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Leading From the Middle Join Manager Resource Vault for Leading From the Middle, a leadership panel featuring Willie Bunton Jr., Brandy Lathan, and Terence Ambler Sr. The session will be recorded via Zoom on October 10, 2026 at 10:00 AM Central Time. A Zoom link will be provided. The recorded session will be posted in Manager Insights by the end of the week. Meet the panelists and learn more about the professional experiences they bring to the conversation. Willie Bunton Jr.

You may already be doing leadership work before your job title says manager. Training coworkers. Solving problems. Handling conflict. Protecting standards. Taking ownership when things go wrong. Those experiences can become credible management evidence—if you know how to identify and explain them. The Promotion-to-Manager Playbook Bundle is now available This new MRV resource is designed for aspiring managers, team leads, supervisors, and internal promotion candidates who nee

I’M NOT THE BOSS. YET! — A BOOK FOR THE LEADERS IN THE MIDDLE There is a point in many leadership careers when the responsibility arrives before the title does. You are expected to solve problems, support employees, protect the operation, make sound decisions, communicate upward, and deliver results—yet you may not control the budget, the policy, the staffing model, or the final decision. That space between responsibility and authority is where I’m Not the Boss. Yet! was born

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Stop rebuilding manager documents from scratch. Explore practical, ready-to-use resources for employee documentation, incidents, onboarding, meetings, follow-up, and everyday management—and choose the Manager Resource Vault option that fits your needs.

Meet Renitta Williams, MBA, founder of The Manager Resource Vault, and learn how more than 25 years of industry experience and over 15 years in management and training shaped MRV.

The Manager Resource Vault is now live with practical templates, checklists, scripts, and management systems designed to help managers lead, document, follow up, and operate with more consistency.

Use a manager handoff checklist to transfer priorities, open issues, employee follow-up, incidents, deadlines, risks, and ownership without relying on memory.

A simple manager follow-up loop for turning conversations into assigned actions, due dates, verification, documentation, and closed-loop accountability.

A practical manager framework for preparing corrective-action conversations with clear facts, expectations, employee input, support, and documented follow-up.

Organize a new hire's first 30 days around clarity, training, check-ins, documented expectations, and early follow-up instead of relying on a one-day orientation.

Use a simple 20-minute meeting structure to surface priorities, make decisions, assign owners, and leave with clear follow-up instead of another vague discussion.

Compare the free 7-Day Manager Vault Preview, Manager Essentials, Manager Vault Membership, Manager Vault Pro, and the Small Business License by fit, billing model, and price.

A clear guide to Manager Resource Vault purchase options, secure downloads, subscription renewals, cancellations, and customer support.

When something goes wrong at work, the first few minutes are usually focused on safety, operations, and people. Documentation often happens later, after memories have already started to blur. A simple incident record helps preserve what was known at the time and gives the organization a reliable starting point for follow-up. Record the basic timeline first. Include the date, approximate time, location, who was present, when the manager became aware of the incident, and when k

Managers can spend an entire week reacting to what is urgent and still miss what is becoming important. A short weekly reset creates space to identify small problems before they become staffing issues, performance problems, missed deadlines, or repeated operational failures. Question one: What changed this week? Look for schedule changes, new employees, resignations, customer complaints, equipment issues, policy changes, unusual workload, missed deadlines, or shifts in team b

Good performance documentation should make a manager’s job easier, not turn every coaching conversation into a formal disciplinary event. The goal is to create a clear record of expectations, observations, support, and follow-up so that both the manager and employee understand what happened and what comes next. Start with the expectation. Before describing what went wrong, write down what should have happened. That might be a service standard, attendance expectation, safety p