Managing People at Work

As a manager, you need to orient new hires by pointing them toward success and letting them know how to get there. Something this important shouldn’t go unplanned. Some basics:

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“I have concluded that any organization in any industry … can become an exemplary employer,” writes Robert Levering of the Great Place to Work Institute, which authors the Fortune “100 Best Companies to Work For” list.

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There’s no better way to find out how well your team is performing (and whether you’re getting better or worse) than by asking the people you serve. Whether these customers are inside or outside the organization, they can provide more important information than any other possible source.

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It’s not that hard for an apparently solid team to break apart into a collection of cliques. Here’s how you can stop this problem before it starts:

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Until a few months ago, you and your team were on great terms—very cooperative and mutually motivated. In recent weeks that closeness has begun to evaporate …

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What happens if you inadvertently share a trade secret? Come clean immediately, legal experts say.

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When you work in an enterprise to which every position and every person is vital, the loss of any employee interferes with the workflow. It’s important to close the gap as quickly as you can with minimum disruption.

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When performance problems have to be confronted, it is not always easy to get employees to respond openly. But if you can understand their behavioral cues, you can often know what they are not putting into words.

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Many managers in white-collar settings never get safety training at all. But in these circumstances managers still need to make a special effort to give the safety of their employees the attention it deserves.

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Dan knew that in the long run, working with Andy was a better investment than starting over with a new hire. Here’s the strategy he used to coach his promising but undependable worker:

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