95 episodes

The Modern Manager is a podcast dedicated to helping you be a rockstar manager with a thriving team. Whether you’re seeking to boost your effectiveness as a manager and communicator, want to foster a healthy team culture where people flourish and exceed their goals, or learn the skills to make the most of every single meeting, this podcast is for you.

Each episode features topics like: effective meeting practices, communication skills, managing conflict, team building, time management, group dynamics, goal setting and accountability, team competencies, productivity and collaboration technologies, organizational culture, and more.

The Modern Manager: Helping Managers Create and Lead Successful Teams Mamie Kanfer Stewart

    • Business

The Modern Manager is a podcast dedicated to helping you be a rockstar manager with a thriving team. Whether you’re seeking to boost your effectiveness as a manager and communicator, want to foster a healthy team culture where people flourish and exceed their goals, or learn the skills to make the most of every single meeting, this podcast is for you.

Each episode features topics like: effective meeting practices, communication skills, managing conflict, team building, time management, group dynamics, goal setting and accountability, team competencies, productivity and collaboration technologies, organizational culture, and more.

    89: Growing into an Inclusive Leader

    89: Growing into an Inclusive Leader

    Good intentions just aren’t enough when it comes to being an inclusive leader and creating an environment that truly embraces diversity. I learned that the hard way. It requires a personal journey in which you learn about yourself and others, but by doing so, you are able to become an empathic and inclusive leader needed to build a thriving team in which all people flourish. 
    Jennifer Brown is a leading diversity and inclusion expert, dynamic keynote speaker, best-selling author, award-winning entrepreneur and host of The Will To Change podcast, which uncovers true stories of diversity and inclusion. As the founder, president and CEO of Jennifer Brown Consulting, her workplace strategies have been employed by some of the world’s top Fortune 500 companies and nonprofits to help employees bring their full selves to work and feel Welcomed, Valued, Respected and Heard℠.
    Jennifer and I talk about what diversity and inclusion really means, the personal journey of engaging in being a more inclusive leader, what you can do to support your learning, and a whole lot more. And, you’ll hear about my own learning journey when it comes to implicit bias and being an inclusive leader. This is deep and challenging work and it is so important.
    Read the related blog article: Start Your Journey of Inclusive Leadership With Small Steps
    Join the Modern Manager community (www.mamieks.com/join) to get 20% off JBC’s upcoming DEI Foundation’s course which will equip you with the knowledge you need to meet the challenges of this changing world of work so you don't get left behind. Learn more about the course at: https://jenniferbrownconsulting.lpages.co/
    If you work for a nonprofit or government agency, email me at mamie@mamieks.com for 20% off any membership level.
    Subscribe to my newsletter to get episodes, articles and free mini-guides delivered to your inbox. 
    Help me write my new book! I’m researching what makes a manager great to work for. Share your story and experience at www.managerialgreatness.com Help spread the word, too! Share the link with friends and colleagues. 
    KEY TAKEAWAYS
    Embracing diversity and inclusion is more like building a new muscle than putting on a pair of glasses. It requires noticing and making different choices. There are visible and invisible forms of diversity: Gender, Race, Ethnicity, Sexual Orientation, Disabilities, Mental Health, Neuro-Diversity, Veteran Status, Age, Parental Status.  Unconscious bias exists in everyone and it doesn't make us a bad person. Being well intentioned or holding morally just values is not enough because bias lives below the surface. The important thing is to admit to yourself that you have unconscious bias so that you can start to recognize your own thoughts and see how bias is showing up in the world around you. The business world was built by and to work for a small segment of the population, which is predominantly male and white. Bias is hardwired in the system and often leaders are perpetuating this biased system. The Inclusive Leader Continuum has 4 stages: (1) Unaware - people don’t think there is a problem, I’m not responsible, and/or I think diversity is important and that’s enough.  (2) Aware - understand that not everyone is bringing their full self to work, actively trying to learn about the experiences of others, putting yourself in new/uncomfortable situations. (3) Active - you chose to use your knowledge and learnings, make different decisions and use different language, be public about your journey and seek feedback, take risks and be willing to make mistakes, apologize when you do or say something that misses the mark. (4) Advocate - work towards system change, advocate for and lift up others, work publically and behind the scenes. When you activate your learnings, you will make mistakes and you need to hear the feedback and keep going.

