Welcome to Manage Tools. Despite my admonitions to Mark not to go on vacation, he went anyways. So this week, we're going to share one of our Hall of Fame cast. You did not demonstrate. Parts one and two. Enjoy.

Folks, if you're a listener and you think our guidance on management will be effective for your organization.

I can assure you, it will be.

One of the great things about bringing us in to train a bunch of managers at once is they all go through the learning experience at once.

They're more comfortable asking questions of one another. There's a perception that the organization

supports their learning and so therefore you're more likely to get managers who might be

a little bit hesitant to roll out the process and then they start getting the results and of course then they're hooked and there can be a common discussion among directs about the experience and it will be seen as having organizational support.

I encourage you to reach out to Maggie at manager dash tools.com or come to the

website and learn more.

Welcome to Manager Tools.

Today's topic, you did not demonstrate part one.

Here we go.

One thing many managers struggle with and we hear this quite often is telling someone they didn't do well or that they didn't meet a standard.

And when you're managing someone, the day-to-day performance communications answer is of course our feedback tool,

so no surprises there anybody's been listening for a while.

But you got to admit, Mark, there are other situations where being direct is helpful but the feedback

tool really doesn't work in that situation and we have one way to communicate

shortcomings that we're going to share with you today that is direct and reasonably

inoffensive to folks. Yeah I'll tell you we talked so much about the actual

behaviors which is so different from management thinking and delivery today.

Everybody talks in terms of big picture like seeing around corners and stuff like that.

That I think sometimes it's easy to forget that the tactics are overseen or

...