Make sure there are a variety of ways to tell this one story: short, medium, and long, as well as written, spoken, and illustrated; and

What can I hold you accountable for next time we talk? What can I be accountable to you for the next time we talk?

Make a point of looking for signs of burnout in the people who work for you and then taking action to help diffuse it.

Can they describe their now? What will they deliver over the next four weeks? Can they describe their next? What will they be working on over the next five to 12 weeks? Can they describe a long-term vision? Can they articulate the bigger opportunities for their products, and when and how they will pursue them?

Step 5: Check out. At the end of your (first) session, you’ll want to seal your agreement on what your PM will be accountable for when you have your second follow-up session.

Putting things on a to-do list frees your mind. But always question what is worth doing first. Find your delegation pool—there are always people you can ask for help. Try limiting yourself to no more than eight tasks per quadrant. Before you add another one, complete the most important task first. Remember: It’s not about collecting tasks—it’s

Step 4: Focus on one action and ask if you can help. Now that your PM has her coaching topics to explore, it’s time to pick one and then focus on action and commitment.

career development is your most powerful management tool. Numerous studies show that it drives employee retention, engagement, productivity, and results.

The Spencer & Spencer diagram above shows that it’s hard to see gaps that are related to your motives, attitudes, or values—they are hidden below the surface and you’ll need someone else’s help to see them.