/forums/hr-strategies</guid>
  443. <title>HR Strategies</title>
  444. <description>
  445. Can anyone guide me about talent retention strategy?
  446.  
  447. </description>
  448. </item>
  449. <item>
  450. <author>donotrespond@manager-tools.com (ProposalManager)</author>
  451. <pubDate>Mon, 22 Feb 2016 12:37:19 -0500</pubDate>
  452. <link>http://54.159.247.202/forums/what-manager-tools-line-being-hands-vs-micromanaging#comment-308000</link>
  453. <guid>http://54.159.247.202/forums/what-manager-tools-line-being-hands-vs-micromanaging#comment-308000</guid>
  454. <title>Re: What is the manager tools line for "being hands on" vs micromanaging? </title>
  455. <description>
  456. &lt;p&gt;I honestly don&amp;#39;t remember if it was from M-T or elsewhere, but I remember hearing once:&lt;/p&gt;
  457. &lt;p&gt;Good managing is knowing what your people are doing. Micro-managing is telling them how to do it.&lt;/p&gt;
  458.  
  459. </description>
  460. </item>
  461. <item>
  462. <author>donotrespond@manager-tools.com (JonathanGiglio)</author>
  463. <pubDate>Mon, 22 Feb 2016 09:31:26 -0500</pubDate>
  464. <link>http://54.159.247.202/forums/interviewing-company-asks-pay-stub#comment-307999</link>
  465. <guid>http://54.159.247.202/forums/interviewing-company-asks-pay-stub#comment-307999</guid>
  466. <title>Re: Interviewing Company Asks for Pay Stub</title>
  467. <description>
  468. It&#039;s just an idea. The true risk in providing a pay stub is that they will unethically (and it is unethical) adjust your compensation based on the information you willingly provide them. The way to stop this is for them to make a salary offer without that information. If they don&#039;t want to adjust your compensation based on this information, it should not be a problem. The offers should be based solely on your expected value to the company and the market rate for those services .That said - the risk is of course that they will refuse to provide the offer. Balance that out with accepting an offer from an unethical company. It would be interesting to know if there is a lawsuit brewing based on the illegal knowledge they would be obtaining. Although, when working for a company that publishes everyone&#039;s salary MIGHT change the dynamic.
  469. </description>
  470. </item>
  471. <item>
  472. <author>donotrespond@manager-tools.com (John White)</author>
  473. <pubDate>Mon, 22 Feb 2016 03:35:06 -0500</pubDate>
  474. <link>http://54.159.247.202/forums/stay-or-jump-ship#comment-307998</link>
  475. <guid>http://54.159.247.202/forums/stay-or-jump-ship#comment-307998</guid>
  476. <title>Re: Stay or jump ship?</title>
  477. <description>
  478. &lt;p&gt;I&amp;#39;m suspicious of the 100% can-do attitude. Taking an SMB off the core focus to chase a unique customer requirement is a classic mistake which results in a fragmented product. I think the much more realistic plan is:&lt;/p&gt;
  479. &lt;p&gt;1) Truly align behind the current leadership plan&lt;/p&gt;
  480. &lt;p&gt;2) Keep the network fresh&lt;/p&gt;
  481. &lt;p&gt;3) If your suspicions are correct and the product is impossible to deliver, get a head start on the job search&lt;/p&gt;
  482.  
  483. </description>
  484. </item>
  485. <item>
  486. <author>donotrespond@manager-tools.com (John White)</author>
  487. <pubDate>Mon, 22 Feb 2016 03:17:27 -0500</pubDate>
  488. <link>http://54.159.247.202/forums/interviewing-company-asks-pay-stub#comment-307997</link>
  489. <guid>http://54.159.247.202/forums/interviewing-company-asks-pay-stub#comment-307997</guid>
  490. <title>Re: Interviewing Company Asks for Pay Stub</title>
  491. <description>
  492. &lt;p&gt;Here&amp;#39;s the thread I mentioned. It was about a W2, not a pay stub.&lt;/p&gt;
  493. &lt;p&gt;https://www.manager-tools.com/forums/asking-w2s-offer&lt;/p&gt;
  494.  
  495. </description>
  496. </item>
  497. <item>
  498. <author>donotrespond@manager-tools.com (John White)</author>
  499. <pubDate>Mon, 22 Feb 2016 03:08:11 -0500</pubDate>
  500. <link>http://54.159.247.202/forums/interviewing-company-asks-pay-stub#comment-307996</link>
  501. <guid>http://54.159.247.202/forums/interviewing-company-asks-pay-stub#comment-307996</guid>
  502. <title>Re: Interviewing Company Asks for Pay Stub</title>
  503. <description>
  504. &lt;p&gt;I asked this question earlier on (Oct 2015) when I was transitioning. Jobs in the sales field want to see how you perform against quota and use your pay stub to help with that assessment.&amp;nbsp;&lt;/p&gt;
  505.  
  506. </description>
  507. </item>
  508. <item>
  509. <author>donotrespond@manager-tools.com (Alex_W)</author>
  510. <pubDate>Sun, 21 Feb 2016 23:54:41 -0500</pubDate>
  511. <link>http://54.159.247.202/forums/providing-references-be-contacted-cv-sent#comment-307995</link>
  512. <guid>http://54.159.247.202/forums/providing-references-be-contacted-cv-sent#comment-307995</guid>
  513. <title>Re: Providing references to be contacted before CV is sent</title>
  514. <description>
  515. Thanks Tim, yours echos my experience - you nailed it: administrative efficiency rather than good results..
  516.  
  517. The firm I am working with, based in the UK, for placement of a role in another part of the planet, insisted despite my diplomatic and polite best, to stick to their script,  annoyingly and frankly rudely so, ignoring my valid reasons for withholding my references until later in the process.
  518.  
  519. I reiterated that by working together we could still get to the same place.  
  520.  
  521. In the end I found a workaround (which I could discuss separately), but the damage had essentially been done - the impression they made on me is that they are out of touch with the environment in which they are trying to work, do not understand local practices, and, chose to blindly follow protocol despite respecting the concerns of their client candidates.
  522.  
  523. I would prefer to work with firms who follow a more 50-50 approach.  My guess is that they are out there, and as candidates, we have a choice.
  524. </description>
  525. </item>
  526. <item>
  527. <author>donotrespond@manager-tools.com (timrutter)</author>
  528. <pubDate>Sun, 21 Feb 2016 20:45:38 -0500</pubDate>
  529. <link>http://54.159.247.202/forums/providing-references-be-contacted-cv-sent#comment-307994</link>
  530. <guid>http://54.159.247.202/forums/providing-references-be-contacted-cv-sent#comment-307994</guid>
  531. <title>Re: Providing references to be contacted before CV is sent</title>
  532. <description>
  533. &lt;p&gt;I&amp;#39;m in a similar circumstance being on the job trail right now Alex. I&amp;#39;ve made the decision that I may have to sacrifice my relationship with the recruiter to protect my relationship with my referees.&lt;/p&gt;
  534. &lt;p&gt;Anecdoctally, a little firm pushback has not been the end of the application process in more than 50% of time.&lt;/p&gt;
  535. &lt;p&gt;As a personal opinion, this is one of many really dumb things I&amp;#39;m seeing in recruitment recently that all seem to be based in administrative efficiency rather than good results.&lt;/p&gt;
  536. &lt;p&gt;Tim&lt;/p&gt;
  537.  
  538. </description>
  539. </item>
  540. <item>
  541. <author>donotrespond@manager-tools.com (donm)</author>
  542. <pubDate>Sun, 21 Feb 2016 17:00:29 -0500</pubDate>
  543. <link>http://54.159.247.202/forums/how-handle-grossly-unprofessional-behavior#comment-307993</link>
  544. <guid>http://54.159.247.202/forums/how-handle-grossly-unprofessional-behavior#comment-307993</guid>
  545. <title>Re: How to handle grossly unprofessional behavior</title>
  546. <description>
  547. I want to point out the key paragraph in my diatribe: &quot;Before you try to justify your actions, just ask yourself this question: Did you know before sending the email that those between you and the requestor were not going to like it?&quot;
  548.  
  549. You have been justifying your actions, but you did not answer the question. If the answer is &quot;No,&quot; then I am wrong in my assessment, and I apologize. If the answer is &quot;Yes,&quot; then you should re-read everything that has been posted and take it to heart.
  550.  
  551. @Techmgr: &quot;I don&#039;t care what (Adamec) did wrong, that response was unprofessional.&quot; Agreed. I don&#039;t think anyone has excused the director&#039;s behavior. Were he posting here trying to justify his outburst, I think he would be disabused of that notion in short order.
  552.  
  553. I am looking forward to Mark&#039;s response. After being singled out in his preamble, I feel like a kid waiting to go into the principal&#039;s office wondering if I&#039;m due a paddling. By the ominous tone of his wording, I&#039;m pretty certain I&#039;m not about to be awarded any citation.  Maybe I did the equivalent of the director&#039;s outburst on a public forum...
  554. </description>
  555. </item>
  556. <item>
  557. <author>donotrespond@manager-tools.com (altstadt)</author>
  558. <pubDate>Sun, 21 Feb 2016 16:02:04 -0500</pubDate>
  559. <link>http://54.159.247.202/forums/there-timeline-universe</link>
  560. <guid>http://54.159.247.202/forums/there-timeline-universe</guid>
  561. <title>Is there a "Timeline of the Universe"?</title>
  562. <description>
  563. &lt;p&gt;Is there a page somewhere that shows a timeline for introduction of the various tools and then their frequency once introduced? I&#039;m looking for something akin to a &quot;Timeline of the Universe&quot;.&lt;/p&gt;
  564. &lt;p&gt;After a few years of working as an individual contributor, I find myself once again as the manager of a team. Some tools come back easy (weekly O3s, monthly ask &quot;overall, how&#039;s it going&quot;), but I can&#039;t remember when to introduce positive and corrective feedback. How often do I schedule time to analyze my O3 notes for retention? How often do I update my &quot;baseball cards&quot; for steel cage death matches? How does the introduction timing change for a new hire brought into an existing team?&lt;/p&gt;
  565. &lt;p&gt;If there is no such page, can this please be considered a feature request for the web site to add one? I would like to see something very similar to the &quot;Map of the Universe&quot;, with similar links to the reference podcasts and notes.&lt;/p&gt;
  566. </description>
  567. </item>
  568. <item>
  569. <author>donotrespond@manager-tools.com (Mark)</author>
  570. <pubDate>Sun, 21 Feb 2016 14:32:47 -0500</pubDate>
  571. <link>http://54.159.247.202/forums/how-handle-grossly-unprofessional-behavior#comment-307992</link>
  572. <guid>http://54.159.247.202/forums/how-handle-grossly-unprofessional-behavior#comment-307992</guid>
  573. <title>Re: How to handle grossly unprofessional behavior</title>
  574. <description>
  575. &lt;p&gt;Folks-&lt;/p&gt;
  576. &lt;p&gt;&amp;nbsp;&lt;/p&gt;
  577. &lt;p&gt;Wendii and another member asked me to review this thread in light of donm&amp;#39;s comments. &amp;nbsp;I&amp;#39;ve prepared a note she&amp;#39;s going to post (sorry I don&amp;#39;t have time to re-type it right now).&lt;/p&gt;
  578. &lt;p&gt;Short answer, more to follow: adamec&amp;#39;s error wasn&amp;#39;t as bad as many of these comments make it out to be. &amp;nbsp;Sure, an errror, and one he seem to have acknowledged (to my satisfaction anyway).&lt;/p&gt;
  579. &lt;p&gt;We all make mistakes, but let&amp;#39;s not kick a guy when he&amp;#39;s down.&lt;/p&gt;
  580. &lt;p&gt;Adamec - again, more to follow. &amp;nbsp;But chin up, lesson learned.&lt;/p&gt;
  581. &lt;p&gt;Mark&lt;/p&gt;
  582.  
  583. </description>
  584. </item>
  585. <item>
  586. <author>donotrespond@manager-tools.com (drenn18)</author>
  587. <pubDate>Sun, 21 Feb 2016 13:02:26 -0500</pubDate>
  588. <link>http://54.159.247.202/forums/seeking-interviews-student-project</link>
  589. <guid>http://54.159.247.202/forums/seeking-interviews-student-project</guid>
  590. <title>Seeking interviews for student project</title>
  591. <description>
  592. MT community:
  593.  
  594. Please let me know if you&#039;re willing to help with my school project by filling out this &quot;When is good&quot; poll showing when you&#039;re available: http://whenisgood.net/ibg585x. Message me here if you&#039;re more comfortable scheduling via email.
  595.  
  596. Background: I&#039;m an MBA student at Purdue writing a paper on the risks/rewards of negotiating salary as a non-executive new hire. Ideally, my paper will provide actionable guidance to all candidates, whether switching jobs or coming out of undergrad/grad school. Only salary is my focus, no other part of the offer package. The interview will last about 20 minutes, unless you want to offer more expert insight!
  597.  
  598. Thank you,
  599.  
