Podcasts about manager tools

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.

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.

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 around half of Manager Tools managers don't ever fully implement feedback so that it's second nature in a way that their directs know this is how their boss will talk to them about their performance. Why is it so hard?

In this Checkout episode, we chat with Damien Smith, CTO of Paramount Retail, the tech leader behind brands like BoozeBud and Barrel & Batch. Damien shares one of his more unusual online buys, sings the praises of small skateboard retailer brand Kick Push and highlights Good Strategy/Bad Strategy and the Manager Tools podcast as sources of practical, no-nonsense advice for leaders. He also explains how Asana keeps his team in sync across locations, highlights Shopify as crucial for powering Paramount's e-commerce presence and gives his insights on juggling the demands of leadership with personal growth. Check out our full-length interview with Damien Smith here:Reinventing BoozeBud: Inside Paramount Retail's Push to Transform Alcohol Retail | #446About our guests:With over 25 years of experience, Damien Smith is a bit of a Swiss Army knife in business and technology. After founding an IT services company in the late 90s, he eventually became CIO at SurfStitch in 2013. Immersed in analytics and eCommerce, he later held key roles at MTB Direct before joining BoozeBud as CTO in 2022. Damien now drives tech innovation at Paramount Retail, overseeing BoozeBud and helping transform the online alcohol retail landscape.About your host:Nathan Bush is the host of the Add To Cart podcast and a leading ecommerce transformation consultant. He has led eCommerce for businesses with revenue $100m+ and has been recognised as one of Australia's Top 50 People in eCommerce four years in a row. You can contact Nathan on LinkedIn, Twitter or via email.Please contact us if you: Want to come on board as an Add To Cart sponsor Are interested in joining Add To Cart as a co-host Have any feedback or suggestions on how to make Add To Cart betterEmail hello@addtocart.com.au We look forward to hearing from you! Hosted on Acast. See acast.com/privacy for more information.

Welcome to another episode of Category Visionaries — the show that explores GTM stories from tech's most innovative B2B founders. In today's episode, we're speaking with Jennifer Dulski, CEO & Founder of Rising Team, a team performance platform that has raised $11 Million in funding. Here are the most interesting points from our conversation: Early Career at Yahoo and Facebook: Jennifer's early roles at Yahoo and Facebook gave her first-hand experience in high-growth tech environments. She highlighted the importance of building strong professional networks and working with passionate, talented teams that don't require external motivation to maintain a sense of urgency. Rising Team's Platform for Team Performance: Rising Team is a platform designed to help leaders build more connected, high-performing teams. It provides a combination of DIY interactive workshops and AI-powered personalized coaching, allowing teams to run sessions without the need for expensive external facilitators. Founded During the COVID-19 Pandemic: Although Jennifer conceived the idea for Rising Team before COVID-19, the pandemic accelerated the demand for tools that foster team connection in remote work settings. The platform's value became even more apparent as companies struggled to maintain engagement with dispersed teams. Evolution from 1:1 Manager Tools to Team Workshops: The original version of Rising Team was designed for one-on-one coaching between managers and employees, but the product evolved to focus on team-wide workshops. This shift helped managers save time and meet the growing demand for deeper team connections, especially in remote and hybrid environments. Defining a New Market Category: Rising Team is positioned in a new category called "team performance platform," blending elements from learning management, team building, and engagement tools. This strategic positioning allows the company to stand out from competitors in more established categories. Importance of Data-Driven Pilots for Growth: Jennifer stressed the value of well-structured pilots that involve enough users and run for a long enough period to generate meaningful data. This approach helps demonstrate clear ROI to clients and supports long-term relationships with larger companies.   //   Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe.  www.GlobalTalent.co    

What happens when one of your directs, or even not a direct, files a grievance against you? How should you respond? What are the rules? What can you do, and what should you do, and how should you do it? It's a rare event for a Manager Tools manager, so the Christmas Rule applies. But we'll tell you here exactly what to do and how to respond.

What happens when one of your directs, or even not a direct, files a grievance against you? How should you respond? What are the rules? What can you do, and what should you do, and how should you do it? It's a rare event for a Manager Tools manager, so the Christmas Rule applies. But we'll tell you here exactly what to do and how to respond.

What happens when one of your directs, or even not a direct, files a grievance against you? How should you respond? What are the rules? What can you do, and what should you do, and how should you do it? It's a rare event for a Manager Tools manager, so the Christmas Rule applies. But we'll tell you here exactly what to do and how to respond.

