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…
Ivar Kroghrud sees himself as “chief ironing officer.” In his 13 years as CEO of QuestBack, he spent much of his time ironing out employees’ problems. He’s now lead strategist at the Oslo, Norway-based firm, which provides feedback management tools.
When Barry Tarasoff was research director of Schroder Wertheim, a Wall Street investment firm, he sought to hire engaging, reasonable analysts who were friendly and easygoing. This may sound basic. But in many Wall Street firms in the 1990s, cutthroat competition and ruthlessness reigned.
Coach, researcher and consultant Steve Horan of the NHL’s Tampa Bay Lightning says that the four most powerful words in coaching are also some of the simplest: “I believe in you.”
LinkedIn CEO Jeff Weiner has an interesting strategy for keeping weekly staff meetings positive: He requires each member of his staff to share one personal and one professional accomplishment from the previous week.
Meet your future C-suite execs ... A cautionary tale on change ... A thumbs-down on meetings.
Many would-be leaders claim to crave honest feedback. But when they get it, they ignore it or even take offense. For many CEOs, there’s a cost of asking for input: having to take it seriously.
Douglas Conant, founder of ConantLeadership and chairman of Avon Products, offers four tips for being a conscientious leader and inspiring the people who work with you to become better versions of themselves.
For decades, management experts have praised Jack Welch as a model leader. The former CEO of General Electric was famous for firing the lowest-rated performers every year, causing employees to compete with each other to retain their jobs. John Mackey, co-CEO of Whole Foods Market, rejects that approach.
Bill Kanarick has always enjoyed asking questions—and it has served him well. He’s senior vice president and chief marketing officer of Sapient Corp., a global services company based in Boston.
“As business leaders, we do a really good job of telling people what they do wrong, and a really bad job at telling them what they do right,” says Bill Sims, author of the new book Green Beans & Ice Cream.