  600. David
  601. MBA Candidate
  602. Ready, aim, aim, aim, aim, aim...
  603. </description>
  604. </item>
  605. <item>
  606. <author>donotrespond@manager-tools.com (drenn18)</author>
  607. <pubDate>Sun, 21 Feb 2016 12:46:13 -0500</pubDate>
  608. <link>http://54.159.247.202/forums/when-youre-only-trained-interviewer#comment-307991</link>
  609. <guid>http://54.159.247.202/forums/when-youre-only-trained-interviewer#comment-307991</guid>
  610. <title>Re: When you're the only trained interviewer...</title>
  611. <description>
  612. &lt;p&gt;Brian,&lt;/p&gt;
  613. &lt;p&gt;I have no sales experience, but I didn&amp;#39;t see any answers to your question so I thought I&amp;#39;d give you a thought. I&amp;#39;m making some major guesses about your environment, though. Overall I read your problem as &lt;em&gt;&amp;quot;you need to hire people quickly but effectively, and the team is not effective at interviewing currently&lt;/em&gt;&amp;quot;. Assuming that&amp;#39;s your problem:&lt;/p&gt;
  614. &lt;p&gt;The first two things that came to mind were the podcasts on &amp;quot;leader&amp;#39;s intent&amp;quot; and &amp;quot;simple interviewer training&amp;quot;.&amp;nbsp;You said &amp;quot;the owner&amp;quot; hired you, so I&amp;#39;m assuming it&amp;#39;s a small company. If this is the case, and the company is still owned by the founder, he or she might still be promoting the initial vision of the company--is your business model completely developed (see: Lean Launchpad method)? If no, the founder should not be &amp;quot;out of the way&amp;quot; yet. This is still a &amp;quot;startup&amp;quot;, and the founder should be involved in, as Mark says,&amp;nbsp;&amp;quot;the most important decision a manager makes&amp;quot; (interviewing). The first few hires you make, ideally, will be future managers and VPs so I also would go slow, unless you&amp;#39;re so new a company that cash is desperately low and you&amp;#39;re about to go under. There are so many factors, so sorry if I&amp;#39;m way off-base. Again, I just wanted you to get at least 1 reply!&lt;/p&gt;
  615. &lt;p&gt;Best luck,&lt;/p&gt;
  616. &lt;p&gt;David&lt;/p&gt;
  617. &lt;p&gt;MBA candidate,&amp;nbsp;Purdue&amp;nbsp;University&lt;/p&gt;
  618.  
  619. </description>
  620. </item>
  621. <item>
  622. <author>donotrespond@manager-tools.com (adamec)</author>
  623. <pubDate>Sat, 20 Feb 2016 22:17:36 -0500</pubDate>
  624. <link>http://54.159.247.202/forums/how-handle-grossly-unprofessional-behavior#comment-307990</link>
  625. <guid>http://54.159.247.202/forums/how-handle-grossly-unprofessional-behavior#comment-307990</guid>
  626. <title>Re: How to handle grossly unprofessional behavior</title>
  627. <description>
  628. &lt;p&gt;The more we discuss the more clear it becomes how unclear this situation is. It&amp;#39;s hard enough to write out. There are a lot of details but I can see your point that they don&amp;#39;t matter in the end.&lt;/p&gt;
  629. &lt;p&gt;I thought I had made myself clear the day before that I owed a report to the greater team. Obviously it is reasonable to say I did not communicate that as much as needed.&amp;nbsp;&lt;/p&gt;
  630. &lt;p&gt;my plan is to state that fact to him when we meet again. Explain that I thought I had communicated my requirement to report and apologize that clearly I had not done that. I know I told him the Boss wanted me to get this done and wanted to be kept In the loop. Maybe he didn&amp;#39;t hear what I thought I was saying.&lt;/p&gt;
  631. &lt;p&gt;&amp;nbsp;&lt;/p&gt;
  632. &lt;p&gt;So now what?&lt;/p&gt;
  633.  
  634. </description>
  635. </item>
  636. <item>
  637. <author>donotrespond@manager-tools.com (mike_bruns_99)</author>
  638. <pubDate>Sat, 20 Feb 2016 22:01:28 -0500</pubDate>
  639. <link>http://54.159.247.202/forums/how-handle-grossly-unprofessional-behavior#comment-307989</link>
  640. <guid>http://54.159.247.202/forums/how-handle-grossly-unprofessional-behavior#comment-307989</guid>
  641. <title>Re: How to handle grossly unprofessional behavior</title>
  642. <description>
  643. &lt;p&gt;The action items in the email are entirely irrelevant. &amp;nbsp;It doesn&amp;#39;t matter if the project status is yellow, red, green, or crimson. It doesn&amp;#39;t matter if the issues were or were not under his control. &amp;nbsp;You did fine to let him know his issues and actions ahead of time. You missed the 2nd part.. Unless I missed it in your text, you failed to let him know that you would make his failures public.&lt;/p&gt;
  644. &lt;p&gt;In order to&lt;span style=&quot;line-height: 1.5em;&quot;&gt; eliminate the chance &lt;/span&gt;for&lt;span style=&quot;line-height: 1.5em;&quot;&gt; a dime drop, the recipient must know BOTH&lt;/span&gt;&lt;/p&gt;
  645. &lt;ol&gt;
  646. &lt;li&gt;&lt;span style=&quot;line-height: 1.5em;&quot;&gt;that they have not met their responsibility, &lt;/span&gt;&lt;/li&gt;
  647. &lt;li&gt;&lt;span style=&quot;line-height: 1.5em;&quot;&gt;you intend to communicate that publicly.&lt;/span&gt;&lt;/li&gt;
  648. &lt;/ol&gt;
  649. &lt;p&gt;&lt;span style=&quot;line-height: 1.5em;&quot;&gt;In a slander/libel case, the truth is a defense. &amp;nbsp;Not here. It doesn&amp;#39;t matter if your facts are 100% true or 100% false. The fact&amp;nbsp;that you embarrassed him to others damaged/destroyed your relationship with him. That&amp;#39;s the problem. The fact that you aired the issues in public, before letting him know they would be made public.&lt;/span&gt;&lt;/p&gt;
  650. &lt;p&gt;&lt;span style=&quot;line-height: 1.5em;&quot;&gt;Please listen to this cast in detail: &amp;nbsp;&lt;/span&gt;&lt;span style=&quot;line-height: 1.5em;&quot;&gt;https://www.manager-tools.com/2013/09/no-dropping-dimes-part-1&lt;/span&gt;&lt;/p&gt;
  651. &lt;p&gt;&lt;span style=&quot;line-height: 1.5em;&quot;&gt;If he knew that the issues/actions would be made public well ahead of time, I&amp;#39;ll retract my&amp;nbsp;comments. If he didn&amp;#39;t know they would be made public until he saw the email copying others, that&amp;#39;s on you.&lt;/span&gt;&lt;/p&gt;
  652.  
  653. </description>
  654. </item>
  655. <item>
  656. <author>donotrespond@manager-tools.com (adamec)</author>
  657. <pubDate>Sat, 20 Feb 2016 20:09:50 -0500</pubDate>
  658. <link>http://54.159.247.202/forums/how-handle-grossly-unprofessional-behavior#comment-307988</link>
  659. <guid>http://54.159.247.202/forums/how-handle-grossly-unprofessional-behavior#comment-307988</guid>
  660. <title>Re: How to handle grossly unprofessional behavior</title>
  661. <description>
  662. &lt;p&gt;I forgot to include something.&lt;/p&gt;
  663. &lt;p&gt;both my boss and the three level skip have come to me, almost immediately after the incident, and are working with me to get the actions completed so we can complete the project.&lt;/p&gt;
  664. &lt;p&gt;i am not so dense to think there is nothing I could have done differently. But I think it is clear, and several others are in agreement, that his reaction, given the circumstances, was unwarranted.&lt;/p&gt;
  665. &lt;p&gt;tja is again for all of your comments. I appreciate it and any future input anyone has.&lt;/p&gt;
  666.  
  667. </description>
  668. </item>
  669. <item>
  670. <author>donotrespond@manager-tools.com (adamec)</author>
  671. <pubDate>Sat, 20 Feb 2016 19:56:18 -0500</pubDate>
  672. <link>http://54.159.247.202/forums/how-handle-grossly-unprofessional-behavior#comment-307987</link>
  673. <guid>http://54.159.247.202/forums/how-handle-grossly-unprofessional-behavior#comment-307987</guid>
  674. <title>Re: How to handle grossly unprofessional behavior</title>
  675. <description>
  676. &lt;p&gt;I see all of your points. And I would agree completely with donm and engineer if their assumptions were true. They are not though.&lt;/p&gt;
  677. &lt;p&gt;Director is from another department. And he was fully aware of the actions. I reviewed them line by line with him the day before. his explosion was a knee jerk reaction to the To: line of my email. Had he read the email, he would have seen its contents were fair and exactly what we discussed the day before.&lt;/p&gt;
  678. &lt;p&gt;the report literally had 6 action items with owners (again who had already concurred), 4 of which were to his department. I even have an email from the person in his department who will complete the actions. This is the document I used to review with him the day before&lt;/p&gt;
  679. &lt;p&gt;frankly, I have learned that lesson in the past. And it was a hard one to learn. That is why I didn&amp;#39;t blindly copy my skip&amp;#39;s boss.&amp;nbsp;&lt;/p&gt;
  680. &lt;p&gt;My attempt to explain was a reaction to what he was saying (excluding the curses), as I could tell immediately he didn&amp;#39;t read or understand the email.&lt;/p&gt;
  681. &lt;p&gt;i appreciate all of your input. Fresh eyes is a great thing. I can see the way this may look if you aren&amp;#39;t given every bit of information and actually your insight is leading me to believe this may be what other people are being told. I can&amp;#39;t help if he gossips.&lt;/p&gt;
  682. &lt;p&gt;it&amp;#39;s still an open item, HR has made no actions except interviews and asked for the communication &amp;quot;proof&amp;quot; I mentioned earlier.&lt;/p&gt;
  683. &lt;p&gt;&amp;nbsp;&lt;/p&gt;
  684. &lt;p&gt;&amp;nbsp;&lt;/p&gt;
  685.  
  686. </description>
  687. </item>
  688. <item>
  689. <author>donotrespond@manager-tools.com (techmgr)</author>
  690. <pubDate>Sat, 20 Feb 2016 10:57:50 -0500</pubDate>
  691. <link>http://54.159.247.202/forums/how-handle-grossly-unprofessional-behavior#comment-307986</link>
  692. <guid>http://54.159.247.202/forums/how-handle-grossly-unprofessional-behavior#comment-307986</guid>
  693. <title>Re: How to handle grossly unprofessional behavior</title>
  694. <description>
  695. &lt;p&gt;Something isn&amp;#39;t adding up for me - he didn&amp;#39;t say that this was his boss. This was &amp;quot;a Director&amp;quot;. It sounds like the project is important to the company. It&amp;#39;s not moving along at an acceptable rate. There have been discussions about why not and what needs to be done. And a person high up in the company (sounds like 3 steps above him) wants to be kept in the loop moving forward. To me, that&amp;#39;s a lot of pressure on a project manager - an individual contributor - who&amp;#39;s responsible for project success but has no role power. The Director was in agreement with the content of the report. Is this Director not being truthful with his boss about the project status? What Director doesn&amp;#39;t expect his boss to find out the project status eventually. Was this report simply factual or did it assign blame? How involved is the PMs actual boss, and why is she not included in this story? There&amp;#39;s a lot missing here.&lt;/p&gt;
  696. &lt;p&gt;Entirely aside from that, If I had been a witness to this very angry and curse-laden &amp;quot;dressing down&amp;quot; I would view this as a hostile work environment. Whether it is addressed towards me or a co-worker. Maybe I&amp;#39;m too thin-skinned, but I don&amp;#39;t want to work in a place like that. I don&amp;#39;t care what he did wrong, that response was unprofessional.&lt;/p&gt;
  697. &lt;p&gt;&amp;nbsp;&lt;/p&gt;
  698.  
  699. </description>
  700. </item>
  701. <item>
  702. <author>donotrespond@manager-tools.com (engineer76)</author>
  703. <pubDate>Sat, 20 Feb 2016 07:25:46 -0500</pubDate>
  704. <link>http://54.159.247.202/forums/how-handle-grossly-unprofessional-behavior#comment-307985</link>
  705. <guid>http://54.159.247.202/forums/how-handle-grossly-unprofessional-behavior#comment-307985</guid>
  706. <title>Re: How to handle grossly unprofessional behavior</title>
  707. <description>
  708. &lt;p&gt;I agree with donm. &amp;nbsp;You need to apologize and hope they move on. &amp;nbsp;I wouldn&amp;#39;t move on very quickly if one of my skips did what you did - until I saw hard evidence over a period of some time that the behavior is executed differently. &amp;nbsp;During your apology, you can also ask the question - how should I handle this shoudl this situation come up again - during the answer you need to show active listening, head nodding, note taking, understanding, agreement, and absolute compliance. &amp;nbsp;Smile and accept no matter how hard. &amp;nbsp;&lt;/p&gt;
  709. &lt;p&gt;Regarding being chewed out in public - you need to move on. &amp;nbsp;You can&amp;#39;t change your boss. &amp;nbsp;&lt;/p&gt;
  710.  
