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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Need a bit of inspiration as you prepare for the holidays? Here’s what a variety of workers had to say when asked to name the best gift they ever received from an employer in any season.
What should the rules of telecommuting be—and who is it really working for?

If you don't read the results of a staff engagement survey correctly, you might be doomed to the same fate as the clueless manager in this true story.

You don't wake up every day worrying about developmental coaching. It's the remedial variety that can make or break a manager. A recent webinar offered some approaches for these tricky conversations.
Stephen Crane’s circa-1900 short story, The Open Boat, offers a narrative about the importance of caring leadership.
Motivating employees goes way beyond throwing more money at them. Follow these tips to keep their spirits, morale and motivation high.

You know the type: those employees who accept assignments without comment, but then don’t complete the work as you specified. They drag their feet, do a bad job, ask for extensions at the last minute or convince another co-worker to do the work. Use these tips to put an end to passive-resistance behavior.

When your actions frustrate employees, it lowers their productivity, morale and motivation. That ultimately hurts the bottom line, so you should do everything in your power to avoid annoying them. Here are five things you should stop doing now.
It's the flaw nobody really thinks they have—an inability to delegate effectively. Here's how to do it right.
Grazer, 64, has learned over his three decades in the film business to avoid acting bossy. He has found that telling people what to do risks triggering their resistance. That’s why he prefers asking questions rather than issuing commands.
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