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• Cover
• Title Page
• Copyright
• Introduction: Who This Book Is for, What It’s About, and Why
• About Manager Tools
• A Note About Data
• A Note About Gender
• 1 What Is An Effective Manager?
• How Does This Change in a Remote or Hybrid Environment?
• 2 The Four Critical Behaviors
• 1. The Most Effective Behavior Managers Can Engage in Is Getting to Know Their People.
• 2. The Second Critical Behavior Is Communicating About Performance.
• 3. The Third Important Behavior Is Asking for More Performance.
• 4. The Fourth Critical Behavior Is Pushing Work Down.
• How Does This Change in a Remote or Hybrid Environment?
• 3 Teachable and Sustainable Tools
• 4 Get to Know Your People—One on Ones
• Scheduled
• Weekly
• 30 Minutes
• With Each of Your Directs
• Where the Direct’s Issues Are Primary
• The Manager Takes Notes
• Pushback on Note Taking
• “Documentation”
• Where to Conduct O3s
• Can I Do O3s over the Phone?
• The Most Common Forms of O3 Pushback
• “It’s Micromanaging.”
• “I’m Too Busy.”
• 5 Doing One on Ones with Remote and Hybrid Workers
• How to Conduct Remote MTO3s
• 6 How to Start Doing Manager Tools One on Ones
• Choose Times from Your Calendar
• Send Out an O3 Email Invitation
• Review Intent, Ground Rules, and O3 Agenda in Your Staff Meeting
• Conduct O3s Only for 12 Weeks
• Don’t Rush to Get Feedback!
• 7 Talk About Performance—Feedback
• Step 1: Ask
• Step 2: Describe Behavior
• Step 3: Describe Impact
• Step 4: Encourage Effective Future Behavior
• Putting It All Together
• Shouldn’t I Engage in a Discussion or “Dialog” with My Directs?
• How Does Feedback “Sound”?
• Maybe Delay or Defer
• What Do I Do If One of My Directs Pushes Back or Refuses Feedback?
• “It’s Too Positive” and Systemic Feedback
• What If My Direct Doesn’t Know What to Do?
• The Real Key to Giving Feedback
• And That’s Wrong
• 8 Giving Feedback to Remote Directs
• Learn to Assign Deliverables, not Tasks
• 9 How to Start Delivering Feedback
• 10 Ask for More—Coaching
• Step 1: Collaborate to Set a Goal
• Step 2: Collaborate to Brainstorm Resources
• Step 3: Collaborate to Create a Plan
• Step 4: The Direct Acts and Reports on the Plan
• 11 How to Coach Remote Directs
• Remote Coaching Relies Extensively on Deliverables
• Consider a Shared Digital Coaching Status Board
• 12 How to Start Coaching
• Start with Your Top Performers
• 13 Push Work Down—Delegation
• For Most Managers, Delegation Is a Dangerous Problem
• What Delegation Does
• How Delegation Drives Productivity and Growth
• What Should You Delegate?
• Want to, Need to, Like to, or Good At
• Four No‐Brainer Delegations
• The Manager Tools Delegation Model/Script
• 14 Delegating to Remote Directs
• 15 How to Start Delegating
• 16 The Manager Tools Manager
• And the First Step to Being a Good Manager Is to Be a Good Person
• Index
• End User License Agreement