  711. </description>
  712. </item>
  713. <item>
  714. <author>donotrespond@manager-tools.com (donm)</author>
  715. <pubDate>Fri, 19 Feb 2016 20:18:47 -0500</pubDate>
  716. <link>http://54.159.247.202/forums/how-handle-grossly-unprofessional-behavior#comment-307984</link>
  717. <guid>http://54.159.247.202/forums/how-handle-grossly-unprofessional-behavior#comment-307984</guid>
  718. <title>Re: How to handle grossly unprofessional behavior</title>
  719. <description>
  720. Yes, &lt;strong&gt;your&lt;/strong&gt; behavior was very unprofessional. You never go over someone&#039;s head without telling him first. It seems you still have not learned that lesson. You say he was aware of the actions. I find this impossible to believe. Were the director aware, then the explosion would not have happened. Your statement that included &quot;..attempt to explain...&quot; tells me that you knew this reaction was coming, and therefore you planned for this. Of course you were calm. You set up the situation exactly the way you wanted it. Were I your manager and were you in my office, I&#039;d be using words such as &quot;manipulator,&quot; &quot;plotter,&quot; and &quot;back stabber&quot; to let you know just how I felt about your egregious behavior.
  721.  
  722. Before you try to justify your actions, just ask yourself this question: Did you know before sending the email that those between you and the requestor were not going to like it?
  723.  
  724. A meeting with your manager and the director with the prepared report in hand before sending it along with a statement such as &quot;I thought you should review this before I send it to my boss&#039; boss&#039; boss&quot; would have prevented this situation from happening. But that&#039;s not what you wanted. I can imagine that you are not happy with the project progress, and that you feel that other people are not completing their tasks, and that you&#039;re personally ahead of the game waiting on others. I can also imagine that the report was &quot;brutally honest&quot; in reporting your assessment of the project progress including everything I mentioned above.
  725.  
  726. Were I in your shoes, I would pull the HR complaint. I would then sincerely apologize to both my manager and the director for my mistake. I would then hope that that&#039;s the end of it. I would also make sure my CV is up-to-date and that I don&#039;t have too many personal items in the office. You might want to call a few folks to refresh your network, as well.
  727.  
  728. &quot;You&#039;re not that smart. They&#039;re not that dumb.&quot; No one becomes a director in a fortune 100 company without having seen this type of behavior before, and he knows it&#039;s poison to the process. Your only chance now is to let them know you realize what you did wrong, and that you&#039;ll never do it again. And then, you do your best to make that previous statement the future reality, if you get the chance.
  729.  
  730. What other manager or director would want you on his next project after seeing what you did here? What are your career prospects if no one wants you on his project?
  731.  
  732. But yes, you are right. He should not have blown up in public. I hope he says, &quot;I&#039;m sorry.&quot;
  733.  
  734. Your behavior is a shining example of the phrase &quot;career-limiting move.&quot;
  735. </description>
  736. </item>
  737. <item>
  738. <author>donotrespond@manager-tools.com (Kevin1)</author>
  739. <pubDate>Fri, 19 Feb 2016 16:32:31 -0500</pubDate>
  740. <link>http://54.159.247.202/forums/what-do-you-think-about-following-interview-question#comment-307983</link>
  741. <guid>http://54.159.247.202/forums/what-do-you-think-about-following-interview-question#comment-307983</guid>
  742. <title>Re: What do you think about the following interview question?</title>
  743. <description>
  744. &lt;p&gt;How about...&lt;/p&gt;
  745. &lt;ul&gt;
  746. &lt;li&gt;What aspects of management do you believe have the greatest impact on the success of the organisation?&lt;/li&gt;
  747. &lt;li&gt;Why did you choose those aspects?&lt;/li&gt;
  748. &lt;li&gt;How have you delived your responsibilities in these areas in the past?&lt;/li&gt;
  749. &lt;/ul&gt;
  750. &lt;p&gt;thoughts?&lt;/p&gt;
  751. &lt;p&gt;&amp;nbsp;&lt;/p&gt;
  752.  
  753. </description>
  754. </item>
  755. <item>
  756. <author>donotrespond@manager-tools.com (Kevin1)</author>
  757. <pubDate>Fri, 19 Feb 2016 16:21:20 -0500</pubDate>
  758. <link>http://54.159.247.202/forums/if-i-treat-myself-freelance-management-consultant-rather-manager-who-works-company-healthy#comment-307982</link>
  759. <guid>http://54.159.247.202/forums/if-i-treat-myself-freelance-management-consultant-rather-manager-who-works-company-healthy#comment-307982</guid>
  760. <title>Re: If I treat myself as a freelance management consultant, rather than a manager who works for a company is that healthy? </title>
  761. <description>
  762. &lt;p&gt;So why ask if you&amp;#39;ve already made up your mind?&lt;/p&gt;
  763.  
  764. </description>
  765. </item>
  766. <item>
  767. <author>donotrespond@manager-tools.com (Kevin1)</author>
  768. <pubDate>Fri, 19 Feb 2016 16:16:40 -0500</pubDate>
  769. <link>http://54.159.247.202/forums/360-review-manager#comment-307981</link>
  770. <guid>http://54.159.247.202/forums/360-review-manager#comment-307981</guid>
  771. <title>Re: 360 review of manager</title>
  772. <description>
  773. &lt;p&gt;RRRR Blackbeard.&lt;/p&gt;
  774. &lt;p&gt;Here be the cast thy seekest.&lt;/p&gt;
  775. &lt;p&gt;https://www.manager-tools.com/2009/05/360-reviews-providing-input&lt;/p&gt;
  776. &lt;p&gt;rrrrr&lt;/p&gt;
  777. &lt;p&gt;&amp;nbsp;&lt;/p&gt;
  778.  
  779. </description>
  780. </item>
  781. <item>
  782. <author>donotrespond@manager-tools.com (adamec)</author>
  783. <pubDate>Fri, 19 Feb 2016 08:27:58 -0500</pubDate>
  784. <link>http://54.159.247.202/forums/how-handle-grossly-unprofessional-behavior</link>
  785. <guid>http://54.159.247.202/forums/how-handle-grossly-unprofessional-behavior</guid>
  786. <title>How to handle grossly unprofessional behavior</title>
  787. <description>
  788. I (a PM, no reports) had a Director (manager of managers) get very upset with me today when I included his boss in an email summarizing action items for closure. This Director&#039;s boss is the site leader and I was asked by him to include him in the correspondence. We are a Fortune 50 (actually top 10 on that list), for some reference.
  789.  
  790. So the email went out. I was hesitant, and feared the reaction, but I followed the direction given. I know my job. I know the politics. But when the head person at your location wants to know what is needed to close a project, you provide the info. All actions were previously communicated and agreed upon by the Director the day before. He was aware of the actions.
  791.  
  792. This Director storms to my desk and explodes in my face. F this, F you, this that and the other. Screaming at me for all around to witness. Somehow I keep my wits, attempt to explain. Doesn&#039;t work. He keeps going. I tell him I can tell he&#039;s upset and suggest we go somewhere more private to discuss. Doesn&#039;t work. He keeps cursing at me. Last straw. I tell him if he doesn&#039;t want to speak in private, then I have to speak with my manager and HR, as he is screaming curses at me in the office. He tells me to go F&#039;ing do it.
  793.  
  794. So that&#039;s what I do. HR interviews, witnesses, etc. this all happened this afternoon and is still very fresh.
  795.  
  796. My questions are. What the heck do I do now? Let&#039;s say he keeps his job (most likely, and honestly I would rather he keep his job...clearly he was having a bad day). Do I forgive him? How can I in the short term? What if I&#039;m not ready? What do I say when/if he apologizes?
  797.  
  798. Aside from the impact on my ability to manage projects and deliverables from his department, that is. That is going to be hard enough in the future.
  799.  
  800. How do you handle such gross unprofessionalism from someone who should clearly know better?
  801.  
  802. </description>
  803. </item>
  804. <item>
  805. <author>donotrespond@manager-tools.com (blackbeardrrr)</author>
  806. <pubDate>Thu, 18 Feb 2016 15:03:46 -0500</pubDate>
  807. <link>http://54.159.247.202/forums/360-review-manager#comment-307980</link>
  808. <guid>http://54.159.247.202/forums/360-review-manager#comment-307980</guid>
  809. <title>Re: 360 review of manager</title>
  810. <description>
  811. &lt;p&gt;Truly sorry for digging up an old thread. Sought, but did not find.&lt;/p&gt;
  812. &lt;p&gt;Can someone post a pointer to the podcast referred to in this thread?&lt;/p&gt;
  813. &lt;p&gt;&amp;nbsp;&lt;/p&gt;
  814. &lt;p&gt;Thanks!&lt;/p&gt;
  815.  
  816. </description>
  817. </item>
  818. <item>
  819. <author>donotrespond@manager-tools.com (garyslinger)</author>
  820. <pubDate>Thu, 18 Feb 2016 12:09:42 -0500</pubDate>
  821. <link>http://54.159.247.202/forums/manager-jokes#comment-307979</link>
  822. <guid>http://54.159.247.202/forums/manager-jokes#comment-307979</guid>
  823. <title>Re: Manager Jokes</title>
  824. <description>
  825. You shouldn&#039;t joke about it, but it&#039;s a perfectly valid risk-assessment question.  Similarly, I worked in an office that was directly under the flight path of Gatwick Airport, and I was working in DR/BCP just before 9/11.  You can see where this is going...  
  826. </description>
  827. </item>
  828. <item>
  829. <author>donotrespond@manager-tools.com (mjpete)</author>
  830. <pubDate>Thu, 18 Feb 2016 11:04:36 -0500</pubDate>
  831. <link>http://54.159.247.202/forums/if-i-treat-myself-freelance-management-consultant-rather-manager-who-works-company-healthy#comment-307978</link>
  832. <guid>http://54.159.247.202/forums/if-i-treat-myself-freelance-management-consultant-rather-manager-who-works-company-healthy#comment-307978</guid>
  833. <title>Re: If I treat myself as a freelance management consultant, rather than a manager who works for a company is that healthy? </title>
  834. <description>
  835. &lt;p&gt;I like the concept of considering yourself a freelance manager for a couple of reasons.&amp;nbsp;&amp;nbsp;&lt;/p&gt;
  836. &lt;ul&gt;
  837. &lt;li&gt;It keeps you on your toes.&amp;nbsp; If you think about your relationship to the company and your boss this way it will keep you from getting complacent or comfortable.&amp;nbsp; Contractors get replaced.&lt;/li&gt;
  838. &lt;li&gt;It&amp;nbsp;makes you think about how you are bringing value to the company and if&amp;nbsp;the value you bring is worth what you are being paid.&amp;nbsp; If it is not, you should be concerned.&amp;nbsp; Conversely, if you are bringing a ton of value&amp;nbsp;it&amp;nbsp;may help&amp;nbsp;you to&amp;nbsp;justify better compensation.&amp;nbsp;&amp;nbsp;&lt;/li&gt;
  839. &lt;li&gt;It keeps you professional.&amp;nbsp; A consultant isn&amp;#39;t going to whine to his customer about his issues or family life.&amp;nbsp;&lt;/li&gt;
  840. &lt;li&gt;Unless you are in a union, or actually have an employment contract, and work in an at-will state, you can be let go at any time with almost no recourse.&amp;nbsp; &amp;nbsp;&lt;/li&gt;
  841. &lt;li&gt;Both the results and the relationship are important to a consultant.&amp;nbsp; A consultant without one or the other will not have much work after a while.&amp;nbsp;&lt;/li&gt;
  842. &lt;/ul&gt;
  843. &lt;p&gt;However, you could take this approach too far as well.&amp;nbsp; I like to use this thinking as more a way of checking up on myself and holding myself accountable than actually as a way to approach my day to day duties.&amp;nbsp;&lt;/p&gt;
  844. &lt;p&gt;&lt;span id=&quot;cke_bm_33S&quot; style=&quot;display: none;&quot;&gt;I like the concept of considering yourself a freelance manager for a couple of reasons.&amp;nbsp;&amp;nbsp;&lt;/span&gt;&lt;/p&gt;
  845. &lt;ul&gt;
  846. &lt;li&gt;&lt;span id=&quot;cke_bm_33S&quot; style=&quot;display: none;&quot;&gt;It keeps you on your toes.&amp;nbsp; If you think about your relationship to the company and your boss this way it will keep you from getting complacent or comfortable.&amp;nbsp; Contractors get replaced.&lt;/span&gt;&lt;/li&gt;
  847. &lt;li&gt;&lt;span id=&quot;cke_bm_33S&quot; style=&quot;display: none;&quot;&gt;It&amp;nbsp;makes you think about how you are bringing value to the company and if&amp;nbsp;the value you bring is worth what you are being paid.&amp;nbsp; If it is not, you should be concerned.&amp;nbsp; Conversely, if you are bringing a ton of value&amp;nbsp;it&amp;nbsp;may help&amp;nbsp;you to&amp;nbsp;justify better compensation.&amp;nbsp;&amp;nbsp;&lt;/span&gt;&lt;/li&gt;
  848. &lt;li&gt;&lt;span id=&quot;cke_bm_33S&quot; style=&quot;display: none;&quot;&gt;It keeps you professional.&amp;nbsp; A consultant isn&amp;#39;t going to whine to his customer about his issues or family life.&amp;nbsp;&lt;/span&gt;&lt;/li&gt;
  849. &lt;li&gt;&lt;span id=&quot;cke_bm_33S&quot; style=&quot;display: none;&quot;&gt;Unless you are in a union, or actually have an employment contract, and work in an at-will state, you can be let go at any time with almost no recourse.&amp;nbsp; &amp;nbsp;&lt;/span&gt;&lt;/li&gt;
  850. &lt;li&gt;&lt;span id=&quot;cke_bm_33S&quot; style=&quot;display: none;&quot;&gt;Both the results and the relationship are important to a consultant.&amp;nbsp; A consultant without one or the other will not have much work after a while.&amp;nbsp;&lt;/span&gt;&lt;/li&gt;
  851. &lt;/ul&gt;
  852. &lt;p&gt;&lt;span id=&quot;cke_bm_33S&quot; style=&quot;display: none;&quot;&gt;&amp;nbsp;&lt;/span&gt;&lt;/p&gt;
  853.  
