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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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Just as communication at the beginning of a marriage can indicate if it will end in divorce, the foundation established early on with a new hire is crucial to productivity, engagement and retention. Onboarding programs yield the best results if they cover these five areas: clarification, connection, culture, compliance and check back.

Disciplinary and termination meetings are emotionally charged events that carry the potential for nasty words, hurt feelings and even legal troubles. You never know how employees will respond. But you need to be prepared for anything. Four do’s and don’ts to defuse rants and avoid lawsuits:

Through a stream of information and re­­wards, feedback loops—already common in executive coaching and athletics—can turn around bad habits and redirect people toward good ones.

Words are rudders; they set and maintain the direction of life. That’s why the 4-to-1 rule can take you and your staff where you want to go. The rule: Every negative comment requires four positive comments.

Most employees already know if they have a horrible boss. Many employees are predisposed to mistrust managers, often because of bad experiences with bosses at other jobs. So here are six ways managers can work to earn back the trust from their employees:
With unemployment still running above 9% nationally, many people are taking jobs that are lateral—or even downward—moves in their careers. As a result, many managers are supervising employees who have far more experience than the job requires. Use the following guidelines to effec­tively manage overqualified workers and lengthen their stay:
From time to time, people who report to you will bring you problems created by a decision that you made. They may appear exasperated by the pickle you put them in. Your response, in all cases, should be a good-natured invitation for the two of you to go have a look. Use these exact words: “Let’s go see!”
Author Sarah Miller Caldicott, great-grandniece of the inventor, is working on a second book about Thomas Edison’s collaboration methods. Edison believed in collaboration not only as a way of accelerating the innovation process, but to expand the solution set, