People Management
With some employees, it isn’t a matter of ability, it’s a matter of attitude. And while you can’t control someone’s horrible personality, you can decide how you’re going to respond. Use these scripts and strategies to confront problem employees and effectively manage employee discipline so you can bring motivating back to the forefront of your workday.
The first rule of people management is not to let one bad apple spoil your whole bunch. Difficult people can put a strain on the productive members of your team.
Make the most of your human capital. Browse our articles on the good, the bad and the ugly of People Management…
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Engage others and orchestrate a lively dialogue by blending four types of questions.
Research shows that employees’ “best days” occur when they make progress on projects viewed as “meaningful” to their employer’s mission. If they feel that they are contributing to bottom-line success, they become more driven to excel.
Here’s why stay bonuses are the worst kind of retention tool.
What skills does a great leader possess? Charisma tends to fade over time. And strong-willed bosses who try to intimidate may seem formidable at first, but employees often resist tyrants. Nine traits of effective leaders:
For decades, management experts have praised Jack Welch as a model leader. The former CEO of General Electric was famous for firing the lowest-rated performers every year, causing employees to compete with each other to retain their jobs. John Mackey, co-CEO of Whole Foods Market, rejects that approach.
HR Capitalist Kris Dunn displays an “outlandish” handwritten note as an example of recruiting that catches top performers.
Before you address a roomful of employees, identify the main point you want to make, then figure out a memorable way to convey it. Consider how Jack Welch, GE’s former CEO, injected some drama speaking to his top managers.
The armed forces rely on logistics, and so does Amazon. Over time, it dawned on the online retailer that the people so capably running its 34 warehouses have a military “bias for action” as well as hands-on experience in moving stuff around.
As a leader you can tell people what to do. But barking orders rarely endears you to your team. A better way to instruct and inspire staffers is to share personal anecdotes.
Top executives often take up hobbies such as golf and sailing. But Mark Hellerstein is probably the only CEO who is also a professional ventriloquist. Hellerstein served as chief executive of St. Mary Land & Exploration Co. from 1995 to 2007. During that time, the oil and gas firm—now known as SM Energy Co.—grew from an $80 million private company to a $2.5 billion public company.
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