    • 35 min
    88: Models and Methods of Decision-Making

    88: Models and Methods of Decision-Making

    Decision-making can be one of the most challenging aspects of a manager’s job. You want to empower your team, but worry about whether they’ll make a decision that derails the project or negatively impacts your stakeholders. Finding the right balance is easier than you might think once you have a model for determining which decisions should be delegated and a clear method for identifying who will be engaged in the decision-making process and how. 
     
    In this episode, I’ll walk through a few different decision-making models that should help give you some frameworks to apply to your decision-making. We’ll cover how to think about who owns which decisions, different ways to be involved in decision-making, and different processes for making decisions.
     
    The full episode guide includes an overview of each of the models. Get it when you join the Modern Manager community or purchase the full guide at www.mamieks.com/store.  
     
    Get the free mini-guide which includes the risk/changeability matrix at www.mamieks.com/miniguides.
     
    Subscribe to my newsletter to get episodes, articles and free mini-guides delivered to your inbox. 
     
    Read the related blog article: Make Better Decisions Faster
     
    Key Takeaways:
    When decisions are made by those closest to the work, decision quality and speed go up.  Research consistently shows that when decision-making authority is shared, productivity goes up, trust increases, and employees are more engaged. Fears around decision-making are essentially fears around risk. To determine what constitutes a risky decision, consider the impact (high/low) vs changeability (high/low). Decisions that are low impact/high changeability are very low risk and should be delegated. Decisions that are high impact/low changeability are very high risk and should generally be owned by the appropriate level of leadership. To ensure the best thinking in included in a decision, use the RAPIDS model: (R)eccomend - who is offering the options and making a recommendation? (A)gree - whose input must be included and who must agree with the decision in order for it to stand? (P)arameters - who sets the scope or boundaries of the decision and what’s acceptable? (I)nput - whose input is needed or who has an important perspective to consider? (D)ecide - who is actually making the decision? (S)hare - who must be informed of the decision after it’s been made?  Create a RAPIDS model before a project or decision is begun in order to avoid ambiguity or frustrations down the road. When making a decision as a group, there are generally 3 models: Concurring - everyone agrees to the decision, Majority Rules - a vote is taken and the majority wins regardless of the strength of the nay votes, Consensus - everyone is comfortable going forward and agrees not to block or undermine the decision even if they dont agree with it.  To gauge agreement, use a Fist of Five - Hold up the number of figners that correspond to your position: (5 / full hand up) I fully agree, (4) I’m 80% in agreement, (3) I’m neutral, (2) There are a few things I don’t agree with, (1) I’m against this decision, (0 / fist) I’m actively against this decision and would try to undermine it or walk out.  For Concurring decisions, everyone must be at least a 4. For Consensus, everyone must be at least at 3.  mamie@mamieks.com

    • 18 min
    87: What to Do About Gender Bias in the Workplace Andie Kramer and Al Harris