What happens when one of your directs, or even not a direct, files a grievance against you? How should you respond? What are the rules? What can you do, and what should you do, and how should you do it? It's a rare event for a Manager Tools manager, so the Christmas Rule applies. But we'll tell you here exactly what to do and how to respond.

In this episode of Grow a Small Business, host Troy Trewin sits down with Lesley van Tuil about scaling a small business. Lesley shares insights on hiring top talent, building a strong culture, and balancing professional development. They discuss key strategies, including the impact of mentorship and tools like Good to Great. Tune in for practical advice and personal growth tips for entrepreneurs. Other Resources: An easy way to measure if your customers love you in 21 minutes – use the Net Promoter Score (NPS). And it's FREE. Why would you wait any longer to start living the lifestyle you signed up for? Balance your health, wealth, relationships and business growth. And focus your time and energy and make the most of this year. Let's get into it by clicking here. Troy delves into our guest's startup journey, their perception of success, industry reconsideration, and the pivotal stress point during business expansion. They discuss the joys of small business growth, vital entrepreneurial habits, and strategies for team building, encompassing wins, blunders, and invaluable advice. And a snapshot of the final five Grow A Small Business Questions:   What do you think is the hardest thing in growing a small business? Lesley van Tuil identifies the hardest thing in growing a small business as the need for constant flexibility and adaptability. She emphasizes the challenge of keeping up with rapidly changing industry patterns and making quick, effective decisions amidst evolving conditions. What's your favourite business book that has helped you the most? Lesley van Tuil's favorite business book is "Good to Great" by Jim Collins. She finds it particularly impactful for understanding how any business, regardless of its starting point, can grow into a significant, successful enterprise. Are there any great podcasts or online learning resources you'd recommend to help grow a small business? Lesley van Tuil recommends the Manager Tools podcast as a valuable resource for small business growth. The podcast offers concise, practical advice on management and professional development, making it a great tool for addressing team issues and improving business skills. What tool or resource would you recommend to grow a small business? Lesley van Tuil recommends having the right support systems as a key resource for growing a small business. This support can vary for each person but is crucial for success, providing the necessary guidance and assistance to navigate business challenges effectively. What advice would you give yourself on day one of starting out in business? Lesley van Tuil advises herself on day one of starting out in business to not focus on the small things. She suggests that many of the concerns that seemed critical at the beginning will turn out to be insignificant in the long run, and everything will eventually fall into place. Book a 20-minute Growth Chat with Troy Trewin to see if you qualify for our upcoming course. Don't miss out on this opportunity to take your small business to new heights! Enjoyed the podcast? Please leave a review on iTunes or your preferred platform. Your feedback helps more small business owners discover our podcast and embark on their business growth journey.   Quotable quotes from our special Grow A Small Business podcast guest: The right people on your team are the key to unlocking extraordinary growth — Lesley van Tuil Flexibility and quick decision-making are crucial in navigating the ever-changing landscape of business — Lesley van Tuil Building a kick-ass culture starts with genuine personal connections with your team — Lesley van Tuil  

 In this episode of the TTL podcast, the hosts, Andy and Mon Chiao, discuss the concept of 'Management Experience' and its distinction from 'Employee Experience.' They explore the importance of management surveys, the challenges of delegation, and ethical implications in a hierarchical setting. They debate the effectiveness of the proposed four pillars for Management Experience and propose their own set of principles. Listeners will learn about the roles of ethical leadership, alignment of work with organizational goals, and the importance of recognizing employees as individuals. References Introducing MX - Management Experience (TM)   - https://yanivpreiss.com/2024/06/29/introducing-mx-management-experience/ Manager Tools - https://www.manager-tools.com/manager-tools-basics

Our updated guidance on the Manager Tools Delegation Model.