  854. </description>
  855. </item>
  856. <item>
  857. <author>donotrespond@manager-tools.com (mjpete)</author>
  858. <pubDate>Thu, 18 Feb 2016 10:42:06 -0500</pubDate>
  859. <link>http://54.159.247.202/forums/dr-executes-instructions-literally-defensive-when-asked-think#comment-307977</link>
  860. <guid>http://54.159.247.202/forums/dr-executes-instructions-literally-defensive-when-asked-think#comment-307977</guid>
  861. <title>Re: DR executes instructions literally, defensive when asked to think</title>
  862. <description>
  863. &lt;p&gt;I think this would be beneficial.&amp;nbsp; In the origianl post you are giving her a task to do, but without the underlying goals - keeping it easy for the customer.&amp;nbsp; She appears to be someone who is tyring to work at being very efficient, but not necessarily effective.&amp;nbsp; As noted above, this may be due to her previous work experience.&amp;nbsp; Giving her the larger picture guidance allows you to follow up and give feedback when she does not make those considerations.&amp;nbsp; Depending upon how large the task or responsability is, you can ask her to outline her approach before she starts.&lt;/p&gt;
  864.  
  865. </description>
  866. </item>
  867. <item>
  868. <author>donotrespond@manager-tools.com (Alex_W)</author>
  869. <pubDate>Thu, 18 Feb 2016 02:13:31 -0500</pubDate>
  870. <link>http://54.159.247.202/forums/providing-references-be-contacted-cv-sent#comment-307976</link>
  871. <guid>http://54.159.247.202/forums/providing-references-be-contacted-cv-sent#comment-307976</guid>
  872. <title>Re: Providing references to be contacted before CV is sent</title>
  873. <description>
  874. &lt;p&gt;Thanks Nick, the problem is, we don&amp;#39;t even know if a) the role is still viable, and b) my backgound, though extensive and covers 90% of the JD does not cover certain parts of the role, and c) this is the only role this out-of-coutry consultancy is considering me for. &amp;nbsp;&lt;/p&gt;
  875. &lt;p&gt;&lt;span style=&quot;line-height: 1.5em;&quot;&gt;I could get 10 contacts from 10 different consultancies like this a week - that means my references would be inconvenienced 10 times (a week) for roles that might not even get to a first interview. As opposed to every other situation I&amp;#39;ve been in, where references were contacted well into the interviewing process.&amp;nbsp;&lt;/span&gt;&lt;/p&gt;
  876.  
  877. </description>
  878. </item>
  879. <item>
  880. <author>donotrespond@manager-tools.com (mike_bruns_99)</author>
  881. <pubDate>Wed, 17 Feb 2016 23:55:30 -0500</pubDate>
  882. <link>http://54.159.247.202/forums/manager-jokes#comment-307975</link>
  883. <guid>http://54.159.247.202/forums/manager-jokes#comment-307975</guid>
  884. <title>Re: Manager Jokes</title>
  885. <description>
  886. &lt;p&gt;Never joke about someone getting &amp;quot;Hit by a bus&amp;quot;. &amp;nbsp;I used to use the phrase all the time in succession planning and disaster-recovery situations. &amp;nbsp;In a big meeting, I asked: &amp;quot;What will we do if Joe gets hit by a bus?&amp;quot;&lt;/p&gt;
  887. &lt;p&gt;You can guess what happened. Joe was OK, but I visited him in the hospital.&lt;/p&gt;
  888. &lt;p&gt;I use the phrase &amp;quot;What will we do if Joe wins the lottery?&amp;quot; now.&lt;/p&gt;
  889.  
  890. </description>
  891. </item>
  892. <item>
  893. <author>donotrespond@manager-tools.com (adelbalso)</author>
  894. <pubDate>Wed, 17 Feb 2016 16:36:47 -0500</pubDate>
  895. <link>http://54.159.247.202/forums/interview-creation-tool#comment-307973</link>
  896. <guid>http://54.159.247.202/forums/interview-creation-tool#comment-307973</guid>
  897. <title>Re: Interview Creation Tool</title>
  898. <description>
  899. &lt;p&gt;Hello&lt;/p&gt;
  900. &lt;p&gt;I found the ICT method provided good questions, though often I want to ask about specific topics with candidates relative to our industry and the role. I would find value in the ability to &amp;#39;customize&amp;#39; the questions ICT generates afterwards.&amp;nbsp;&lt;/p&gt;
  901. &lt;p&gt;Is it possible to get an editable soft copy of the output of the interviews, so that we can adjust them?&lt;/p&gt;
  902. &lt;p&gt;&amp;nbsp;&lt;/p&gt;
  903. &lt;p&gt;Thanks&lt;/p&gt;
  904.  
  905. </description>
  906. </item>
  907. <item>
  908. <author>donotrespond@manager-tools.com (gehrhorn)</author>
  909. <pubDate>Wed, 17 Feb 2016 16:06:11 -0500</pubDate>
  910. <link>http://54.159.247.202/forums/one-one-note-taking-recommendations-notebook-and-pen#comment-307972</link>
  911. <guid>http://54.159.247.202/forums/one-one-note-taking-recommendations-notebook-and-pen#comment-307972</guid>
  912. <title>Re: One On One Note-Taking Recommendations / A Notebook And A Pen</title>
  913. <description>
  914. &lt;p&gt;I do manilla folders, one per person, in a file organizer. It&amp;#39;s very low tech and it works.&lt;/p&gt;
  915.  
  916. </description>
  917. </item>
  918. <item>
  919. <author>donotrespond@manager-tools.com (gehrhorn)</author>
  920. <pubDate>Wed, 17 Feb 2016 16:02:25 -0500</pubDate>
  921. <link>http://54.159.247.202/forums/drucker-analysis#comment-307971</link>
  922. <guid>http://54.159.247.202/forums/drucker-analysis#comment-307971</guid>
  923. <title>Re: Drucker Analysis</title>
  924. <description>
  925. &lt;p&gt;What great motivation to do mine. It&amp;#39;s been on my list for a while, but I haven&amp;#39;t committed to using it. I use RescueTime (http://rescuetime.com/), which may ease the admin overhead.&lt;/p&gt;
  926.  
  927. </description>
  928. </item>
  929. <item>
  930. <author>donotrespond@manager-tools.com (Smacquarrie)</author>
  931. <pubDate>Wed, 17 Feb 2016 14:13:49 -0500</pubDate>
  932. <link>http://54.159.247.202/forums/manager-jokes#comment-307970</link>
  933. <guid>http://54.159.247.202/forums/manager-jokes#comment-307970</guid>
  934. <title>Re: Manager Jokes</title>
  935. <description>
  936. This is the main reason that I need to get my license back for this awesome company.
  937. I cant believe that anyone would ever think that these items were joke worthy.
  938. Mac
  939. </description>
  940. </item>
  941. <item>
  942. <author>donotrespond@manager-tools.com (rdgeek)</author>
  943. <pubDate>Wed, 17 Feb 2016 13:58:26 -0500</pubDate>
  944. <link>http://54.159.247.202/forums/manager-jokes</link>
  945. <guid>http://54.159.247.202/forums/manager-jokes</guid>
  946. <title>Manager Jokes</title>
  947. <description>
  948. In the latest Things I Think I Think there was a section on joking as a manager and a few quick pointers. I&#039;m really excited to hear this will be an upcoming cast because I feel this is an area where a lot of managers fail stupendously.
  949.  
  950. From my delta file:
  951. I once had a manager tell the team in a meeting that if any one of them were in a car accident on the side of the road, he wouldn&#039;t pull over to help.
  952. Never joke about firing people, ever. It is always not funny.
  953. Also, never joke about raises, or &quot;payoffs&quot; for favors, etc. It only causes people to think that bonuses are arbitrary, and makes them suspicious of their co-workers.
  954. It may be ok to joke about how slow things can be or how you are personally &quot;too old&quot; or things of that nature, but don&#039;t do it too often.
  955.  
  956. Remember: just because people are laughing doesn&#039;t mean it&#039;s funny.
  957.  
  958. And, perhaps it goes without saying, but if you call your directs stupid, they may just believe you.
  959. </description>
  960. </item>
  961. <item>
  962. <author>donotrespond@manager-tools.com (ShipShape)</author>
  963. <pubDate>Wed, 17 Feb 2016 13:30:01 -0500</pubDate>
  964. <link>http://54.159.247.202/forums/protect-my-direct#comment-307969</link>
  965. <guid>http://54.159.247.202/forums/protect-my-direct#comment-307969</guid>
  966. <title>Re: Protect My Direct?</title>
  967. <description>
  968. &lt;p&gt;This is fantastic, thanks Kate!&lt;/p&gt;
  969.  
  970. </description>
  971. </item>
  972. <item>
  973. <author>donotrespond@manager-tools.com (klisht99)</author>
  974. <pubDate>Wed, 17 Feb 2016 09:29:31 -0500</pubDate>
  975. <link>http://54.159.247.202/forums/what-do-you-think-about-following-interview-question#comment-307968</link>
  976. <guid>http://54.159.247.202/forums/what-do-you-think-about-following-interview-question#comment-307968</guid>
  977. <title>Re: What do you think about the following interview question?</title>
  978. <description>
  979. &lt;p&gt;I like the approach of making it more behavioral. What are you trying to gain out of the question? If its not behavioural you could get &amp;quot;fluffy&amp;quot; answers.&lt;/p&gt;
  980. &lt;p&gt;You could get two types of answers.&lt;/p&gt;
  981. &lt;p&gt;1) Monitor, write reports, organize&lt;/p&gt;
  982. &lt;p&gt;2) Guide, Coach, Mentor&lt;/p&gt;
  983. &lt;p&gt;&amp;nbsp;&lt;/p&gt;
  984. &lt;p&gt;The more I think about the question the more I like it. If it a shot in your next interview. It wont hurt!&lt;/p&gt;
  985. &lt;p&gt;&amp;nbsp;&lt;/p&gt;
  986. &lt;p&gt;Thanks, Nick&lt;/p&gt;
  987. &lt;p&gt;www.nicholasklisht.com&lt;/p&gt;
  988. &lt;p&gt;&amp;nbsp;&lt;/p&gt;
  989. &lt;p&gt;&amp;nbsp;&lt;/p&gt;
  990. &lt;p&gt;&amp;nbsp;&lt;/p&gt;
  991.  
  992. </description>
  993. </item>
  994. <item>
  995. <author>donotrespond@manager-tools.com (klisht99)</author>
  996. <pubDate>Wed, 17 Feb 2016 09:24:38 -0500</pubDate>
  997. <link>http://54.159.247.202/forums/providing-references-be-contacted-cv-sent#comment-307967</link>
  998. <guid>http://54.159.247.202/forums/providing-references-be-contacted-cv-sent#comment-307967</guid>
  999. <title>Re: Providing references to be contacted before CV is sent</title>
  1000. <description>
  1001. &lt;p&gt;Alex, It&amp;#39;s common&amp;nbsp;for a recuiting firm to screen references before sending a resume to a client. If you are applying for other jobs via this firm they will only need to check your references once. If its not a good match and you don&amp;#39;t see yourself moving forward with this firm, it could be a waste of time for everyone.&lt;/p&gt;
  1002. &lt;p&gt;&amp;nbsp;&lt;/p&gt;
  1003. &lt;p&gt;Thanks, Nick&lt;/p&gt;
  1004. &lt;p&gt;www.nicholasklisht.com&lt;/p&gt;
  1005.  
  1006. </description>
  1007. </item>
  1008. <item>
  1009. <author>donotrespond@manager-tools.com (aharper5)</author>
  1010. <pubDate>Wed, 17 Feb 2016 09:08:22 -0500</pubDate>
  1011. <link>http://54.159.247.202/forums/behavioral-interview-questions-vs-troubleshooting-scenarios#comment-307966</link>
  1012. <guid>http://54.159.247.202/forums/behavioral-interview-questions-vs-troubleshooting-scenarios#comment-307966</guid>
  1013. <title>Re: Behavioral Interview questions vs. Troubleshooting Scenarios</title>
  1014. <description>
  1015. &lt;p&gt;Jeanne,&lt;/p&gt;
  1016. &lt;p&gt;Thanks for replying. This definitely makes sense and has been my approach whenever possible. I think the hardest part is identifying the behaviors that I want to ask about. Escalating too quickly, working with the team, and researching a problem you&amp;#39;ve never seen are great to ask about. I also like what you said about giving them an &amp;quot;out&amp;quot; if they haven&amp;#39;t experienced a scenario like this before. Often that will lead to almost walking through a scenario with them.&lt;/p&gt;
  1017. &lt;p&gt;Example:&amp;nbsp;&lt;span style=&quot;line-height: 1.5em;&quot;&gt;Tell me about a time you&amp;#39;ve troubleshot Linux. You haven&amp;#39;t before? Ok, where would you start if you needed to search for logs on Linux system?&lt;/span&gt;&lt;/p&gt;
  1018.  
