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…
Chris Rufer has brought innovation to an industry not accustomed to outside-the-box thinking: tomato processing. Rufer views the traditional relationship between supervisor and employee as “forced” and “artificial.”
Dave Kerpen, a student of all things likeable and author of Likeable Leadership, posts a batch of tips from top managers and CEOs on what you should never say, including these “Office Space”-worthy gems.
Marjorie Kaplan repositioned the TV show “Animal Planet” with hits like “River Monsters” that helped make it a top cable channel with men. Yet, even she has had some surprising moments as a leader.
Some of the smartest employees are also the toughest to lead. Their ideas, demands and egos can deplete your time and energy. To maximize your most brilliant minds, look for ways to support their success.
As a U.S. Army Reserve Special Forces officer, Chad Storlie learned from great leaders while serving in Iraq and Bosnia. He has applied those lessons to his corporate career as a sales and marketing executive for General Electric and Comcast.
Traveling emergency room doctor Mary Palmer believes that when the stakes are high, leaders have a “teachable moment” because people listen more intently.
It’s never easy to confront an employee whose performance is slipping or simply not up to par. Here are six ways to prep yourself for confronting an underachiever.
Leaders of large organizations cannot meet regularly with every employee to reinforce important points. So a CEO needs to take creative steps to communicate to a far-flung workforce. At Chipotle, the burrito chain, founder and co-CEO Steve Ells sends messages through multiple channels.
Many leaders measure their success on how well they get people to like them. They view their staff as customers—and take steps to curry favor with them. Colin Powell rejects that approach.
When 1,000 employees hear a CEO fire someone on the spot, fear spreads among them. It lowers the odds that they’ll take prudent risks to benefit the company—and increases the odds that they’ll play it safe and shift into a mindless, order-taker mode.