In case you dont have time to listen: A quote or two. Quality creates Growth. Growth creates Bloat. Quality lets you do more with what you've got—forces you to focus. Bloat might be technical depth, doing things that are not in focus, or in ways you didn't intend/design. Often, bloat is a symptom of never deciding whom to serve, how, and why that matters to those specific people who care. Peter Drucker say "Results only happen outside the organisation; everything inside it is a cost."   Below is the full raw Descript Auto-transcription of this episode. raw = its not edited, and Descript isn't perfect. Continuous improvement and what you're unaware of control you. Continuous improvement is co-work. It's collaborative in nature. Yet quite often, we have countless books for self-development, and I'm quite sure wherever you've been working throughout your life, you have individuals who perhaps talk languages like self-learning, taking the initiative to learn.  And something happens. Usually, we have one or a few individuals in each team who are skyrocketing what they are able to achieve and what they're doing; they're embracing new technology, they're learning new processes, and they're adapting faster than most in a reorganisation.  Yet something happens with improvement when we have a team of, say, six+ people, when we have a team of 15 people, and you're trying to scale that, and I'm not talking Dunbar's numbers now. And the personal thing, an empathy thing.  I'm talking about focusing on improvement as requiring a lot of vulnerability and trust.  Yet,  quite often, we don't talk about it. We talk about it as helping individuals to better things.  We're talking about retrospectives and thinking, figuring out how we as an organisation become better.  it's important we actually think about this: what you're unaware of controls you here.  We can't talk about continuous improvement if we don't ask ourselves,  why are we here as a team? What's our promise to the organisation?  Here, I think it's vital that we embrace the fact that our hurry to get to say number three on a scale of ten is often what blocks us from actually getting to ten.  Ten being able to scale up. Ten is being able to automate instead of require or hire,  speed things up,  and let people be free for vacations. In the long term, ten means serve better, not just because what happens when I say in our complex enough to get 3, it often blocks us from getting to 10. What happens is, quite often, we have a KPI behind that we must get to.  And perhaps we're unwilling to "embrace reality", as Manager Tools discusses. So we're instead focused there on ONLY doing enough to reach "level 3", blindfolding us for what we know lies beyond. Because that's what we need to get done this month.  Sacrificing the future.  And we need to have empathy for that.  Empathy for that other team who does it "to us un-intentionally".  You need to realise you're most likely doing it, too.  You're most likely also in a hurry to get to three.  That blocks you from scaling up and automating more.  And the better we become at talking about it, the higher we can grow. If we can talk about that quality creates growth,  which is a good thing,  because then you have resources to automate, then you have resources actually to figure out a better way to serve. What is this team here for?  Who are our customers, who are, and what does the revenue look like?  And as that starts to grow, growth creates bloat and bloat is usually again, in the form of, okay, there's the journey of the urgent looking good in the KPI, in this specific thing that some of the team, especially if you're in a global organisation.  People are mindful of their own KPIs, and they're not really seeing the whole business.  And that's why when we talk about continuous improvement,  we need to start with, why are we here?  On a great day, what is our healthy boundaries? I'm probably making that a block of three instead of ten for some teams.  Then we need to talk about that with our manager and people up senior saying how can we  work on this together.  Then we need to go down again to look at our own continuous improvement saying why are we here again?  This is to who are we doing this for?  Probably, the continuous improvement will change.  Because not everything matter.  If we dare to be very specific,  who our team is here for, if we dare to be very specific,  what our promise is for the work we're doing,  the better we can become at it, the faster we can become really good at it,  figuring out how can we automate more, how can we save resources so we can do this better long term.  And another way of saying this  is focus. How can we focus on what actually matters and is worth improvement?  New shiny objects will always come along, so how can you stay committed to that?  And how can you be consistent with that? It's only with consistency that real improvement happens, especially if we go beyond ourselves and look at a team. Notice it gets more complex when we're talking about getting a team to do continuous improvements. There are a lot of negotiations and painting a picture,  and I am looking for that enrollment because no one exactly aligns with any one individual.  So you probably need to work on your very local situation, um,  on how continuous improvement looks like.  With trust, with transparency, with protecting your team. With this embracing that, reality is someone else isn't hired to get to three that will block you from getting to ten.  And how can you have empathy for your own situation with that? How can you have empathy with their situation with that?  And then when you have worked on improving your local situation,  And the resistance and the hard work of getting that to work beyond one.  Now, looking at the global,  how can we work with continuous improvement globally?  It's very different from what it's for. It's a very different who it's for.  And probably starts with empathy. Probably with yourself, with that, you have multiple accesses that will only partially align.  And when you do scale that up to 60 people, 100 people, perhaps thousands of people,  safety looks very different.  Especially if you're thinking of multicultural countries and stuff like that, you probably have one idea of what safety looks like. You probably have one belief and trust in that, that won't be exactly the same globally.  Yet safety and trust is really important for continuous improvement.  And we need to embrace ourselves too, that,  when we say who it's for,  it's quite, quite often, specifically,  if you're a freelancer, choosing your clients.  If you're an entrepreneur, choose your customer.  If you're,   an employee, choose your manager.  It's really, really important. And continuous improvement is really important for your next thing in life.  So,  and that also goes back to the core, be the one who lift other people, be the one who train other people, share what you learn, goes back to this three out of 10,  carve out some space to elevate the people around you. It does not mean picking up a new shiny object because there will be a new tool, a new reorg, a new thing, and daring to commit and focus,  daring to be specific.  And also again,  in the line of continuous improvement, sometimes the challenge is, are we supposed to do this?  And how does that fit into the trajectory this team is on?  How does this work with the other work we're doing?  And if we think we can fix our bubble and then ignore the rest,  the continuous improvement will fade,  will be less impactful.  So if you can start to embrace that it's actually very collaborative,  and other people see what you're unaware of,  there will be accesses that you will never see that are sort of coax grinding against yours,  the better you become at improving what matters for the people who actually care.  But it starts with you,  thinking about who you want to serve, what problem is worth solving,  and thus, if it's worth solving, worth improving on.  And then talking to other people around you about that.  About how that changes as you grow.   Thanks for stopping by, my friend. Have a great one.    [ Recorded with Audio-Technica AUD BPHS1 and Rodecaster Pro2, 2024-07-21 ]

