최고 Manager Tools 팟캐스트 (2025)

1
How to Set Annual Goals - HOF 2025

2d ago

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

1
One On Ones - How Much Personal?

9d ago

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Many managers are worried about talking about personal topics in One On Ones. They shouldn't be - it doesn't happen that often... and it's a sign of trust, too.저자 Michael Auzenne and Mark Horstman

1
My Boss Doesn't Support Company Guidance

16d ago

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A manager is always obligated to support the organization, even if he or she disagrees with what the organization is doing. But what happens when your boss doesn't do that? Here's what to do.저자 Michael Auzenne and Mark Horstman

1
Delivering the Performance Review - HOF 2025

23d ago

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

1
Preparing Performance Reviews - HOF 2025

1M ago

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Our Hall of Fame guidance on how to prepare for performance reviews.저자 Michael Auzenne and Mark Horstman

1
The Executive's Two Responsibilities (MT)

1M ago

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Executives and managers both have two core responsibilities that inform all else that they do. But the two key responsibilities are different between managers and executives. Managers manage; executives lead.저자 Michael Auzenne and Mark Horstman

1
How To Present At A Conference - A Checklist - Part 2

2M ago

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At some point in your career, you're going to get to, or have to, present at a conference. There are some special considerations, and here they are.저자 Michael Auzenne and Mark Horstman

1
How To Present At A Conference - A Checklist - Part 1

2M ago

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At some point in your career, you're going to get to, or have to, present at a conference. There are some special considerations, and here they are.저자 Michael Auzenne and Mark Horstman

1
The Hip Pocket Presentation

2M ago

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Most managers don't know it, but if they want to further their career, they must always have a presentation in their hip pocket, ready to be given on no-notice. That's why it's called the Hip Pocket Presentation.저자 Michael Auzenne and Mark Horstman

1
The Love Speech

2M ago

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For many years at our Effective Manager Conferences, Mark ended the day by giving what we came to call, "The Love Speech." Love matters in managing others. Here it is, for the record, for those who never got to hear it in person.저자 Michael Auzenne and Mark Horstman

1
What To Do When You Get Promoted - Part 2

3M ago

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저자 Michael Auzenne and Mark Horstman

1
What To Do When You Get Promoted - Part 1

3M ago

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Promotions are exciting - congratulations! And now you have some work to do, but we will tell you exactly what and why and how.저자 Michael Auzenne and Mark Horstman

1
Career Insurance For Your Directs - Part 2

3M ago

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We recently re-released a Hall of Fame Career Tools cast about Building Your Network. That's only one part of a series of things everyone must do to manage their own careers. Everybody needs "Career Insurance." And too many managers don't educate their directs on what they have to do to be successful with their own careers management.…

1
Career Insurance For Your Directs - Part 1

3M ago

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We recently re-released a Hall of Fame Career Tools cast about Building Your Network. That's only one part of a series of things everyone must do to manage their own careers. Everybody needs "Career Insurance." And too many managers don't educate their directs on what they have to do to be successful with their own careers management.…

1
Google's Project Oxygen

4M ago

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We have mentioned, usually only briefly, Google's "Project Oxygen' for many years, in many podcasts. Now we tell the story - in part because we were there.저자 Michael Auzenne and Mark Horstman

1
The Black Widow Mistake - Part 2

4M ago

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The Black Widow Mistake is named after the red, angular figure eight markings on the abdomen of the dangerous female black widow spider. The mistake that many aspiring executives make is to start narrowing their development at the same time that their executive role requires them to be thinking more broadly, including outside the organization. It c…

1
The Black Widow Mistake - Part 1

4M ago

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The Black Widow Mistake is named after the red, angular figure eight markings on the abdomen of the dangerous female black widow spider. The mistake that many aspiring executives make is to start narrowing their development at the same time that their executive role requires them to be thinking more broadly, including outside the organization. It c…

1
See One, Do One, Teach One

4M ago

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The way most managers develop their team is haphazard and neither efficient nor effective. How can we not develop our teams when doctors learn thousands and thousands of procedures, diagnoses, and surgeries in such little time? See One, Do One, Teach One. It's faster, and it works well if you're willing to delegate and give lots of negative feedbac…

1
The Four Hidden Dangers of Not Delegating - Part 2

5M ago

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Too many managers fail to delegate sufficiently. In many cases, managers don't know how or what to delegate. But even when some managers have a sense of what and how, they don't delegate. This is often because they don't know the hidden dangers of NOT delegating!저자 Michael Auzenne and Mark Horstman

1
The Four Hidden Dangers of Not Delegating - Part 1

5M ago

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Too many managers fail to delegate sufficiently. In many cases, managers don't know how or what to delegate. But even when some managers have a sense of what and how, they don't delegate. This is often because they don't know the hidden dangers of NOT delegating!저자 Michael Auzenne and Mark Horstman

1
Proactive Reporting And The Bricklayer - Part 2

5M ago

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As managers get more responsibility, and potentially promotions to Senior Manager, they start feeling squeezed between the demands from above and the demands of running their org. The increases in requests for information from above take time to prepare for. The answer is to make your team's reporting more proactive.…

1
Proactive Reporting And The Bricklayer - Part 1

5M ago

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As managers get more responsibility, and potentially promotions to Senior Manager, they start feeling squeezed between the demands from above and the demands of running their org. The increases in requests for information from above take time to prepare for. The answer is to make your team's reporting more proactive.…

1
How To Go On Vacation - Part 2 - HOF 2025

5M ago

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Part 2 of our Hall of Fame guidance on how to plan for and take an effective vacation.저자 Michael Auzenne and Mark Horstman

