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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Maybe we shouldn't be so quick to crack down on the ones who greet both the dawn and the dusk with a hearty "Let's do something already!"
Liz Wiseman suggests putting them in surprising situations where their deeply rooted expectations will be challenged.

Productivity and morale are the main casualties when organizations retain people who clearly aren’t doing their jobs. The Harvard Business Review suggests managers follow these three C’s to deal with an underperformer.

The most motivated employees will respond by describing their overriding goal to make a life-changing impact on others.
"Self-awareness," is what entrepreneur Joel Trammell says is the most important skill a CEO needs. "It’s hard to get authentic information from your employees. CEOs are constantly worried that they’re not hearing the full story."
Employees whose supervisor is a woman are more engaged in their work than those who work for a man, 33% to 27% respectively.
For years, conventional wisdom held that women far more than men took advantage of flexible working arrangements to balance work/life responsibilities. Now comes a new study revealing that male employees feel equally empowered to use programs that allow flexibility in how, when and where work happens.
Delegating work may feel daunting, but when done correctly, it can lower risk in your business, writes Elizabeth Grace Saunders, CEO of Real Life E. Here’s how to get over the fear of delegating.
At Zingerman’s Roadhouse, a popular Michigan restaurant, the weekly sales figures are not a big secret. All 50 em­­ployees gather to discuss the results—and brainstorm on how they can help each other exceed those numbers in the week ahead.
When David Cote became Honeywell’s CEO in 2002, it was in disarray. And so he listed 12 behaviors that he wanted everyone to follow. He felt that unifying the company around the be­­haviors would work better than articulating vague, hard-to-measure values.
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