Part 3 of our updated guidance on the Manager Tools Coaching Model.

Part 2 of our updated guidance on the Manager Tools Coaching Model.

Part 1 of our updated guidance on the Manager Tools Coaching Model.

Our founders, Mark Horstman and Michael Auzenne, introduce the Manager Tools chatbot and share features, development details, and benefits for professional individual contributors, managers, and executives.

This is a free preview of a paid episode. To hear more, visit www.onlifekor.hu„Hogyan kell projekteket sikeresen menedzselni?” Erre a kérdésre könyvtárnyi válasz született. Számtalan képzést találsz a piacon, amely azt ígérik: néhány hónap után megérted majd, hogyan csináld. Talán nekünk is egy projektmenedzsment kurzussal kellene indítani, de szokásunkhoz híven inkább néhány podcast epizód lesz belőle, amit a meglévő Kör tagságoddal elérsz.Van ugyanis egy alapelv, ami összefoglalja és érthetővé teszi számunkra minden projekt lényegét, és (szinte) mindent tartalmaz, amit a projektmenedzsmentről tudni érdemes. A törvénnyel Mark Horstman, a Manager Tools társalapítója állt elő jó pár évvel ezelőtt egy dallasi mexikói étteremben, hogy segítsen egy csoportnyi fiatal menedzsernek, akik féltek a komplex szoftverfejlesztői projektektől. Féltek az iszonyúan bonyolult rendszerektől, módszertanoktól, eszközöktől, amelyek a projekteket ma körbeveszik. A törvény egyszerű: egy projekt nem más, mint feladatok sorozata, amelyeket emberek készítenek el, bizonyos időtávon belül. Bármennyire is szeretnénk bonyolítani a helyzetet, bármilyen komplex is a projekt, végül minden egyes projekt abból áll, hogy megnézzük, ki felel egy bizonyos feladat végrehajtásáért, mi az adott feladat, és mikorra kell ezzel elkészülnie. Nem számít, hogy a projekt kéthetes és a büdzsé félmillió forint, vagy hatéves és 200 milliárd forint a költségvetés: a lényeg minden esetben ennyi. Ki csinál mit és mikorra? Minden más bonyolult eszköz segíthet, de valójában csak nagy és komplex projektek esetén hasznosak (és amúgy sem néz rájuk senki :) ).Szóval: a mai adásban leegyszerűsítjük a projektmenedzsmentet. Amikor először hallottam őket erről beszélni, azt gondoltam, amit valószínűleg te is: ez túlságosan leegyszerűsítő. Mi értelme ennek? Ez egy korrekt észrevétel, de a törvény szándékosan leegyszerűsítő. A sorozatban el fogjuk mondani a törvény hátterét, és mindazt, amit a projektmenedzsmentről gondolunk. Elmondjuk azt is, miért volt (eddig) kevés projekt témájú tananyag az Onlife Körben… és azt is megtudod, miben más a „menedzsment”, mint a „projektmenedzsment”.Vágjunk bele!