1
How To Go On Vacation - Part 1 - HOF 2025

6M ago

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Our Hall of Fame guidance on how to plan for and take an effective vacation.저자 Michael Auzenne and Mark Horstman

1
20th Anniversary Cast

6M ago

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Welcome to a special episode of Manager Tools. Today, you're listening to the live recording of our 20th anniversary podcast, captured in front of a fantastic audience of managers and leaders just like you.저자 Michael Auzenne and Mark Horstman

1
Building Your Bench - Chapter 1 - Part 2

6M ago

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Too many managers rely on HR to bring them candidates for their hiring needs. HR is a necessary part of sourcing candidates, and it's important to work with them. But there is often a disconnect, because they don't know your work or needs as well as you do. Effective managers build a bench of possible candidates, and hire from their own bench whene…

1
Building Your Bench - Chapter 1 - Part 1

6M ago

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Too many managers rely on HR to bring them candidates for their hiring needs. HR is a necessary part of sourcing candidates, and it's important to work with them. But there is often a disconnect, because they don't know your work or needs as well as you do. Effective managers build a bench of possible candidates, and hire from their own bench whene…

1
HR May Not Be Your Friend - Part 2

7M ago

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Effective managers need a good relationship with HR. But HR may be the hardest staff organization to have a good relationship with, because their incentives are often misaligned with everyday managers. Even if you have an "HR Business Partner," they work for someone else, and probably support other managers. This isn't inherently bad, but a smart m…

1
HR May Not Be Your Friend - Part 1

7M ago

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Effective managers need a good relationship with HR. But HR may be the hardest staff organization to have a good relationship with, because their incentives are often misaligned with everyday managers. Even if you have an "HR Business Partner," they work for someone else, and probably support other managers. This isn't inherently bad, but a smart m…

1
The World's Best Feedback Organization

7M ago

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If feedback is so important to high performance - and it is - it makes sense to study if and when and how the very best athletes get feedback about their performance. While there are 500 CEOs of Fortune 500 companies - truly rarified air - there are only 32 starting players at each position on each NFL team. There are more than 10 times more of the…

1
Everybody Has Too Much Work To Do! - Part 2

7M ago

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Everyone is always complaining that they have too much work to do. Too many tasks, too many projects, too many meetings. Theree's not enough time in the day to get everything done. What no one realizes is this is the way it's supposed to be.저자 Michael Auzenne and Mark Horstman

1
Everybody Has Too Much Work To Do! - Part 1

8M ago

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Everyone is always complaining that they have too much work to do. Too many tasks, too many projects, too many meetings. There's not enough time in the day to get everything done. What no one realizes is this is the way it's supposed to be.저자 Michael Auzenne and Mark Horstman

1
The Hidden Purpose Of Interviewing - External Validation - Part 2

8M ago

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Part 2 of our guidance on why interviewing must not only select the right candidate, but also build organizational trust through a fair, known, challenging, and respectful process.저자 Michael Auzenne and Mark Horstman

1
The Hidden Purpose Of Interviewing - External Validation - Part 1

8M ago

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Interviewing must not only select the right candidate, but also build organizational trust through a fair, known, challenging, and respectful process.저자 Michael Auzenne and Mark Horstman

1
Working Hard - Chapter One - The Myth And The Basics - Part 2

8M ago

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It takes hard work to get ahead in your professional life. As you progress into more demanding roles, more is expected of you. To climb to the top, if that is what you aspire to do, takes an incredible amount of work. But it is a MYTH that “working hard” simply means working more hours. In fact, working more hours, in the long run, is NOT the way t…

1
Working Hard - Chapter One - The Myth And The Basics - Part 1

8M ago

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It takes hard work to get ahead in your professional life. As you progress into more demanding roles, more is expected of you. To climb to the top, if that is what you aspire to do, takes an incredible amount of work. But it is a MYTH that “working hard” simply means working more hours. In fact, working more hours, in the long run, is NOT the way t…

1
Introducing The Effective Senior Manager Conference

9M ago

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Learn about our Effective Senior Manager Conference: its purpose, its agenda, its topics. If you’re a manager and are thinking about your career as a Senior Manager and even Executive, you need to learn why the job is different, and how to succeed.저자 Michael Auzenne and Mark Horstman

1
Internal Hiring Process - Chapter 1 - Development Feedback

9M ago

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Interviewing internal candidates is different than interviewing external candidates. Internal interviews are not just efforts to fill positions, but also part of professional development for your organization.저자 Michael Auzenne and Mark Horstman

1
Swimming Upstream - Chapter One - Your Boss's Calendar - Part 2

9M ago

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Part 2 of our guidance on Swimming Upstream introduces executive-level insights into our Manager Tools content to help managers become more effective by understanding organizational dynamics beyond their role, ultimately preparing them for greater leadership opportunities.저자 Michael Auzenne and Mark Horstman

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

9M ago

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

1
Why Scheduling Is The Most Important Component of One On Ones - Part 2

10M ago

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

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

10M ago

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

1
Why Is Negative Feedback So Hard? - Part 2

10M ago

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

1
Why Is Negative Feedback So Hard? - Part 1

10M ago

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

1
The Simple Quarterly Performance Review

11M ago

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

1
The Purpose of Feedback - Part 3

11M ago

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

1
The Purpose of Feedback - Part 2

11M ago

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

1
The Purpose of Feedback - Part 1

11M ago

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

1
A Basic Team Culture Model For Managers - Part 2

12M ago

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

1
A Basic Team Culture Model For Managers - Part 1

12M ago

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

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