    87: What to Do About Gender Bias in the Workplace Andie Kramer and Al Harris

    Despite our best efforts, it's hard to ignore gender in the workplace. Gender roles and stereotypes have been reinforced in us since birth. Often, we don’t even realize our unconscious gender biases and their impact. If we truly want to create a work environment that rewards on merits, we must address gender with eyes wide open. 
    Andie Kramer and Al Harris, they are married practicing lawyers. They have been mentoring women and speaking and writing about gender communication for more than 30 years. They offer women unique, balanced, and highly practical advice they can use to prevent gender biases from slowing or derailing their careers. Andie and Al also present arresting information and compelling examples for male audiences to make them aware of and sensitive to the gender biases that hold women back—even in the most well-intentioned organizations. This power couple provides organizations with concrete, non-disruptive suggestions for workplace changes that will make women’s career opportunities more comparable to men’s.
    Read the related blog article: The Surprising Truth About Gender Bias in the Workplace
    Join the Modern Manager community (www.mamieks.com/join) to get 3 tip sheets from Andie and Al: 
    Gaslighting Tip Sheet: This guide offers nine tips on how to respond when women are told they are imagining gender bias.  Preventing Interruptions: This sheet provides tips on how to avoid being interrupted, and what to do when you are interrupted. Saying “No”: This guide walks you through the thought process of What to when you are asked to do something that won’t advance your career. Join by February 11, 2020 to be eligible to win a full behavioral, motivational, and axiological analysis and a 90-minute debriefing. These tools will gather information about your brain type, communication type, motivational orientation (what moves you), emotional consistencies (what emotions you rely on for decision making), effective nature, default instincts, emotional needs, self-esteem, self-direction, practical thinking, structured thinking, work/role-awareness, etc. One member will be drawn at random but you must join before February 11th, 2020 to be eligible. 
    If you work for a nonprofit or government agency, email me at mamie@mamieks.com for 20% off any membership level.
    Subscribe to my newsletter to get episodes, articles and free mini-guides delivered to your inbox. 
    Help me write my new book! I’m researching what makes a manager great to work for. Share your story and experience at www.managerialgreatness.com Help spread the word, too! Share the link with friends and colleagues. 
    KEY TAKEAWAYS
    Gender stereotypes have no basis in fact. The differences among women are just as prevalent as the differences between men and women. Each person is their own unique being. People expect women to be kind, communally focused, and soft, so when they’re direct and results-oriented, we (men and women alike)  ‘punish’ them. Yet, women fight to not be held to traditional feminine expectations. The “Goldilocks dilemma” occurs when a woman experiences this challenge: (1) If I’m nice and kind, people like me and want to work with me, but don’t give me important work to do. (2) If I’m strong and assertive, I’m competent, but nobody wants me on their team. Gender stereotypes are ingrained in culture from the moment we’re born. They are reinforced throughout life which makes them very hard to even recognize or be aware of. Men need to recognize that women have it tougher than women in almost every work environment. Men need to pay extra attention to including women on their teams, giving them equally challenging assignments, and not treating women with extra sensitivity.   Because leadership of organizations is predominantly male, there is by default a culture in which the values, the norms, the ex