This is a free preview of a paid episode. To hear more, visit www.onlifekor.hu„Hogyan kell projekteket sikeresen menedzselni?” Erre a kérdésre könyvtárnyi válasz született. Számtalan képzést találsz a piacon, amely azt ígérik: néhány hónap után megérted majd, hogyan csináld. Talán nekünk is egy projektmenedzsment kurzussal kellene indítani, de szokásunkhoz híven inkább néhány podcast epizód lesz belőle, amit a meglévő Kör tagságoddal elérsz.Van ugyanis egy alapelv, ami összefoglalja és érthetővé teszi számunkra minden projekt lényegét, és (szinte) mindent tartalmaz, amit a projektmenedzsmentről tudni érdemes. A törvénnyel Mark Horstman, a Manager Tools társalapítója állt elő jó pár évvel ezelőtt egy dallasi mexikói étteremben, hogy segítsen egy csoportnyi fiatal menedzsernek, akik féltek a komplex szoftverfejlesztői projektektől. Féltek az iszonyúan bonyolult rendszerektől, módszertanoktól, eszközöktől, amelyek a projekteket ma körbeveszik. A törvény egyszerű: egy projekt nem más, mint feladatok sorozata, amelyeket emberek készítenek el, bizonyos időtávon belül. Bármennyire is szeretnénk bonyolítani a helyzetet, bármilyen komplex is a projekt, végül minden egyes projekt abból áll, hogy megnézzük, ki felel egy bizonyos feladat végrehajtásáért, mi az adott feladat, és mikorra kell ezzel elkészülnie. Nem számít, hogy a projekt kéthetes és a büdzsé félmillió forint, vagy hatéves és 200 milliárd forint a költségvetés: a lényeg minden esetben ennyi. Ki csinál mit és mikorra? Minden más bonyolult eszköz segíthet, de valójában csak nagy és komplex projektek esetén hasznosak (és amúgy sem néz rájuk senki :) ).Szóval: a mai adásban leegyszerűsítjük a projektmenedzsmentet. Amikor először hallottam őket erről beszélni, azt gondoltam, amit valószínűleg te is: ez túlságosan leegyszerűsítő. Mi értelme ennek? Ez egy korrekt észrevétel, de a törvény szándékosan leegyszerűsítő. A sorozatban el fogjuk mondani a törvény hátterét, és mindazt, amit a projektmenedzsmentről gondolunk. Elmondjuk azt is, miért volt (eddig) kevés projekt témájú tananyag az Onlife Körben… és azt is megtudod, miben más a „menedzsment”, mint a „projektmenedzsment”.Vágjunk bele!

Part 3 of our guidance describing the most effective method of letting your directs know how they are performing: Feedback. Feedback shows someone the impact of their behavior, allowing them to change ineffective actions or continue doing things that help the team achieve its goals.

Part 2 of our guidance describing the most effective method of letting your directs know how they are performing: Feedback. Feedback shows someone the impact of their behavior, allowing them to change ineffective actions or continue doing things that help the team achieve its goals.

Part 1 of our guidance describing the most effective method of letting your directs know how they are performing: Feedback. Feedback shows someone the impact of their behavior, allowing them to change ineffective actions or continue doing things that help the team achieve its goals.

Part 3 of our detailed guidance on how to conduct the most important "manager tool" we've ever known or seen: Manager Tools One On Ones. These meetings help managers build trust, the professional measurement that correlates better than any other with results and retention.

Part 2 of our detailed guidance on how to conduct the most important "manager tool" we've ever known or seen: Manager Tools One On Ones. These meetings help managers build trust, the professional measurement that correlates better than any other with results and retention.

Part 1 of our detailed guidance on how to conduct the most important "manager tool" we've ever known or seen: Manager Tools One On Ones. These meetings help managers build trust, the professional measurement that correlates better than any other with results and retention.

