skiaec04 / tags / podcast

Tagged with “podcast” (64)

  1. Speedy Beet - Radiolab

    There are few musical moments more well-worn than the first four notes of Beethoven’s Fifth Symphony. But in this short, …

    http://www.radiolab.org/story/269783-speedy-beet/

    —Huffduffed by skiaec04

  2. Unjustly Maligned | “Watchmen” with Merlin Mann (Episode 15)

    Writer and podcaster Merlin Mann joins Antony to stand up (mostly) for the “Watchmen” movie, discuss the difficulty of separating source material from its adaptation… and then there’s that ending.

    https://www.theincomparable.com/ump/15/

    —Huffduffed by skiaec04

  3. Common One On One Mistakes - Chapter 1 - Agenda Fascism | Manager Tools

    ‹ previous

    112 of 505

    next ›

    Questions This Guidance Answers: Should my one on ones have an agenda?

    How do I stop my directs talking during a one on one?

    How to keep to an agenda during one on ones?

    This guidance tells you how to avoid the mistake of "Agenda Fascism" in One on Ones.

    We made up the term "Agenda Fascism".

    It means demanding someone follow an agenda even when doing so defeats the purpose of the agenda.

    Many managers mistakenly practice agenda fascism in their One on Ones.

    Here’s how it happens, and how to avoid it.

      [Play in Popup]

    Extra ContentCommon One On One Mistakes - Agenda Fascism Shownotes (PDF)

    Common One On One Mistakes - Agenda Fascism Slides (PDF)

    Legend:     Manager Tools Personal License    Interviewing Series    First Job Fundamentals   

    http://www.manager-tools.com/2012/06/common-one-one-mistakes-chapter-one-agenda-fascism

    —Huffduffed by skiaec04

  4. Questions and Answers on One-on-Ones | Manager Tools

    Tony-

    Please accept my apologies for

    Tony-

    Please accept my apologies for not responding to your post more quickly.

    (I’ve also replied online, by the way). I completely dropped the ball on getting back to you in a timely way - my fault.

    Glad you were already doing one on ones.

    The practice is rare, but even without a lot of structure, those that do it stick with it.

    Also glad our structure makes it more efficient, and with only 30 minutes, efficiency CAN mean effectiveness.

    I DON’T in any way require my folks to take notes at all during the one on ones.

    I do think any really vibrant,regular meeting is going to create enough discussion/work that folks could not get through it without a systemic way of capturing info. So, if you’re asking, do I require it, the answer is not at all.

    If a team member asked me if they had to take notes, I’d say, "no, not at all, but we are going to talk about work and projects and status and stuff, so I can’t imagine you wouldn’t want to be ready to take notes."

    Some of this gets into subtleties, but if I had a brand new member in front of me, without a lot of experience, I would say, "I’d recommend you bring something to take notes on, and

    quite frankly would expect you to always have that with you at any meeting you go to in the team or elsewhere, representing us or not."

    If someone can remember everything, I really don’t care if they take notes.

    Sure seems like no one can remember everything, though.

    If after a few weeks, if they just bring scraps of paper to our O3s, but they nail every deliverable, I’d give positive feedback about their performance and not mention notes.

    If they ever used an excuse ( I forgot), I’d give them some feedback about the impact of the lack of their note taking.

    (There’s a long answer for you).

    I would ABSOLUTELY do O3s with those developers!

    yes, they don’t report to you… but it doesn’t matter.

    Performance is performance, and more communication always improves it.

    I’ve recommended it before, and folk who do this swear by it (both sides of the table).

    Now, has there ever been negative feedback from heir reporting manager?

    Yeah.

    About 20% of the time, one of their actual bosses will say something.

    If that happens, you’ve got a responsibility to go visit with them, and tell them what you’re doing and why.

    Take the form, show them a couple of recent forms with notes, tell them what their directs say about them.

    (If it’s still new, the directs may be a little iffy yet, and ask for a month to try it out.

    What I’ve suggested is, "Look, over a month it’s 2 hours.

    We have project meetings that accomplish NOTHING that last that long.

    If it’s still a hassle for 1 or 2, and you still have heartburn, we can talk again."

    Dotted line relationships truly do benefit enormously from O3s.

    Even with them reporting to your boss.

    Don’t make those O3s about boss to team member, but rather, project reviews.

