Manager by Design 2011 Year in Review: Top Article Series (part 2)

As we close out the year, here are the top series of articles published by Manager by Design in 2011.  See part 1 here.

Team Strategy Documents

Think of managing a team as a set of deliverables

Teams should have a team strategy document. Here’s an example.

How to create a team strategy document—use the team

How to use your team strategy document externally

How to use the team strategy document to help you manage your team

Creating a system that encourages good management

Here’s a goal for managers: Create a system that doesn’t rely on finding top performers — you’ll get more top performers this way

An obsession with talent could be a sign of a lack of obsession with the system

Tenets of Management Design: A role in management is not an extension of performance as an individual contributor

Tenets of Management Design: Managers are created not found

Tenet of management design: If you don’t have a system, it’s probably being done over email

All-team meetings (and why they’re hard to do well)

Do your all-team meetings make your team cringe?

Reasons many employees dread all-team meetings

Quick tips for making all-hands meetings tolerable and useful

The annual review reveals more about the manager’s performance than the employee’s performance

The annual review reveals more about the manager’s performance than the employee’s performance (part 1)

The annual review reveals more about the manager’s performance than the employee’s performance (part 2)

The annual review reveals more about the manager’s performance than the employee’s performance (part 3)

The annual review reveals more about the manager’s performance than the employee’s performance (part 4)

Let’s look at what a well-conducted annual review looks like

Five more markers and examples of what a good annual review looks like

Annual reviews are awesome artifacts that can be used to improve management skills

“You don’t take feedback well” – and its ramifications

Telling someone they “don’t take feedback well” doesn’t count as performance feedback

Three more reasons “You don’t take feedback well” is risky performance feedback

A Performance Feedback/Performance Management Flowchart

Becoming a manager – and the havoc it wreaks on one’s identity in the workplace

Becoming a manager is a subversion of self-identity

Without management design, the new manager relies on base instincts

The new manager is an amateur at doing managerial tasks

Giving performance feedback is breaks the illusion of greatness of a manager

Why managers don’t give performance feedback – it hurts the ego

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