This podcast is for my spa owners and managers! Ever felt like you're caught in a whirlwind of chaos when trying to build and lead a successful spa team? Putting out fires, re-explaining policy, feeling like you have to do everything yourself, getting annoyed…basically wondering how your team vision turned into team buren so quickly. You may have been advised that simply hiring a team would leverage your Solopreneur success, only you've ended up feeling overwhelmed, frustrated, and disconnected from the very people you've hired.  But here's the thing: building a thriving spa team requires more than just bringing people on board. It's about creating a strong connection and collaboration within your team - with support for you too. If you're tired of feeling like you're stuck in the middle of chaos, then it's time to discover the 3 spa manager tools that will transform your leadership, boost team confidence, and foster seamless collaboration. Get ready to build a team that works together towards your business goals, and say goodbye to the crazies for good! In this episode, you will be able to: Boost team collaboration and morale with simple, effective strategies. Create a positive work environment that fosters teamwork and support. Enhance communication and connection amongst your spa team. Learn how to motivate and empower your staff for a more cohesive team. Implement proven techniques to build a successful and harmonious spa team. Cultivate a sense of belonging and unity within your spa staff. Discover the secrets to building a high-performing and cohesive spa team. Foster a sense of camaraderie and mutual respect within your spa team. Develop a strong and connected team that drives success in your spa business. Learn how to create a collaborative and inclusive culture within your spa team. “It's really exciting to think about working with other like-minded estheticians and service providers. If you've ever had that opportunity, it's wonderful and it is just so fulfilling on top of feeling fulfilled in the work that you do.” - Kirsten Foss Improving Spa Team Communication and Connection If that list above feels like an impossible wish list, it's really not! This podcast underlines the need for clear communication and connection within the spa team. Utilizing tools like a staff handbook and operations manual to establish clear regulations and procedures helps in facilitating this. But it doesn't end there. You must continue to seed collaboration with regular team meetings, allowing for open discussions and providing platforms for insightful feedback, fostering stronger bonds within the team. The Spa Management Resources Mentioned in this Episode Are: DIY + Tutorials Purchase the Spa Team Handbook Template & Walkthrough Tutorial ($444 USD) to create efficient policies and procedures for your spa team. Documents Only - No Tutorial Get the Operations Manual Template ($99 USD) to start organizing your spa's protocols for reception and spa treatments. Please note - this isn't a finished manual, but a 57-page template and example of how to organize it clearly and efficiently for your team training. No more guessing how to best organize your procedures. This is a fully editable document Google Document for you to add your customized protocols. Email kirtsen@kirstenfoss.com for more info. Invest in the Spa Manager Manual ($499 USD), a unique 85-page resource developed by a spa management expert, to streamline your spa management system and support your leadership. Included are Spa Manager protocols for team (recruiting, hiring, training, coaching), clients, inventory, business and marketing as well as all relevant templates, scripts & worksheets to ensure efficient leadership. Email kirtsen@kirstenfoss.com for more info.

Join Troy Trewin in a dynamic conversation with salon owner Jess Cutting, owner of Hair Retreat who transformed her business from $3k to $9k weekly. Discover Jess's business acumen, team-building secrets, and insights into a successful exit. A must-listen for small business owners navigating growth. Why would you wait any longer to start living the lifestyle you signed up for? Balance your health, wealth, relationships and business growth. And focus your time and energy and make the most of this year. Let's get into it by clicking here. Troy delves into our guest's startup journey, their perception of success, industry reconsideration, and the pivotal stress point during business expansion. They discuss the joys of small business growth, vital entrepreneurial habits, and strategies for team building, encompassing wins, blunders, and invaluable advice. And a snapshot of the final five Grow A Small Business Questions: One of the toughest challenges in growing a small business, as mentioned by Jess Cutting, is building and managing a team effectively. Jess emphasized the importance of hiring the right people and trusting her gut instincts when it comes to team members. She discussed the mistake of hiring out of desperation rather than carefully considering whether a potential team member aligns with the business's values and culture. Jess Cutting's favorite business book is "The E Myth" by Michael E. Gerber. She found this book particularly impactful because it challenged her perspective on business ownership and management. "The E Myth" discusses the importance of understanding the roles of an entrepreneur, a manager, and a technician in a business, and how each role contributes to the success of the enterprise.  Jess Cutting recommended "Manager Tools" as a valuable podcast for professional development. She found the content of this podcast helpful in addressing various business-related questions and challenges. "Manager Tools" covers a range of topics related to management and business operations, providing practical advice and insights for listeners. Jess Cutting recommended the DISC model as a valuable tool to help grow a small business. The DISC model is a behavioral assessment tool that categorizes individuals into four main personality types: Dominance, Influence, Steadiness, and Conscientiousness.  On day one of starting out, Jess Cutting advises herself to "get a fucking business." She emphasizes the importance of not only being skilled in the technical aspects of the business but also in understanding how to manage and run it effectively. Jess reflects on her experience and highlights the significance of educating oneself on business management, setting up systems, and delegating tasks to build a sustainable business from the start. Book a 20-minute Growth Chat with Troy Trewin to see if you qualify for our upcoming course. Don't miss out on this opportunity to take your small business to new heights! Enjoyed the podcast? Please leave a review on iTunes or your preferred platform. Your feedback helps more small business owners discover our podcast and embark on their business growth journey.   Additional Resources: Net Promoter Score Business Transformation Program Ultimate Recruitment Toolkit   Quotable quotes from our special Grow A Small Business podcast guest: Building a sustainable and kickass culture is about not hiring 'dickheads' and ensuring your team feels seen, heard, and appreciated – Jess Cutting   Exiting a business isn't failure; it's a strategic move to prioritize where you're needed most, both personally and professionally – Jess Cutting   The hardest thing in growing a small business? It's all about the team—finding and nurturing A-players is make or break – Jess Cutting    