    The purpose is STILL to focus on the team member, and they still go first…everything stays the same, except you may choose to let them talk to their boss about career stuff/future stuff.

    (If they asked my advice, I’d be open about it, but if they’re your peers, I’d suspect they won’t.

    If you couch it as project related, it works fine.

    Now, if projects are assigned sporadically, and sometimes they DON’T have anything that requires your attention, you could choose to halt them temporarily.

    Some managers continue them… personal choice.

    My take on meetings like this is that dang near every project I’ve ever been involved in that ends up with problems is reported as "green" for far longer than it should be, and when it does go bad, it requires GROSSLY inefficient application of resources, causing org pain.

    O3s in these cases are a WELLNESS program, versus expensive surgery at the end.

    Be willing to dig past answers like, "yeah, it’s fine."

    Note the questions on the forms we’ve posted.

    "Are you on track to meet the deadline?"

    You can ask, "have you done a/b/c/d?"

    This is NOT micromanagement - it’s good stewardship.

    Micromanagement is telling them exactly how to do it and when and watching them do it.

    Hope this helps.

    Don’t hesitate to refine your questions if I’ve misunderstood.

    Glad we’re helping you become more effective!

    And again, my apologies for the delayed reply.

    Mark

    http://www.manager-tools.com/2005/07/questions-and-answers-on-one-on-ones

    —Huffduffed by skiaec04

  5. One-on-Ones Part 3 | Manager Tools

    ‹ previous

    502 of 505

    next ›

    Questions This Guidance Answers: How do I get to know my team?

    How do I get my team to do their jobs?

    What should I discuss in a One on One?

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

    Mark and Mike updated the One on One Podcasts in 2012.

    The old podcasts have been archived and are no longer available.

    Other Parts In This Series

    One-on-Ones, Part 1

    One-on-Ones, Part 2

      [Play in Popup]

    Extra Content1-on-1 Key Points and Prep Form (PDF)

    1-on-1 Key Points and Prep Form (DOC)

    Sample 1-on-1 Email Text (TXT)

    One On One Shownotes (PDF)

    One On One Slides (PDF)

    Legend:     Manager Tools Personal License    Interviewing Series    First Job Fundamentals   

    http://www.manager-tools.com/2005/07/the-single-most-effective-management-tool-part-3

    —Huffduffed by skiaec04

  6. One-on-Ones Part 2 | Manager Tools

    Mark and Mike,

    I just started

    Mark and Mike,

    I just started listening to your podcasts this week, and they’ve been very helpful.

    I’ve begun rescheduling my one-on-ones to your format, and I’ll let you know how it goes.

    I’ll also comment on OneNote, as I’ve been using it to document my one on ones for a year now after previously using paper.

    It works well if you use a "Section" for each employee, which mirrors your suggestion of a notebook per employee.

    You can easily convert the tracking form to a "template", and it is pretty convienent.

    I’ve also used it on a tablet pc.

    Having done this for a year using both a tablet and a monitor/keyboard at my desk, I wouldn’t say the OneNote solution offers a lot of improvment over a pen and paper based one.

    If you are using an actual TabletPC, I find the writing surface and ergonomics of it distracting relative to an actual piece of paper.

    And the key here is to be focused on the meeting, not your note taking aparatus.

    With a notebook or a keyboard/monitor, I can take notes effectivly (personally I type way better than I write).

    I’m wondering though, how you feel about using notebook PCs in meetings.

    I have this gut instinct that my employee feels like I have less of his attention if I have a computer in front of me. (off to the side, technically).

    I’m only taking/looking at notes, but perhaps I’d be better off back on pen and paper.

    The only advantages I’ve really seen to OneNote is it saves space for storing notebooks, and I have searched for information a few times and found it.

    http://www.manager-tools.com/2005/07/the-single-most-effective-management-tool-part-2

    —Huffduffed by skiaec04

  7. One-on-Ones Part 1 | Manager Tools

    Mixing Personal and Professional Discussion

    I’ve been listening to Manager Tools for quite some time, but I’m just getting around to listening to some of the classics.

    I just recently began one-on-ones a few weeks ago and I have some mixed feelings about discussing our personal lives at work.

    While I understand that the first 10 miuntes is for the direct, I have reservations about asking too many probing personal questions.

    I’m a big proponent of keeping our business and personal lives separate.

