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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As a corporate executive, Jackie Barretta led many technology teams. Some of those employees feared for their jobs. In one team meeting, Barretta entered the room a few minutes early. Anxiety engulfed the group ...

While routines definitely have their place, too much of the same-old-same-old creates a stagnant environment in which workers are content to operate on autopilot. How do you fight that?
Don’t throw employees to the wolves when they take on new roles. When you promote them or assign them work that stretches their current skill sets, increase the chances that they’ll succeed by asking them to answer these questions.
You've just stepped into a leadership position and all eyes are on you. Here are the first moves you need to make.
Listen to management expert and speaker Jay Forte answer audience questions about how to manage remote workers.
For Super Bowl week, here's a cautionary tale of how tricky it is to lead a team to victory. In 2011, New York Jets coach Rex Ryan lacked the same familiarity running an offense as he did guiding the defense. As a result, he delegated—a bit too much.
Kevin Reddy, chairman and CEO of Noodles & Co., took a calculated risk in 2009 by hiring a senior executive who had a bitter history with one of Reddy’s top lieutenants. He figured that if they fought before, they’d fight again. And that’s exactly what he wanted.
Asking the wrong questions at the wrong time can demotivate and disengage your staff. Here are more effective ways to ask some common ones.
Pierre Omidyar, eBay’s founder, always maintained high standards as a software engineer. But early in his career, he learned that he couldn’t impose his perfectionism on others. What was his personal 80% rule?
Once you take on the responsibility of leading those on the very first rung of the corporate ladder, you'll likely have to turn off your managerial auto-pilot and become more hands-on than you're used to.
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