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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Positivity is what keeps a workplace ticking. It all starts with supervisors. And all they have to do is treat employees better.
In fielding highly charged emotional statements, your first goal is understanding and clarification. Your second is conveying that you care.

How can you hire people with a great attitude? Start by discovering what motivates them. Identify what they value and tailor the job accordingly.

When a technology manager at Goldman Sachs moved to HR, questioning her staff was suddenly labeled as "interrogating." Why?

They have a power that the most skilled managers know how to harness. Want your words to actually resonate with employees? Try posing one very telling question to each member of your team.
Graveyard-shift work is growing rapidly, among both white-and blue-collar jobs and in all industries, and on teams whose managers supervise both day-and night-shift workers. Some tips:
You can’t just hire the types of people you want: people who are willing to go beyond your expectations, who plan to stay with your organization for the long term, and who will recommend your organization and its leaders to others. You must create the conditions to nurture those characteristics.
Follow the “1% rule” when dealing with upset employees—especially if you’re the target. The rule: At least 1% of what angry employees say is accurate, regardless of how much they generalize.
One employee does a terrific job but is needy with a capital N—frequently visiting your office for heart-to-hearts about a slew of worries. Your challenge is to give the staffer adequate guidance without letting the person monopolize your time.
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:
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