  1019. </description>
  1020. </item>
  1021. <item>
  1022. <author>donotrespond@manager-tools.com (Alex_W)</author>
  1023. <pubDate>Wed, 17 Feb 2016 01:02:38 -0500</pubDate>
  1024. <link>http://54.159.247.202/forums/providing-references-be-contacted-cv-sent</link>
  1025. <guid>http://54.159.247.202/forums/providing-references-be-contacted-cv-sent</guid>
  1026. <title>Providing references to be contacted before CV is sent</title>
  1027. <description>
  1028. I have always been an employee and not a contractor.
  1029.  
  1030. Provision of references have always come after the initial interview, most commonly well into the interview process when there is more certainty of a match.
  1031.  
  1032. A consultancy that farms staff out to client companies is requesting to speak with my references before they send my CV to the client company, for a specific role which is not a 100% match.  If am am not considered as a match for this role, there is no other role this intermediary / consultancy has for me.
  1033.  
  1034. What is the consensus on providing references to a recruiting company before any interviews with the client company and before they have even seen my CV?
  1035.  
  1036. My concern is regarding my references being contacted multiple times by multiple consultancies for roles such as this that might not go beyond the client company viewing my CV.
  1037.  
  1038. </description>
  1039. </item>
  1040. <item>
  1041. <author>donotrespond@manager-tools.com (pucciot)</author>
  1042. <pubDate>Tue, 16 Feb 2016 17:33:04 -0500</pubDate>
  1043. <link>http://54.159.247.202/forums/dr-executes-instructions-literally-defensive-when-asked-think#comment-307965</link>
  1044. <guid>http://54.159.247.202/forums/dr-executes-instructions-literally-defensive-when-asked-think#comment-307965</guid>
  1045. <title>Re: DR executes instructions literally, defensive when asked to think</title>
  1046. <description>
  1047. &lt;p&gt;I&amp;#39;ve read your post several times.&lt;/p&gt;
  1048. &lt;p&gt;I&amp;#39;d resist the urge to try to get them removed just yet -- they may be the kind of person that will sue for wrongful&amp;nbsp;termination. &amp;nbsp;They can say that they&amp;nbsp;always&amp;nbsp;did exactly what you asked.&amp;nbsp;&lt;/p&gt;
  1049. &lt;p&gt;I don&amp;#39;t think this person is close to leaving if you work with them.&lt;/p&gt;
  1050. &lt;p&gt;As the previous person said there is a big DiSC communication thing you will need to address. &amp;nbsp;There are a few podcasts that can help.&lt;/p&gt;
  1051. &lt;p&gt;Right now I&amp;#39;d suggest the one about&lt;/p&gt;
  1052. &lt;p&gt;&lt;a href=&quot;https://www.manager-tools.com/2014/02/assume-positive-intent&quot;&gt;Assume Positive Intent &amp;nbsp;:&amp;nbsp;https://www.manager-tools.com/2014/02/assume-positive-intent&lt;/a&gt;&lt;/p&gt;
  1053. &lt;p&gt;This employee is showing signs of a High C and/or a High S. &amp;nbsp;As you stated they may be still smarting from a previous manager.&lt;/p&gt;
  1054. &lt;p&gt;They are exhibiting some kind of fear. &amp;nbsp;Fear of being wrong. &amp;nbsp;Fear of being berated for getting things wrong.&lt;/p&gt;
  1055. &lt;p&gt;You don&amp;#39;t really need to try to get into their head to know that for whatever reason they are doing what they think makes sense to them at the time. &amp;nbsp;To achieve a reward - or avoid suffering.&lt;/p&gt;
  1056. &lt;p&gt;What to do ?&lt;/p&gt;
  1057. &lt;p&gt;The suggestion above about small deliverables will be difficult for you - but, it is the right way to go. &amp;nbsp;It will build trust between you. &amp;nbsp;&lt;/p&gt;
  1058. &lt;p&gt;I am usually very specific when I do training and my directs are used to coming to me several times during the day for help and direction.&lt;/p&gt;
  1059. &lt;p&gt;Eventually, I tell them (I give them warning) that I will start expecting them to take ownership of their position and the tasks and the results.&lt;/p&gt;
  1060. &lt;p&gt;I tell them that I am allowing them to fail. &amp;nbsp;That I would rather them try something new, now that they are trained, and mess it up. &amp;nbsp;Then try to fix it. &amp;nbsp;Then come to me for help.&amp;nbsp;&lt;/p&gt;
  1061. &lt;p&gt;I would not yell at them. Or jump down their throat. &amp;nbsp;&amp;quot;You are allowed to be wrong. &amp;nbsp;You are allowed to fail here. We all make mistakes. - Me, too. &amp;nbsp;What matters is how we clean it up. &amp;quot;&lt;/p&gt;
  1062. &lt;p&gt;So - &amp;nbsp;after I give them a little talk like that, when they come to me with a question, &amp;nbsp;I try to start asking them...&amp;quot; So what do you think ? &amp;nbsp;How do you think you should proceed ? &amp;nbsp;What makes sense to you ? ---- OK, then go with that and see how it works. &amp;quot;&lt;/p&gt;
  1063. &lt;p&gt;&lt;strong&gt;&lt;em&gt;Unless you are in health care or a high safety environment &lt;/em&gt;&lt;/strong&gt;-- I suspect your organization can stand a few mistakes.&lt;/p&gt;
  1064. &lt;p&gt;Even if you see the mistake coming, let it happen. &amp;nbsp;Then you can ask them - &amp;nbsp;&amp;quot;How did that go ? &amp;nbsp;Was that an effective solution ? &amp;nbsp;Or - I don&amp;#39;t think it was effective. &amp;nbsp;How could it have been better ?&lt;span style=&quot;line-height: 1.5em;&quot;&gt;&amp;nbsp;&amp;quot; &amp;nbsp;&lt;/span&gt;&lt;/p&gt;
  1065. &lt;p&gt;&lt;span style=&quot;line-height: 1.5em;&quot;&gt;If they give you the shoulder shrug --- don&amp;#39;t let it go. &amp;nbsp;They have to try it again. &amp;nbsp;They have to take ownership. &amp;nbsp;You expect it. &amp;nbsp;Give it back to them.&lt;/span&gt;&lt;/p&gt;
  1066. &lt;p&gt;&lt;span style=&quot;line-height: 1.5em;&quot;&gt;OK - then give them an assignment --- &amp;quot;Please think about this and how it could have been better and tell me about that tomorrow.&amp;quot; &amp;nbsp;Then go through the whole thing again&amp;nbsp;tomorrow.&lt;/span&gt;&lt;/p&gt;
  1067. &lt;p&gt;&lt;span style=&quot;line-height: 1.5em;&quot;&gt;Be calm. &amp;nbsp;Be neutral. &amp;nbsp;Assure them that your purpose is _not_ to play &amp;quot;gotcha&amp;quot;. &amp;nbsp;That you want them to be creative and take ownership. &amp;nbsp;That they are allowed to have little failures. &amp;nbsp; Smile - be good humored about it.&lt;/span&gt;&lt;/p&gt;
  1068. &lt;p&gt;&lt;span style=&quot;line-height: 1.5em;&quot;&gt;That if their failures start to look bad on performance appraisal -- That you will let them know. &amp;nbsp;&lt;/span&gt;&lt;/p&gt;
  1069. &lt;p&gt;&lt;span style=&quot;line-height: 1.5em;&quot;&gt;That there will be &amp;quot;no surprises !&amp;quot; &amp;nbsp;Especially at the annual reviews.&lt;/span&gt;&lt;/p&gt;
  1070. &lt;p&gt;&lt;span style=&quot;line-height: 1.5em;&quot;&gt;That little failures when they attempt to be creative actually look better to you - &amp;nbsp;than these ineffective results at literal compliance.&lt;/span&gt;&lt;/p&gt;
  1071. &lt;p&gt;--- YES -- Tell him that -- Ineffective literal compliance&amp;nbsp;is worse performance than little creative failures.&lt;/p&gt;
  1072. &lt;p&gt;&lt;span style=&quot;line-height: 1.5em;&quot;&gt;Start Small - build confidence - build trust...&lt;/span&gt;&lt;/p&gt;
  1073. &lt;p&gt;&amp;nbsp;&lt;/p&gt;
  1074. &lt;p&gt;Good Luck -- &amp;nbsp;&lt;/p&gt;
  1075. &lt;p&gt;TJPuccio&lt;/p&gt;
  1076.  
  1077. </description>
  1078. </item>
  1079. <item>
  1080. <author>donotrespond@manager-tools.com (mmcconkie)</author>
  1081. <pubDate>Tue, 16 Feb 2016 16:35:59 -0500</pubDate>
  1082. <link>http://54.159.247.202/forums/dr-executes-instructions-literally-defensive-when-asked-think#comment-307964</link>
  1083. <guid>http://54.159.247.202/forums/dr-executes-instructions-literally-defensive-when-asked-think#comment-307964</guid>
  1084. <title>Re: DR executes instructions literally, defensive when asked to think</title>
  1085. <description>
  1086. &lt;p&gt;I am just an individual contributor, so take what I say with a grain of salt. I don&amp;#39;t think that this person should terminated. I don&amp;#39;t think that this person sounds close to termination. I&amp;#39;m going to go against your request, and tell you what I think you should do (or really, given my inexperience in management, what I would like to have happen to me if I were in the position of your employee).&amp;nbsp;&lt;/p&gt;
  1087. &lt;p&gt;My main concern is where you say, &amp;quot;I&amp;#39;m so introverted I couldn&amp;#39;t manage any more hands-on than I am already.&amp;quot; That, to me, sounds like you are only concerned with your own DiSC profile, rather than what anyone else&amp;#39;s profile includes. Don&amp;#39;t forget that communication is what the listener does. There is a communication breakdown between you and your direct. It is your job as a manager to correct that.&amp;nbsp;&lt;/p&gt;
  1088. &lt;p&gt;Now, as I said, I will give you my recommendation. Learn what the DiSC profile is of this direct (if your company has budget, even go through the official profile test rather than just figuring it out on your own). Once you have that, listen to the DiSC casts (specifically, the Effective Relationship casts for your profile and your directs&amp;#39; profile). Manage your direct AS SHE UNDERSTANDS not as you feel comfortable. The company doesn&amp;#39;t pay you to feel comfortable. The company pays you for results and retention.&amp;nbsp;&lt;/p&gt;
  1089. &lt;p&gt;Now part of that management according to DiSC profile may include you being more hands-on. I might recommend giving smaller deliverables and checking on them. To use your example, I might say, &amp;quot;We have duplicat names for products that are actually distinct. I&amp;#39;d like you to give each distinct product a distinct name. Let&amp;#39;s start with 5 products. Bring me the updated names for 5 products by tomorrow at noon and I&amp;#39;d like to review them with you. Once we review those products, you can continue on that path for the remaining products.&amp;quot;&lt;/p&gt;
  1090. &lt;p&gt;You can then verify that she understood as you intended or make corrections as you see fit.&amp;nbsp;&lt;/p&gt;
  1091. &lt;p&gt;Good luck.&lt;/p&gt;
  1092. &lt;p&gt;mmcconkie&lt;/p&gt;
  1093.  
  1094. </description>
  1095. </item>
  1096. <item>
  1097. <author>donotrespond@manager-tools.com (brianr5)</author>
  1098. <pubDate>Tue, 16 Feb 2016 16:17:23 -0500</pubDate>
  1099. <link>http://54.159.247.202/forums/key-employee-wants-leave#comment-307963</link>
  1100. <guid>http://54.159.247.202/forums/key-employee-wants-leave#comment-307963</guid>
  1101. <title>Re: Key-employee wants to leave</title>
  1102. <description>
  1103. &lt;p&gt;It&amp;#39;s tough, but if you cannot realistically address the reasons a great performer wants to leave, you have to support them and let them leave. &amp;nbsp;Sometimes you can stall them leaving with money, promotion... but if you can&amp;#39;t address the underlying reason you&amp;#39;re just postponing the inevitable. &amp;nbsp;As everyone has said it is good they will help with the transition. &amp;nbsp;&lt;/p&gt;
  1104. &lt;p&gt;Keep things as positive as you have and try to pave the way for them to come back later if it makes sense (I&amp;#39;ve had several top performers return years later). &amp;nbsp;Maybe he knows someone who could fill his role?&lt;/p&gt;
  1105. &lt;p&gt;In the future developing your bench and succesion planning will help mitigate things somewhat, but it is still tough.&lt;/p&gt;
  1106.  
  1107. </description>
  1108. </item>
  1109. <item>
  1110. <author>donotrespond@manager-tools.com (Jim Clark)</author>
  1111. <pubDate>Tue, 16 Feb 2016 12:22:20 -0500</pubDate>
  1112. <link>http://54.159.247.202/forums/key-employee-wants-leave#comment-307962</link>
  1113. <guid>http://54.159.247.202/forums/key-employee-wants-leave#comment-307962</guid>
  1114. <title>Re: Key-employee wants to leave</title>
  1115. <description>
  1116. &lt;p&gt;My only advice would be for the future, whether your top performer leaves or stays, is succession planning. &amp;nbsp;In my organization we have a key person who at a minimum would cause our company 1 - 3 years of negative impact if they left. &amp;nbsp;I&amp;#39;ve asked my boss about succession planning for this person. &amp;nbsp;It&amp;#39;s falling on deaf ears. &amp;nbsp;It&amp;#39;s very frustrating. &amp;nbsp;&lt;/p&gt;
  1117. &lt;p&gt;We bend over backwards to ensure this person is &amp;#39;happy&amp;#39; and work hard at not upsetting his world for fear he might leave. &amp;nbsp;We&amp;#39;ve even put up with others on his team taking advantage of this situation, bending rules and practices because we didn&amp;#39;t want to them to leave and cause a burden for the key person. &amp;nbsp;How messed up is that?&lt;/p&gt;
  1118. &lt;p&gt;To me, if there&amp;#39;s a succession plan or something in place where the company is protected to a large degree if a large amount of knowledge exits the organization, the problem of a key player leaving is minimized.&lt;/p&gt;
  1119. &lt;p&gt;&amp;nbsp;&lt;/p&gt;
  1120.  
  1121. </description>
  1122. </item>
  1123. <item>
  1124. <author>donotrespond@manager-tools.com (williamelledgepe)</author>
  1125. <pubDate>Tue, 16 Feb 2016 08:30:51 -0500</pubDate>
  1126. <link>http://54.159.247.202/forums/one-one-note-taking-recommendations-notebook-and-pen#comment-307961</link>
  1127. <guid>http://54.159.247.202/forums/one-one-note-taking-recommendations-notebook-and-pen#comment-307961</guid>
  1128. <title>Re: One On One Note-Taking Recommendations / A Notebook And A Pen</title>
  1129. <description>
  1130. &lt;div&gt;&amp;nbsp;&lt;/div&gt;
  1131. &lt;div&gt;One other option you might consider -&lt;/div&gt;
  1132. &lt;div&gt;I am considering converting the template I use (from the comment above) to a jpg that I can copy into Penultimate as a background - then take my handwritten notes on my ipad. &amp;nbsp;That is how I take notes for most other meetings and it works beautifully. &amp;nbsp;&lt;/div&gt;
  1133. &lt;div&gt;Penultimate even sinks with Evernote which is amazing for tracking the action items from those meetings. &amp;nbsp;Doing this I have a nice leather case for my ipad instead of a notebook. &amp;nbsp;Works beautifully - plus it is helpful as Evernote recognizes the handwriting in its search technology. &amp;nbsp;&lt;/div&gt;
  1134.  
  1135. </description>
  1136. </item>
  1137. <item>
  1138. <author>donotrespond@manager-tools.com (williamelledgepe)</author>
  1139. <pubDate>Tue, 16 Feb 2016 08:29:57 -0500</pubDate>
  1140. <link>http://54.159.247.202/forums/one-one-note-taking-recommendations-notebook-and-pen#comment-307960</link>
  1141. <guid>http://54.159.247.202/forums/one-one-note-taking-recommendations-notebook-and-pen#comment-307960</guid>
  1142. <title>Re: One On One Note-Taking Recommendations / A Notebook And A Pen</title>
  1143. <description>
  1144. I use a 3-ring binder with regular 8.5x11 paper that is dedicated to all O3 notes (and staff meeting agendas/minutes).  I took the form created by MT for O3 note taking, modified it to suit my liking, and print 30 at a time.  When someone comes in for an O3 I start with a blank and fill in as appropriate.  Since it is a form I don&#039;t think I could fit all my notes on anything smaller than std letter size.  Plus I like the part at the bottom, where I have my list already written out prior to the O3.  This lets me check the subject off if it comes up - but continue with my note taking if it doesn&#039;t.  The 3-ring binder works well, because I use tabs per person and the most recent O3 notes are always on top (within a given tab for a given person).
  1145.  
  1146. When travelling, I grab the entire binder for ease as it relates to the O3 (not ease as it relates to travel).  If I&#039;m cramped for space, I will just grab some blank sheets and re-insert into the 3-ring binder when I get back.  
  1147. </description>
  1148. </item>
  1149. <item>
  1150. <author>donotrespond@manager-tools.com (misstenacity)</author>
  1151. <pubDate>Mon, 15 Feb 2016 20:22:57 -0500</pubDate>
  1152. <link>http://54.159.247.202/forums/dr-executes-instructions-literally-defensive-when-asked-think</link>
  1153. <guid>http://54.159.247.202/forums/dr-executes-instructions-literally-defensive-when-asked-think</guid>
  1154. <title>DR executes instructions literally, defensive when asked to think</title>
  1155. <description>
  1156. BLUF: my direct takes instructions literally, then get defensive and cites what I told her when I ask her to think with judgement about the goals of the task
  1157.  
  1158. Not so BLUF: Her previous job was for a manager that was alternatively micro-managing and absent. She had a huge daily tasks list that got done everyday. I hired her for a similar TITLE here, but did not realize that she seems incapable of thinking through problems and learning new systems. She is great when she has a million things to do and all of them are checkbox lists with clear instructions. Unfortunately we really don&#039;t work that way here, and I&#039;m so introverted I couldn&#039;t manage any more hands-on than I am already.
  1159.  
  1160. We are not a super-structured place. People have to dive in and learn our internal management software, and get a handle for what we do through curiosity and experimenting within reason. I didn&#039;t realize she would have a very hard time with this.
  1161.  
  1162. My main problem is definitely behavioral - if I give her an instruction verbally or in email, she will follow it to the letter without any deviation, creativity, or thinking about what is actually supposed to be accomplished. Small example (not exact): &quot;Here is a list of product names that are duplicated in the database. They actually are different items, so they need to have different names. Having duplicate names creates database issues, so I need duplicates edited to remove the occurence of duplication to 0.&quot;
  1163.  
  1164. The result? A list of product names with extra random characters added to the end just to pass the benchmark of &quot;no duplicates allowed&quot;.
  1165.  
  1166. So when I ask how she might have done it differently to make the products friendly to customers, she will shrug her shoulders and say that she did what I asked. Yes, she did.
  1167.  
  1168. Now that I&#039;m thinking about all of this..... don&#039;t worry if you don&#039;t have advice for me. Just writing these posts out just helps in ways that is pretty useful, regardless. She needs late stage coaching and either a demotion or a bye-bye. I hate to do it because I hired her to be groomed into a high-level position (and gave her an optimistic salary to go with it) so it is MY failure to identify the weaknesses early.
  1169.  
  1170. If anyone has personal experience to share (rather than what I need to do), that would be awesome, as well. Being an MT veteran I pretty much know what needs doing, but sometimes it has to be typed out &quot;in public&quot;, you know? :-)
  1171.  
  1172. </description>
  1173. </item>
  1174. <item>
  1175. <author>donotrespond@manager-tools.com (misstenacity)</author>
  1176. <pubDate>Mon, 15 Feb 2016 19:50:30 -0500</pubDate>
  1177. <link>http://54.159.247.202/forums/key-direct-going-quit-without-notice-has-not-let-me-know#comment-307959</link>
  1178. <guid>http://54.159.247.202/forums/key-direct-going-quit-without-notice-has-not-let-me-know#comment-307959</guid>
  1179. <title>Re: Key Direct is going to quit without notice; has not let me know</title>
  1180. <description>
  1181. &lt;p&gt;Thanks, everyone. I have no new news on the DR&amp;#39;s departure whether real or imagined. I agree that I want people to work for me who want to be here, without much nudging. This is literally a team of 2, and this is the senior direct who has a very important role in the data management, so losing her would temporarily cripple me.&amp;nbsp;&lt;/p&gt;
  1182. &lt;p&gt;The other DR is my bad-interview-assessment hire and is not working out, so that is another huge problem that has me awake nights. That means I&amp;#39;m thinking about losing essentially my whole team unless I hire and fast. :-(&lt;/p&gt;
  1183.  
  1184. </description>
  1185. </item>
  1186. <item>
  1187. <author>donotrespond@manager-tools.com (dtiller)</author>
  1188. <pubDate>Mon, 15 Feb 2016 17:18:35 -0500</pubDate>
  1189. <link>http://54.159.247.202/forums/one-one-note-taking-recommendations-notebook-and-pen#comment-307958</link>
  1190. <guid>http://54.159.247.202/forums/one-one-note-taking-recommendations-notebook-and-pen#comment-307958</guid>
  1191. <title>Re: One On One Note-Taking Recommendations / A Notebook And A Pen</title>
  1192. <description>
  1193. &lt;p&gt;I print out the O3 template from MT website and then use to write down my notes.&amp;nbsp; I then scan into my personal folder as I travel frequently.&amp;nbsp; This allows me to quickly review and be ultimately paperless which is needed for my mobility.&lt;/p&gt;
  1194. &lt;p&gt;&amp;nbsp;&lt;/p&gt;
  1195.  
  1196. </description>
  1197. </item>
  1198. <item>
  1199. <author>donotrespond@manager-tools.com (Justfave)</author>
  1200. <pubDate>Mon, 15 Feb 2016 17:13:49 -0500</pubDate>
  1201. <link>http://54.159.247.202/forums/one-one-note-taking-recommendations-notebook-and-pen</link>
  1202. <guid>http://54.159.247.202/forums/one-one-note-taking-recommendations-notebook-and-pen</guid>
  1203. <title>One On One Note-Taking Recommendations / A Notebook And A Pen</title>
  1204. <description>
  1205. I have been doing One on Ones in my moleskin notebook.  I am at the end of the notebook and now thinking about what should I do for the rest of the year.  I have thought about getting a three ring binder or a Circa notebook so I can easily add and remove pages.  I don&#039;t know if I should get another moleskin.  The comments i read in the forum suggest loose leaf paper and manila folder.  I also like the half sheet paper for the one on ones.  
  1206.  
  1207. What type of paper (size and notebook) have you used for your One-on-Ones?  
  1208. </description>
  1209. </item>
  1210. <item>
  1211. <author>donotrespond@manager-tools.com (pucciot)</author>
  1212. <pubDate>Mon, 15 Feb 2016 10:22:54 -0500</pubDate>
  1213. <link>http://54.159.247.202/forums/key-employee-wants-leave#comment-307957</link>
  1214. <guid>http://54.159.247.202/forums/key-employee-wants-leave#comment-307957</guid>
  1215. <title>Re: Key-employee wants to leave</title>
  1216. <description>
  1217. Dude,
  1218.  
  1219. People matter.  You&#039;ve gotta love this guy.  He has done well for you and your organization.
  1220. Now it is time to wish him the best things in this world, for him and his family.
  1221.  
  1222. I know your feeling, I have a superstar in my org and it would be a tremendous loss if she were to leave.  She does everything.
  1223. But, as I listened to MT I realized that _she_ is wonderful, but her position in the organization is just a position.
  1224.  
  1225. If she goes, there will be a loss of productivity for a while, and then I get to train a new person.
  1226. I will have stress and greater responsibility to fill the position and make up the work etc ... and that is why I get paid more to be a manger.
  1227. That is _my_ value to the organization.
  1228.  
  1229. As a manager, it is time for you to do what is best for the organization and start to mange the transition and the change.
  1230.  
  1231. Ask this person to write a procedures manual.  Start to delegate his tasks to others on your staff.  
  1232. Spread it around a bit and ask this superstar to teach others before he is gone.
  1233.  
  1234. You really need to realize that at anytime one of your employees could be struck and out of work for any reason.
  1235.  
  1236. You have a wonderful opportunity here.  A superstar employee wants to leave and is willing to help you with the transition.
  1237. That doesn&#039;t happen much. (Would you rather he leave in a huff or quit unexpectedly)
  1238.  
  1239. Listen, if you were the one who hired this person then _&lt;em&gt;you have much to be proud of&lt;/em&gt;_ .  You hired well, delegated responsibility, grew the employee and grew the position.  **  Now you need to do another important managerial thing, succession and transition. ***
  1240.  
  1241. Be brave, things will be OK !  Work hard for your organization and love your brother.
  1242.  
  1243. Good Luck
  1244.  
  1245. TJPuccio
  1246. </description>
  1247. </item>
  1248. <item>
  1249. <author>donotrespond@manager-tools.com (dtiller)</author>
  1250. <pubDate>Mon, 15 Feb 2016 09:58:46 -0500</pubDate>
  1251. <link>http://54.159.247.202/forums/key-employee-wants-leave#comment-307956</link>
  1252. <guid>http://54.159.247.202/forums/key-employee-wants-leave#comment-307956</guid>
  1253. <title>Re: Key-employee wants to leave</title>
  1254. <description>
  1255. &lt;p&gt;If one of my employees wants to move on and even if they are the &amp;quot;best ever&amp;quot;, I would support them and not try and keep them.&amp;nbsp; You know that even if they stay they will not be happy,doesn&amp;#39;t sound like anything good would come of it in the long term.&amp;nbsp;&lt;/p&gt;
  1256. &lt;p&gt;From your description it doesn&amp;#39;t appear they are leveraging this for a promotion or raise.&amp;nbsp; Sometimes employees realize there is a different path.&amp;nbsp; Your best option is to keep good communication with the employee and start planning for their exit.&amp;nbsp;&lt;/p&gt;
  1257. &lt;p&gt;The employee is leaving....&lt;/p&gt;
  1258.  
  1259. </description>
  1260. </item>
  1261. <item>
  1262. <author>donotrespond@manager-tools.com (dtiller)</author>
  1263. <pubDate>Mon, 15 Feb 2016 09:46:45 -0500</pubDate>
  1264. <link>http://54.159.247.202/forums/o3-employee-going-thru-nasty-workers-comp-claim#comment-307955</link>
  1265. <guid>http://54.159.247.202/forums/o3-employee-going-thru-nasty-workers-comp-claim#comment-307955</guid>
  1266. <title>Re: O3 With Employee Going Thru Nasty Workers Comp Claim</title>
  1267. <description>
  1268. &lt;p&gt;The purpose of the O3 is to build your relationship with the employee.&amp;nbsp; I agree that the claim needs to off limits but otherwise you can still meet and discuss other topics of interest to the employee and cover your work matters.&amp;nbsp; I do hnk you can inquire how they are as this is a normal human question and a way to support your employee during this difficult time.&lt;/p&gt;
  1269. &lt;p&gt;By not having the meeetings the employee may feel you don&amp;#39;t care and that would make matters even more difficult.&lt;/p&gt;
  1270. &lt;p&gt;Write notes and keep them.&amp;nbsp; Don&amp;#39;t be fearful of a he said/she said scenario.&amp;nbsp; If you maintain the professional boundary of the claim topic and document then you have the backup you need should this come up.&amp;nbsp;&lt;/p&gt;
  1271. &lt;p&gt;You have a business to manage and the O3 is your powerful tool, use it!&lt;/p&gt;
  1272.  
  1273. </description>
  1274. </item>
  1275. <item>
  1276. <author>donotrespond@manager-tools.com (ShiftingResults)</author>
  1277. <pubDate>Mon, 15 Feb 2016 08:55:54 -0500</pubDate>
  1278. <link>http://54.159.247.202/forums/key-employee-wants-leave#comment-307954</link>
  1279. <guid>http://54.159.247.202/forums/key-employee-wants-leave#comment-307954</guid>
  1280. <title>Re: Key-employee wants to leave</title>
  1281. <description>
  1282. &lt;p&gt;I am not sure you have provided enough information about why he feels the job does not suit him.&amp;nbsp; What about the job is not suiting him?&amp;nbsp; If he could change anything in the position, what would he change?&amp;nbsp; Would it be the environment?&amp;nbsp; The tasks? The projects?&amp;nbsp;&lt;/p&gt;
  1283. &lt;p&gt;There is one sentence about how he feels in this seven paragraph story, yet you want him to stay?&amp;nbsp; Would you not agree if you were in this same position you would want your boss to be talking about all the things that you &amp;quot;needed&amp;quot; in order to get you to stay?&amp;nbsp; I am certain that you are a caring manager and you see the value in him but it seems that you are making this all about your loss instead of what he wants.&amp;nbsp; Give him the &amp;quot;magic wand&amp;quot; and see if he can create what he wants then weigh the possibilities.&lt;/p&gt;
  1284. &lt;p&gt;As a top producer, I left a company once because I simply didn&amp;#39;t feel appreciated.&amp;nbsp; While that may feel trivial and immature, it can be the basis for many failed relationships in business.&amp;nbsp; Later, I actually became close friends with that boss and the company acknowledged their weakness and installed an employee recognition program.&amp;nbsp; If you feel that you have really asked the deeper questions with your employee&amp;nbsp; and feel that you really understand why&amp;nbsp; the job doesn&amp;#39;t suit him, then you need to let him go and look forward with hope in finding the right person especially in the oil business as talent is so plentiful even in a highly specialized field.&lt;/p&gt;
  1285. &lt;p&gt;Lynette&lt;/p&gt;
  1286.  
  1287. </description>
  1288. </item>
  1289. <item>
  1290. <author>donotrespond@manager-tools.com (timrutter)</author>
  1291. <pubDate>Sun, 14 Feb 2016 21:35:56 -0500</pubDate>
  1292. <link>http://54.159.247.202/forums/key-employee-wants-leave#comment-307953</link>
  1293. <guid>http://54.159.247.202/forums/key-employee-wants-leave#comment-307953</guid>
  1294. <title>Re: Key-employee wants to leave</title>
  1295. <description>
  1296. &lt;p&gt;It&amp;#39;s a big loss to you, but my gut feeling is that you need to let him go and leave the door open to him to return.&lt;/p&gt;
  1297. &lt;p&gt;At least you have someplanning and handover time that you can use productively, reach out to your bench and get your boss on board with any changes you want or need to make.&lt;/p&gt;
  1298. &lt;p&gt;Tim&lt;/p&gt;
  1299.  
  1300. </description>
  1301. </item>
  1302. <item>
  1303. <author>donotrespond@manager-tools.com (greo70)</author>
  1304. <pubDate>Sat, 13 Feb 2016 07:07:49 -0500</pubDate>
  1305. <link>http://54.159.247.202/forums/key-employee-wants-leave</link>
  1306. <guid>http://54.159.247.202/forums/key-employee-wants-leave</guid>
  1307. <title>Key-employee wants to leave</title>
  1308. <description>
  1309. Hi.
  1310.  
  1311. I could use some advice on a matter I have these days.
  1312.  
  1313. I am a Manager for an oil-company who runs the Operations department.
  1314. As the subjects says, now one of my key employees, or actually my most important player, wants to quit to go back to school again.
  1315.  
  1316. The problem is that he feels he is in a job that does not suit him and that he is lacking motivation to keep going. As the marked is today there are no other jobs available for him either.
  1317.  
  1318. The position he fills required a lot of knowledge and is not a position that is easy to replace. In addition to this he has one of the highest capacities I have seen and is capable of doing multiple jobs at once. And he does!
  1319.  
  1320. Loosing him would cause huge problems for the department, regardless of it is to an internal position or for studies. Also it would case problems for other departments where he has various tasks to handle. He is the ultimate &quot;doer&quot; and I think it would require several hirings to replace what he does.
  1321.  
  1322. So I need him to to exactly what he does and he is willing to quit his job to NOT do his job. The mention of a raise was rejected.
  1323. My manager does not allow any big rearranging these days as the oil marked is so I am getting quite desperate.
  1324.  
  1325. Anyone experienced something like this?
  1326. I don&#039;t want to give up just yet. He was also the only one in our office who got the &quot;outstanding&quot; review on the yearly appraisal. So I guess I will get some heat from my Manager if I cannot talk him out of quitting.
  1327.  
  1328. R
  1329.  
  1330.  
  1331.  
  1332.  
  1333.  
  1334. </description>
  1335. </item>
  1336. <item>
  1337. <author>donotrespond@manager-tools.com (katehorstman)</author>
  1338. <pubDate>Fri, 12 Feb 2016 15:10:40 -0500</pubDate>
  1339. <link>http://54.159.247.202/forums/should-i-have-weekly-staff-meeting#comment-307952</link>
  1340. <guid>http://54.159.247.202/forums/should-i-have-weekly-staff-meeting#comment-307952</guid>
  1341. <title>Re: Should I have a Weekly Staff meeting?</title>
  1342. <description>
  1343. &lt;p&gt;I would recommend a staff meeting. We only have two directs on our team and ours is very useful. I would encourage you to listen to the cast on Giving Updates In Staff Meetings (link below). The things that we share in staff are not things that always make our 03s. Additionally, the staff meeting updates allow for 03s to be more personal, should your direct choose to share those things. The purpose of the 03 is to build relationships. The purpose of the staff meeting is efficient organizational and team communication. Totally different ideas!&lt;/p&gt;
  1344. &lt;p&gt;For your directs, more face time with you is valuable. Additionally, even though we feel like there is enough communication, there never can be. Even in our small team, things get confusing. The staff meeting increases your level of communication with your directs and their communication with each other. Win win!&amp;nbsp;&lt;/p&gt;
  1345. &lt;p&gt;I hope this helps,&lt;/p&gt;
  1346. &lt;p&gt;Kate&lt;/p&gt;
  1347. &lt;p&gt;&lt;a href=&quot;https://www.manager-tools.com/2011/03/giving-updates-staff-meetings-part-1&quot;&gt;https://www.manager-tools.com/2011/03/giving-updates-staff-meetings-part-1&lt;/a&gt;&lt;/p&gt;
  1348. &lt;p&gt;&lt;a href=&quot;https://www.manager-tools.com/2007/05/how-to-run-your-staff-meeting-part-1-of-2&quot;&gt;https://www.manager-tools.com/2007/05/how-to-run-your-staff-meeting-part-1-of-2&lt;/a&gt;&lt;/p&gt;
  1349.  
  1350. </description>
  1351. </item>
  1352. <item>
  1353. <author>donotrespond@manager-tools.com (katehorstman)</author>
  1354. <pubDate>Fri, 12 Feb 2016 14:59:32 -0500</pubDate>
  1355. <link>http://54.159.247.202/forums/protect-my-direct#comment-307951</link>
  1356. <guid>http://54.159.247.202/forums/protect-my-direct#comment-307951</guid>
  1357. <title>Re: Protect My Direct?</title>
  1358. <description>
  1359. &lt;p&gt;I would advise you to ignore this instance of third party feedback. It sounds like you have been careful to apply the rules around sharing the feedback by assessing the feedback for truthfulness. That is a great first step. Since the only behavior that you can control is your own, I would encourage you to think of it this way. If you report this to your manager, it might seem as though you are speaking in a negative way about your peer. While they may not be doing things the way that is most helpful, you can&amp;rsquo;t control that. Ask yourself- would you want them going to your manager and telling him that you weren&amp;rsquo;t communicating properly? I have included some links to casts about third party feedback, skip level feedback, ad receiving feedback about your directs that might be helpful below.&lt;/p&gt;
  1360. &lt;p&gt;I hope this helps!&lt;/p&gt;
  1361. &lt;p&gt;Kate&lt;/p&gt;
  1362. &lt;p&gt;&amp;nbsp;&lt;/p&gt;
  1363. &lt;p&gt;&lt;a href=&quot;https://www.manager-tools.com/2010/07/third-party-negative-feedback-how-to-decide&quot;&gt;https://www.manager-tools.com/2010/07/third-party-negative-feedback-how-to-decide&lt;/a&gt;&lt;/p&gt;
  1364. &lt;p&gt;&lt;a href=&quot;https://www.manager-tools.com/2010/07/skip-level-feedback&quot;&gt;https://www.manager-tools.com/2010/07/skip-level-feedback&lt;/a&gt;&lt;/p&gt;
  1365. &lt;p&gt;&lt;a href=&quot;https://www.manager-tools.com/2006/05/receiving-feedback-about-your-directs&quot;&gt;https://www.manager-tools.com/2006/05/receiving-feedback-about-your-directs&lt;/a&gt;&lt;/p&gt;
  1366.  
  1367. </description>
  1368. </item>
  1369. <item>
  1370. <author>donotrespond@manager-tools.com (techmgr)</author>
  1371. <pubDate>Fri, 12 Feb 2016 14:24:32 -0500</pubDate>
  1372. <link>http://54.159.247.202/forums/how-function-above-entry-level-e-course#comment-307950</link>
  1373. <guid>http://54.159.247.202/forums/how-function-above-entry-level-e-course#comment-307950</guid>
  1374. <title>Re: "How to function above entry level" E-course</title>
  1375. <description>
  1376. &lt;p&gt;I just watched the second video. It was very short. As were the notes. I&amp;#39;m unimpressed. This isn&amp;#39;t a course. There is little structure. Nothing new. No specifics. Not actionable. One glaring general assumption about men vs women that I found lazy and useless. The only specific action recommended so far has been prayer, and that was strongly suggested twice. This experience makes me doubt the value of any formal curriculum they offer. &amp;nbsp;Hey, it was free. And I wouldn&amp;#39;t say it was of no value. But our time is limited. Mine could have been better spent.&lt;/p&gt;
  1377.  
  1378. </description>
  1379. </item>
  1380. <item>
  1381. <author>donotrespond@manager-tools.com (mrreliable)</author>
  1382. <pubDate>Fri, 12 Feb 2016 12:54:36 -0500</pubDate>
  1383. <link>http://54.159.247.202/forums/o3-employee-going-thru-nasty-workers-comp-claim#comment-307949</link>
  1384. <guid>http://54.159.247.202/forums/o3-employee-going-thru-nasty-workers-comp-claim#comment-307949</guid>
  1385. <title>Re: O3 With Employee Going Thru Nasty Workers Comp Claim</title>
  1386. <description>
  1387. &lt;p&gt;I recommend you get advice from your company&amp;#39;s legal advisor. It sounds like you could be a party to the conflict in terms of being this person&amp;#39;s supervisor. Saying &amp;quot;it isn&amp;#39;t very pretty&amp;quot; infers that your interests as a representative of the company may be adverse to the interests of this employee.&lt;/p&gt;
  1388. &lt;p&gt;The moment you get lawyers wrangling is the moment that logic and common sense go out the window. I guarantee if you&amp;#39;re not an attorney there are lots of things you don&amp;#39;t know about legal danger zones. They might advise you to carry on as usual, but there&amp;#39;s a good chance they&amp;#39;ll recommend things you haven&amp;#39;t considered in order to protect yourself and the company.&lt;/p&gt;
  1389. &lt;p&gt;The employee obviously has attorneys standing behind him (figuratively) when he talks with you. IMO, any time you deal with someone who has an attorney involved it&amp;#39;s time to protect yourself with your own attorney.&lt;/p&gt;
  1390.  
  1391. </description>
  1392. </item>
  1393. <item>
  1394. <author>donotrespond@manager-tools.com (engineer76)</author>
  1395. <pubDate>Fri, 12 Feb 2016 07:39:55 -0500</pubDate>
  1396. <link>http://54.159.247.202/forums/what-do-you-think-about-following-interview-question</link>
  1397. <guid>http://54.159.247.202/forums/what-do-you-think-about-following-interview-question</guid>
  1398. <title>What do you think about the following interview question?</title>
  1399. <description>
  1400. What do you think about the following interview question?  &quot;What is your responsibility as a manager?&quot;
  1401.  
  1402. At a hiring meeting the other day, my organization decided the above question should be asked of all candidates for roles supervising staff.  
  1403. In my interviews I plan to add a second half to make it more behavioral - which is &quot;How have you delivered that responsibility in the past?&quot;
  1404.  
  1405. What do y&#039;all think about the question?
  1406. </description>
  1407. </item>
  1408. <item>
  1409. <author>donotrespond@manager-tools.com (techmgr)</author>
  1410. <pubDate>Thu, 11 Feb 2016 11:59:46 -0500</pubDate>
  1411. <link>http://54.159.247.202/forums/washington-dc-meet#comment-307948</link>
  1412. <guid>http://54.159.247.202/forums/washington-dc-meet#comment-307948</guid>
  1413. <title>Re: Washington, DC Meet-Up</title>
  1414. <description>
  1415. &lt;p&gt;Hi, I&amp;#39;ve got time on my hands as I&amp;#39;m unemployed. I might be able to drive down from Philly for a meeting, depending on location. Jeanne&lt;/p&gt;
  1416.  
  1417. </description>
  1418. </item>
  1419. <item>
  1420. <author>donotrespond@manager-tools.com (techmgr)</author>
  1421. <pubDate>Thu, 11 Feb 2016 11:57:23 -0500</pubDate>
  1422. <link>http://54.159.247.202/forums/behavioral-interview-questions-vs-troubleshooting-scenarios#comment-307947</link>
  1423. <guid>http://54.159.247.202/forums/behavioral-interview-questions-vs-troubleshooting-scenarios#comment-307947</guid>
  1424. <title>Re: Behavioral Interview questions vs. Troubleshooting Scenarios</title>
  1425. <description>
  1426. &lt;p&gt;Hi, if I were interviewing for specifically tech support, I would design some questions that get at behavior in past troubleshooting situations. For example, &amp;quot;tell me about a time when you needed to resolve a technical issue for a customer who interrupted frequently, like every 15 minutes, insisting on a status update or asking why it wasn&amp;#39;t fixed yet.&amp;quot; I would give an out - if they have never had to experience this, they need to tell you how they would approach it. But if you know you need seasoned tech support staff who have dealt with such a scenario before, then you want to know if they haven&amp;#39;t. Other scenarios may be around decison making while troubleshooting: to escalate to their manager or a senior person (are they too quick to escalate, or too slow to make the right call), to involve a colleague vs keep trying to fix it themselves (what was more important, their ego or the customer), how did they communicate while troubleshooting (do they tune out everyone or do they realize they need to keep customers etc up to date on status). You can design questions about job-specific behaviors that show you how they approach a difficult problem, or something they have never seen before (they jump around, they use their gut rather than a proven methodology to eliminate more obvious problems). And I can imagine plenty of behavioral questions around how they work with a team (they are a lone wolf, they love to be the hero and solve the &amp;quot;big&amp;quot; problems but are too important to fix the small things). I&amp;#39;ve been on-call to troubleshoot tech problems for 12 of my past 15 years so that&amp;#39;s the source for these questions. As well as hiring and training people who would be on call. I hope this helps with imagining behavioral questions that also get at how they handle real-life tech support issues. &amp;nbsp;Jeanne&lt;/p&gt;
  1427. &lt;p&gt;&amp;nbsp;&lt;/p&gt;
  1428. &lt;p&gt;&amp;nbsp;&lt;/p&gt;
  1429.  
  1430. </description>
  1431. </item>
  1432. <item>
  1433. <author>donotrespond@manager-tools.com (sd)</author>
  1434. <pubDate>Thu, 11 Feb 2016 11:29:20 -0500</pubDate>
  1435. <link>http://54.159.247.202/forums/cancel-candidates-trip-interview-day#comment-307946</link>
  1436. <guid>http://54.159.247.202/forums/cancel-candidates-trip-interview-day#comment-307946</guid>
  1437. <title>Re: Cancel Candidate's Trip for Interview Day?</title>
  1438. <description>
  1439. While I agree that a call might have been better, I just can&#039;t see using this one email as a reason to cancel. I think we all know that it is easy to interpret email messages differently than what the sender intended. It happens all the time, because of the lack of non-verbal cues, etc. If you had previously observed arrogance in the interviews it is one thing, but if this is the first hint of it, I&#039;d assume that you are reading something into the email that might not be accurate.
  1440. </description>
  1441. </item>
  1442. <item>
  1443. <author>donotrespond@manager-tools.com (Kean)</author>
  1444. <pubDate>Thu, 11 Feb 2016 10:41:04 -0500</pubDate>
  1445. <link>http://54.159.247.202/forums/cancel-candidates-trip-interview-day#comment-307945</link>
  1446. <guid>http://54.159.247.202/forums/cancel-candidates-trip-interview-day#comment-307945</guid>
  1447. <title>Re: Cancel Candidate's Trip for Interview Day?</title>
  1448. <description>
  1449. &lt;p&gt;&lt;strong&gt;Arrogant &lt;/strong&gt;and &lt;strong&gt;presumptuous &lt;/strong&gt;are personal interpretations. Be careful about losing a good candidate because of a single email message. Myself, I would follow up as NLewis suggested.&amp;nbsp;&lt;/p&gt;
  1450. &lt;p&gt;Of course, this assumes you have no other strong candidates in your pool.&lt;/p&gt;
  1451.  
  1452. </description>
  1453. </item>
  1454. <item>
  1455. <author>donotrespond@manager-tools.com (aharper5)</author>
  1456. <pubDate>Wed, 10 Feb 2016 22:26:32 -0500</pubDate>
  1457. <link>http://54.159.247.202/forums/behavioral-interview-questions-vs-troubleshooting-scenarios</link>
  1458. <guid>http://54.159.247.202/forums/behavioral-interview-questions-vs-troubleshooting-scenarios</guid>
  1459. <title>Behavioral Interview questions vs. Troubleshooting Scenarios</title>
  1460. <description>
  1461. I just became a manager about 9 months ago. I also just discovered MT about a month ago and &lt;strong&gt;love&lt;/strong&gt; it.
  1462.  
  1463. I manage a technical support team for a datacenter server company that&#039;s in a rapid growth period, so we&#039;re hiring multiple engineers each quarter. As a result, I&#039;ve had a lot of practice interviewing these past 9 months. I love the process of developing behavioral interview questions and probing to determine decision-making abilities. I also like the idea of behavioral questions rather than test questions where you just go through a list of technical items and ask if they know each one.
  1464.  
  1465. What we have typically done at my company is use troubleshooting scenarios when interviewing candidates. We will provide them with a scenario of something being broken that&#039;s fairly generic and an industry standard and ask them to troubleshoot it. We use this to judge both their troubleshooting methodology as well as what technical commands, protocols, etc. they know and understand.
  1466.  
  1467. My question is how behavioral questions would be compared to scenario-based questions such as this. I&#039;m going to be implementing behavioral interviewing questions where I have time in my phone screens, but I&#039;m not sure if I should fix what isn&#039;t broken with our technical interviewing process.
  1468.  
  1469. I&#039;ve been very impressed with the podcasts I&#039;ve listened to (Trinity, Hiring, Performance Reviews, etc.) but would love some specifics for technical staff interviews.
  1470. </description>
  1471. </item>
  1472. <item>
  1473. <author>donotrespond@manager-tools.com (pucciot)</author>
  1474. <pubDate>Wed, 10 Feb 2016 16:54:09 -0500</pubDate>
  1475. <link>http://54.159.247.202/forums/what-manager-tools-line-being-hands-vs-micromanaging#comment-307943</link>
  1476. <guid>http://54.159.247.202/forums/what-manager-tools-line-being-hands-vs-micromanaging#comment-307943</guid>
  1477. <title>Re: What is the manager tools line for "being hands on" vs micromanaging? </title>
  1478. <description>
  1479. &lt;p&gt;Dude,&lt;/p&gt;
  1480. &lt;p&gt;Before posting a simple question like this, &amp;nbsp;I&amp;#39;d recommend that you search the Website to see if there are any PodCasts or Forum Topic Threads already.&lt;/p&gt;
  1481. &lt;p&gt;&amp;nbsp;&lt;/p&gt;
  1482. &lt;p&gt;Here - &amp;nbsp;I &amp;quot;canned&amp;quot; a search for you - It should get you off to a good start :&lt;/p&gt;
  1483. &lt;p&gt;&lt;br /&gt;
  1484. &lt;a href=&quot;https://www.manager-tools.com/get-answers?search=microman*&quot;&gt;https://www.manager-tools.com/get-answers?search=microman*&lt;/a&gt;&lt;/p&gt;
  1485. &lt;p&gt;Good Luck&lt;/p&gt;
  1486. &lt;p&gt;TJPuccio&lt;/p&gt;
  1487.  
  1488. </description>
  1489. </item>
  1490. <item>
  1491. <author>donotrespond@manager-tools.com (Manager-Of-12)</author>
  1492. <pubDate>Wed, 10 Feb 2016 15:40:46 -0500</pubDate>
  1493. <link>http://54.159.247.202/forums/what-manager-tools-line-being-hands-vs-micromanaging</link>
  1494. <guid>http://54.159.247.202/forums/what-manager-tools-line-being-hands-vs-micromanaging</guid>
  1495. <title>What is the manager tools line for "being hands on" vs micromanaging? </title>
  1496. <description>
  1497. I sometimes struggle with this.  I mean I want to build my team, especially the managers under me.  I enjoy being hands on, but I feel I sometimes may be crossing the line to micromanaging people.
  1498.  
  1499. Does manager tools and/or any of the managers on this forum, have a viewpoint on how to go about consistently maintaining a healthy line of being hands on vs micromanaging people?  
  1500. </description>
  1501. </item>
  1502. <item>
  1503. <author>donotrespond@manager-tools.com (techmgr)</author>
  1504. <pubDate>Wed, 10 Feb 2016 14:37:27 -0500</pubDate>
  1505. <link>http://54.159.247.202/forums/how-function-above-entry-level-e-course#comment-307942</link>
  1506. <guid>http://54.159.247.202/forums/how-function-above-entry-level-e-course#comment-307942</guid>
  1507. <title>Re: "How to function above entry level" E-course</title>
  1508. <description>
  1509. &lt;p&gt;Too soon to judge the value as I&amp;#39;ve only watched the first video, which is really just an 8 minute intro. The notes that accompany the video are well written. The content looks good - nothing &amp;quot;omg I never thought of that!&amp;quot;, but it was succinct and reasonable. Does not seem to be a waste of time. Beware that you will start getting calls from them immediately. This course is clearly designed to ID potential paying customers.&amp;nbsp;&lt;/p&gt;
  1510.  
  1511. </description>
  1512. </item>
  1513. <item>
  1514. <author>donotrespond@manager-tools.com (dtiller)</author>
  1515. <pubDate>Wed, 10 Feb 2016 12:07:37 -0500</pubDate>
  1516. <link>http://54.159.247.202/forums/cancel-candidates-trip-interview-day#comment-307941</link>
  1517. <guid>http://54.159.247.202/forums/cancel-candidates-trip-interview-day#comment-307941</guid>
  1518. <title>Re: Cancel Candidate's Trip for Interview Day?</title>
  1519. <description>
  1520. &lt;p&gt;Good day,&lt;/p&gt;
  1521. &lt;p&gt;I have to disagree with the previous comments.&amp;nbsp; You already have enough information to rule out the candidate.&amp;nbsp; You have already described the candidate as &amp;quot;arrogant&amp;quot; and I agree.&amp;nbsp; Can you imagine how they may be as an employee.&amp;nbsp; As a candidate they should be on higher professional behaviour.&amp;nbsp;&lt;/p&gt;
  1522. &lt;p&gt;Cancel, save the money for candidates you want to meet and hire and don&amp;#39;t waste the candidate&amp;#39;s or your time.&lt;/p&gt;
  1523. &lt;p&gt;Dawne&lt;/p&gt;
  1524.  
  1525. </description>
  1526. </item>
  1527. <item>
  1528. <author>donotrespond@manager-tools.com (gavery816)</author>
  1529. <pubDate>Wed, 10 Feb 2016 10:58:42 -0500</pubDate>
  1530. <link>http://54.159.247.202/forums/washington-dc-meet#comment-307940</link>
  1531. <guid>http://54.159.247.202/forums/washington-dc-meet#comment-307940</guid>
  1532. <title>Re: Washington, DC Meet-Up</title>
  1533. <description>
  1534. &lt;p&gt;Are there any tenative dates/locations?&lt;/p&gt;
  1535.  
  1536. </description>
  1537. </item>
  1538.  
  1539. </channel>
  1540. </rss>

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