“If you don't like managing people, one of the things to consider is: do you want to run an agency? The management portion will never go away. But it also doesn't have to be so hard.”Karl Sakas, agency advisor and founder of Sakas & Company, has served as “agency therapist” for over 600 clients in 36 countries. He was also our recent guest on Agency Journey. His fourth time on the show!You can guess why we had Karl on so many times—his insights are always on point.If you want to work less and earn more, and be a better leader for your agency through cultivating personal relationships and intentional leadership training, this episode will be well worth a listen.Episode Insights:

Our Hall Of Fame guidance giving examples of Manager Tools' ‘MT Goals': Goals that are Measurable and Time-Based.

Part 10 of our Manager Tools guidance on how to action Engagement Survey results question by question.

Part 9 of our Manager Tools guidance on how to action Engagement Survey results question by question.

Part 8 of our Manager Tools guidance on how to action Engagement Survey results question by question.

Part 7 of our Manager Tools guidance on how to action Engagement Survey results question by question.

Part 6 of our Manager Tools guidance on how to action Engagement Survey results question by question.

Part 5 of our Manager Tools guidance on how to action Engagement Survey results question by question.

Part 4 of our Manager Tools guidance on how to action Engagement Survey results question by question.

Part 3 of our Manager Tools guidance on how to action Engagement Survey results question by question.

Part 2 of our Manager Tools guidance on how to action Engagement Survey results question by question.

Part 1 of our Manager Tools guidance on how to action Engagement Survey results question by question.

Take some time to reflect about the things you create, who you create them for, and the reasons behind your creations. Pay attention to your focus, effort, and recurring patterns. What kind of work would your coworker identify as having your touch on it? What improvements would they recognize as being made by you? On the other hand, what kind of work would your coworker instinctively know that you did not write or contribute to? Including what parts of their work, feelings and results would they miss your contributions in? In a simplified way. Whats your manifesto? You dont need to write it down but thinking about it helps you see your own postion clearer. I credit these three for creating my methods teaching me what I see in 2022 the Agile Manifesto discussion forums, in 2005 The Manager-Tools podcast and Hostmans Law together with also in 2005 the Security Now podcast Who do you credit for helping you see what matters? And what did you add to that mix for those you serve?

ResourceOne of my favorite management podcasts Manager Tools

It's an age-old adage: Employees don't quit jobs - they quit managers. The question becomes: what makes a successful manager? We weighed in with an expert. Kate Braun, Managing Partner at Manager Tools, shares her formula for successful management (and the science behind it) on this episode of Path To Profit. Kate's story with Manager Tools dates back to 2006, where she was started as an intern. She's returned to be a Co-Managing Partner to help other leaders become effective & productive managers through communication. We Discuss: The difference between Leadership and Management How to be an effective and productive leader The behaviors of successful managers The 4 things you can do to create results from retention and why you should measure it How to build trust with your people How to build a non-fearful environment for your people The secret to effective feedback The difference between Coaching and Performance Reviews The rule of thirds in your 1 on 1's Make sure to follow us on Twitter/Facebook/LinkedIn at @GrowthForce & Instagram at @GrowthForceHQ!

Our Hall Of Fame guidance giving examples of Manager Tools' ‘MT Goals': Goals that are Measurable and Time-Based.

The Manager Tools Interview Creation Tool will make you a better interviewer, and teach your team how to interview.