    While some casual small talk ("How was your weekend?") may be appropriate for the workplace and necessary for relationship building, I feel that discussions about our personal lives at work introduces a conflict of interest unless a personal issue outside of work is affecting our ability to perform and must be discussed.

    I understand the big picture of building relationships with directs, but where do we draw the line so that we don’t have an unhealthy mix of personal and professional discussion?

    Perhaps it’s all I’ve ever known; in my six years of work, I have never had a manager ask about my personal life and I think I’d rather have it that way.

    I will let my directs have the floor for the first 10 minutes and allow them to direct the discussion of their personal lives as they feel comfortable, but I don’t plan to pry too much into their personal lives, nor do I feel it is appropriate.

    Am I misinterpreting the intent?

    I feel that we should stick to business at work as much as possible.

    Am I a cold-hearted manager?

    http://www.manager-tools.com/2005/07/the-single-most-effective-management-tool-part-1

    —Huffduffed by skiaec04

  8. Effective Meetings Starter Model - Part 2 | Manager Tools

    starting on time when you’re not the highest rank?

     I call meetings where my boss and his colleagues (university setting) are attendees, as well as other faculty members, deans, vice-provosts, etc. In this particular meeting, I am the vice-chair, but hierarchically the lowest ranked person in the room. When I call meetings with my project reports, I start on time. Do you have guidance on starting when you don’t out-rank? I feel that starting on time recognizes their busy schedules as well as their expensive time, but sometimes AVPs are running late to a meeting because a previous meeting might not be run according to your guidelines . Suggestions?

    http://www.manager-tools.com/2010/09/effective-meetings-starter-model-part-2

    —Huffduffed by skiaec04

  9. Effective Meetings Starter Model - Part 1 | Manager Tools

    ‹ previous

    210 of 505

    next ›

    Questions This Guidance Answers: How do I start improving my meetings?

    How do I get my meetings to start on time?

    How do I create a simple agenda?

    This cast describes an even more basic model for effective meetings than in our original guidance.

    We all go to lots of meetings, and most of them are terrible.

    They start late, they don’t have an agenda, they get off track, they waste time.

    They finish late, but you can’t leave early even if you have another meeting.

    Why is it that a meeting leader gets to stare daggers at someone who leaves when the meeting’s supposed to be over, even though she didn’t have a plan, didn’t structure the time, and didn’t cut off the same two people who like to bloviate?

    And yet, even though many professionals beg us to solve their meeting purgatory, when we ask them, many say, I haven’t done the whole effective meetings thing, either.

    We’ve been thinking about why, and asking folks why they haven’t.

    A lot of you have been telling us that there’s too much on the list.

    So, we’ve shortened the list for all those of you who think that our previous prescription was too much to ask.

    But after this, you’re on your own.

    ;-)

      [Play in Popup]

    Extra ContentEffective Meetings Starter Model Shownotes (PDF)

    Effective Meetings Starter Model Slides (PDF)

    Legend:     Manager Tools Personal License    Interviewing Series    First Job Fundamentals   

    http://www.manager-tools.com/2010/08/effective-meetings-starter-model-part-1

    —Huffduffed by skiaec04

  10. How to Run Your Staff Meeting (Part 2 of 2) | Manager Tools

    Mark, Mike,

    Once again, great stuff.

    Mark, Mike,

    Once again, great stuff.

    Thank you. Keep it coming!

    Question:

    Should staff meetings and O3s be held on separate days?

    For efficiency I am thinking to run my (soon to be started) staff meeting before my O3s on Thursday afternoon.

    I am sure there are some compelling reasons why I should not do this.

    Downsides I can think of:

    Information overload. Not enough time to prep.

    Upsides I can think of:

    Team does not have to travel twice a week to the office (minimum 30 minutes each way).

    Costs to the business include extra mileage reimbursement and time away from on site support.

    I have 3 directs, 2 who are field/home based.

    We support 20 business units across the UK, predominately within an hour drive of the office/home (M25/M4).

    The field role should be a minimum 60% on-site, and the remainder home-office based answering queries, project work and monthly reporting.

    Suggestions, comments, queries, concerns?

    Regards

    Rowley

    http://www.manager-tools.com/2007/05/how-to-run-your-staff-meeting-part-2-of-2?#

    —Huffduffed by skiaec04

Page 1 of 7Older