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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Kathleen Brush, a 25-year veteran of international business and author of The Power of One: You’re the Boss, warns managers at all levels to avoid being one of these terrible bosses:
After you've mastered making a good impression, don't forget how to build rapport and alliances with co-workers.
To convince a worker to help with grooming the next in line, send this message.
A CEO cannot play referee to resolve every internal dispute. But leaders need a strategy to address employee complaints about each other.
Suspend all prejudices for a minute, and try to understand why these fresh young thinkers do what they do. It's all about the economy.
Holding high expectations for your employees is an effective way to lead, as long as you communicate effectively and offer plenty of support. Apply these tips to make your expectations clear.
Some employees feel panic attacks coming on just thinking about an important deadline. Ease their concern with these three steps:
Environmental factors have a large effect on productivity and creativity. Examine these three factors to boost productivity within your organization:
In the real world, it's never quite that easy to perk up employees, is it? Here are five warning signs that they may be falling into a funk—and how to fix it.
Employee engagement starts with an engaged manager. It’s important to know the general “wants” of employees, but it’s better for supervisors to connect with the specific needs of each worker. Consultant Mel Kleiman suggests managers need to regularly ask themselves these four questions about each of their employees.
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