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…
To motivate 200,000 employees in 10,000 branches to work together and innovate, Om Prakash Bhatt, the chairman of State Bank of India, convened 25 senior managers for a five-day retreat. He opened the meeting by showing “The Legend of Bagger Vance,” a movie about a golfer who loses his swing and then learns to regain it.
Two concerns keep Skanska CEO Mike McNally up at night. He worries that one of the company’s 50,000 employees around the world might act unethically. He also frets about the risk of accidents and injuries.
For today’s teens, Facebook may be old hat. They’re racing to check out new social media sites, according to a study by Pew and Harvard.
As a management consultant, Patrick Lencioni often sees leaders model the wrong kind of behavior. He once observed a sorry spectacle that shows what happens when a disingenuous boss sets the wrong tone.
Rather than ignoring tough situations or automatically getting rid of “difficult” employees, it’s better to learn techniques to effectively manage those situations.
Like any enlightened leader, you encourage feedback from employees. Just make sure to handle their objections with care. Follow these techniques after you hear objections.
While it is OK to be a friendly boss, being a "buddy boss" is quite another kettle of fish. Learn the best ways to create boundaries.
Is your team's pace too slow? Do you frequently urge team members to work faster and harder to meet project deadlines? Your good intentions to spur people into action can often achieve the opposite effect.
When it comes to decision-making, the process is almost as important as the results and involves your hands-on participation with team members.
The statistics most often used to evaluate performance, such as sales, may have only a flimsy connection to true success. More useful statistics persist over time and show cause and effect. Choosing the right metrics is a four-step process.