Welcome to The Nonlinear Library, where we use Text-to-Speech software to convert the best writing from the Rationalist and EA communities into audio. This is: Be careful with (outsourcing) hiring, published by rmoehn on October 17, 2022 on The Effective Altruism Forum. Who makes up an organization, a community? People. People do the work. People make the decisions. Choosing people well is the most important thing we do. People choice is self-reinforcing, too. Choose one bad COO and he'll hire more bad people. Have a few bad people in an organization and nobody good will want to work there anymore. Hiring, therefore, is vital. What do you want from a hiring process? A good hire. Crucially, no bad hire. And for those people whom you haven't hired to be mostly happy with how things went. Because you care for them. Sadly, you're at risk of making a bad hire and disgruntling your other applicants if you don't know what you're doing. If you don't know what you're doing, outsourcing isn't a solution, either, because you don't know how to judge the actions of those you're outsourcing to. I will demonstrate this by example of a hiring process I've observed as an outsider, in which the hiring firm (call them Hirely) acted in a way that would have seemed sensible to the average founder who knows little about hiring, but to me looked like blundering. Even if you don't plan to outsource hiring, the following points are worth thinking about. Added 2022-10-16: I won't be arguing every point fully. One commenter even wrote that I make ‘lots of general assertions without a clear explanation as to why people should believe [me]'. (I appreciate this comment.) That's because doing otherwise would have made the article ten times longer. Hiring is a wide field and I've only tilled a small patch of it myself. I encourage you to follow the links to Manager Tools podcasts/whitepapers that I've included the article. They argue many of the claims properly. I will also be glad to explain more in the comments. This is a repurposed article with a history (Expanded on 2022-10-16 from the last paragraph of the originally published introduction. This describes the article's history in boring detail. Feel free to skip.) This article is strange because it's repurposed from a direct critique of the organization behind ‘Hirely', which is a fictional name. (Please don't try to find out who is behind that name.) This is the first part of the article's history step-by-step: I observe the hiring process in which Hirely is advising the hiring manager. (I'm also advising the hiring manager, mostly telling him to be more involved and listen to Manager Tools.) I think Hirely is giving harmful advice. I write this article as a direct critique. I give the article to Hirely to react to. I tell them that I will edit it to be more general and not point the finger at them (meaning I won't out the organization by name) if they convince me that they're on a better trajectory. You may view this as being kind or you may view it as blackmail. Hirely deliberates internally. Hirely responds to me with the improvements they've made and are making, and asks me to deliver on my promise to edit the critique before publishing. Their response does make me think they're on a better path. (So again, please don't try to find out who they are.) Since I'm too lazy to rewrite the whole damn article, I search and replace the organization name with ‘Hirely', and rewrite only the introduction. Despite this laziness, I was happy with the way it demonstrated the new main point with specificity (lwspec): If you know very little about X, you can't safely outsource X. If X = hiring, it's especially bad. So you better learn something about hiring. You're already yawning, but the story isn't over. To explain all the strangenesses of this article, I have to describe the rest: I publish the article. It receives a lot of downvotes in addition to upvotes. I add a prescript (opposite of postscript) asking ...

There are many tools and techniques Product Managers use every day to be sure they are building and shipping the right things at the right time. In this episode, Zalando Senior PM, Teresa Alvarez, will be sharing some strategies that have helped her along her PM journey so you can get out there and make the right choices for your customers. Get the FREE Product Book and check out our curated list of free Product Management resources here.This episode is brought to you by Dovetail. If you want to build products customers love, you need to spend time connecting with their problems. That's where Dovetail can help Product Managers to make better, data-informed decisions.Sign up at Dovetailapp.com.

In this cast, Mark and Mike talk about their plans for the future of Manager Tools.

Dan Fraser is a presentation maven. He takes hard lessons from over 20 years of building and delivering dynamic presentations in government and the private sector - and hands them to you on a silver platter. In 2020 Dan retired from the Calgary Police Service in Alberta, Canada, where he helped to train thousands of officers and partner agencies. Dan uses his experience as a stand-up comedian to help instructors hone their ability to deliver unforgettable training. His book Kickass Presentations has just launched! >> VIEW SHOW NOTES + RESOURCES In This Episode, You'll Learn… ●  How to use comedy to create more effective presentations for your audience! ●  Components of a kickass presentation; engagement, memorability, emotion, and storytelling. ●  A method for making messages stick, and the value of analogy. ●  Humor in meetings; simple strategies for introducing laughter.  People, Blogs, and Resources Mentioned ●  Kickass Presentations ●  Rory Vaden ●  Manager Tools ●  My free 30-second online assessment to find out the #1 silent killer of your data presentation success

Our interview with a member of the Manager Tools community to help you understand as a manager, or potentially as an executive, about the kind of relationship you need to have with some of the people who make a difference in your organization and your career.