    • 28 min
    86: The Root Cause of Employee Dis-Engagement with Tevis Trower

    86: The Root Cause of Employee Dis-Engagement with Tevis Trower

    With so much emphasis on employee engagement programs, there is very little emphasis on the root cause of employee dis-engagement. Despite the overwhelming research on the negative effects of employee dis-engagement, very little is actually being done to move the needle. No amount of money or attention on employee reward programs, wellness efforts, or engagement programming will make a difference if we don’t address the underlying issue.  
    Tevis Trower helps organizations optimize their most precious assets: humans. As a “corporate mindfulness guru” she has served clients in over 70 markets, clients include HBR, YPO, PWC, KKR, Soros, Bloomberg, Viacom, Google and AOL/HuffPo on mindfulness, executive lifestyle, mastery, innovation, and sustainable success. She's a forever beginner guitarist, snowboarder and surfer.
    Tevis and I talk about the power of the beginner mindset, the root causes of employee dis-engagement, how to gain perspective on your own behaviors that could be contributing to a poor culture, and the challenges of trying to change the leadership above you. 
    Read the related blog article: Why Isn’t Your Employee Engagement Program Working?
    Join the Modern Manager community (www.mamieks.com/join) by February 11, 2020 to be eligible to win a full behavioral, motivational, and axiological analysis and a 90-minute debriefing. These tools will gather information about your brain type, communication type, motivational orientation (what moves you), emotional consistencies (what emotions you rely on for decision making), effective nature, default instincts, emotional needs, self-esteem, self-direction, practical thinking, structured thinking, work/role-awareness, etc. One member will be drawn at random but you must join before February 11th, 2020 to be eligible. 
    If you work for a nonprofit or government agency, email me at mamie@mamieks.com for 20% off any membership level.
    Subscribe to my newsletter to get episodes, articles and free mini-guides delivered to your inbox. 
    Help me write my new book! I’m researching what makes a manager great to work for. Share your story and experience at www.managerialgreatness.com Help spread the word, too! Share the link with friends and colleagues. 
    KEY TAKEAWAYS
    When you have high expectations of yourself and you’re in the beginning or early stages of your skill development, it can be hard not to judge yourself. Instead, especially in areas that are for fun (e.g. hobbies) and you won’t ever be an expert, give yourself permission to be an “always beginner.”  An “always beginner” has the mindset that I’m learning exactly what I should be, I’m as far along as I should be, and I’m enjoying this moment for what it is without the pressure of seeing it as a only a step to some desired future. It’s challenging to live the values we preach inside our organizations. Just knowing them and believing in them is not enough. As individuals, we’re not good at examining our own behaviors and how they are disconnected from the values we promote (e.g. respect, teamwork, appreciation for the whole self, etc) People get on board conceptually, but until there is a leader who is willing to do the work on themselves, and provide the resources for others to do that deep behavior-change work, the values won’t come to life. Beware of hiring a C-suite level role to ‘deal with’ the culture problems. These challenges below to the entire C-suite and shouldn’t be designated to one person.  Ask people for feedback - directly or anonymously - on your behaviors to help build self awareness. Do an inventory of your life over the past 1-5 years of all the things that have gone wrong and all the worst interactions you’ve had at work. Look at each of them as if it was a movie: look for how your actions or choices contributed to the issue or interaction. What them

    • 29 min
    85: Self-Esteem, Motivation, and The Manager's Role with Steven Sisler

    85: Self-Esteem, Motivation, and The Manager's Role with Steven Sisler

    Motivation is a complicated beast. Almost every manager questions how to best motivate their team members at some point. External motivators can only take us so far. The real magic happens when we align internal motivators with the work context. Then, you don’t have to motivate people at all - they’ll motivate themselves.
    Steve Sisler is a Behavioral Analyst, speaker and author. Steve's consultation involves personality difference, leadership strategy, cultural differences, and temperament strategy. Working with clients in more than 18 countries, Steve gathers behavioral and attitudinal information on individuals within corporate settings and develops strategies for effective leadership, teamwork, and entrepreneurial success
    Steve and I talk about motivation, how to position your job and those you hire so that the way you naturally think is what will make you successful in the role, the sad reality of self-esteem, simple things you can do to be a rock star manager, and what to avoid doing.
    Read the related blog article: How Motivation And Self-Esteem Influence Performance And Success 
    Join the Modern Manager community (www.mamieks.com/join) by February 11, 2020 to be eligible to win a full behavioral, motivational, and axiological analysis and a 90-minute debriefing. These tools will gather information about your brain type, communication type, motivational orientation (what moves you), emotional consistencies (what emotions you rely on for decision making), effective nature, default instincts, emotional needs, self-esteem, self-direction, practical thinking, structured thinking, work/role-awareness, etc. One member will be drawn at random but you must join before February 11th, 2020 to be eligible. 
    If you work for a nonprofit or government agency, email me at mamie@mamieks.com for 20% off any membership level.
    Subscribe to my newsletter to get episodes, articles and free mini-guides delivered to your inbox. 
    Help me write my new book! I’m researching what makes a manager great to work for. Share your story and experience at www.managerialgreatness.com Help spread the word, too! Share the link with friends and colleagues. 
    KEY TAKEAWAYS
    The optimal way to motivate people is to align their internal drive with the work setting so that they are self-motivated. It’s almost impossible to get someone to consistently think or act in ways that don’t feel natural to them. Your job as a manager is to figure out each person’s motivators and help create the context for them to thrive. When you put people in a situation in which their natural inclinations align with what the circumstances call for, they will automatically be motivated. There are 7 motivational spectrum: (1) Originality, (2) Individualism, (3) Efficiency, (4) Power, (5) Sacrifice, (6) Regulation, (7) Theoretics. People who succeed at management roles tend to be those who have already displayed the behaviors of great leaders. Great managers spot those leadership behaviors and elevate those employees rather than offering a promotion and hoping the person will be a good leader. 84.6% of the population has low self-esteem. Many managers use their role as a coping mechanism. Having power or being in a role of authority makes them feel better about themselves.  To rewire your brain so that self-esteem does not inhibit your success, focus on celebrating the positives and accepting praise without internal negative commentary. One thing that almost always trumps motivation is whether you believe your manager cares about you. If you do, you’ll bend over backwards to meet their needs and expectations. If you don't, no amount of motivation will inspire you. RESOURCES:
    Book - Nine Lies About Work by Marcus Buckingham and Ashley Goodall  KEEP UP WITH STEVE
    Twitter: https://twitter.com/stevesisler
    Website: https://www.stevesisler.org/ 
    mamie@mamie

    • 34 min
    84: Before You Create a Work Plan, Create a Project Profile

    84: Before You Create a Work Plan, Create a Project Profile

    Most people think of project planning as the execution plan: Who needs to do what by when. But before we get to milestones, RACIs, or fancy gantt charts, it’s important to align the team up front on the strategy and scope of the project. Without this critical step, it’s easy for projects to go off course, friction to arise between team members, and time, energy and money to be wasted.  
    In this episode, I walk through a tool I’ve used for years to help me and my team plan projects. The Project Profile is designed to create shared understanding, elicit the best thinking, generate buy-in and streamline the execution. 
    The full episode guide includes the Project Profile template, a completed example Project Profile, and detailed instructions for how to use it with your team.  Get it when you join the Modern Manager community or purchase the full guide atwww.mamieks.com/store.  
    Get the free mini-guide at www.mamieks.com/miniguides.
    Subscribe to my newsletter to get episodes, articles and free mini-guides delivered to your inbox. 
    Register by January 10, 2020 for Make More Time: Everything a Manager Needs to Know to Delegate Successfully at mamieks.teachable.com/p/delegation
    Read the related blog article: Do This Before You Start Your Next Project
    Key Takeaways:
    Teams often jump from a goal to a work plan without first aligning on the project’s scope and strategy. This causes unnecessary friction, complexity, stress and lost time/money. Using at Project Profile can align the team, increase buy-in, generate stronger thinking, and streamline execution. The Project Profile consists of a series of sections each of which addresses a different aspect of the initiative. It is designed to get the team thinking deeply about the work and includes (1) Context, (2) Objectives, (3) Goals, (4) Measures of Success, (5) Assumptions, (6) Strategic Questions, (7) Watch-outs, (8) Resources, (9) Stakeholders, (10) Working Agreements, (11) Exclusions. There are two primary approaches to using a project profile. Option 1: One person begins a draft and shares it with the group to enhance as a collaborative document. Then the team gathers to work through it together and agree on a final draft. Option 2: the group works together from the start during a half-day project kick-off session.  mamie@mamieks.com

    • 24 min

Customer Reviews

Clarisse Gomez ,

Awesome Podcast!!!

Mamie, host of The Modern Manager podcast, highlights all aspects of business, success and more in this can’t miss podcast! The host and expert guests offer insightful advice and information that is helpful to anyone that listens!

Capt 32 ,

Love it

Perfect tips and advice for managers. The lessons get my brain going on how to improve my manager ways and improve my organization!

JoshCrist ,

Absolutely incredible! 🙌🙌🙌

This is a must-listen podcast for anyone in a leadership role! Mamie does such an incredible job of bringing on guests who have empowering, insightful and actionable ideas to share - and her interviews are so candid that you actually get to learn in real-time (like you're there sitting-in on the conversation!). Thank you Mamie for bringing this podcast to the world and for the work you do to help level-up managers everywhere!

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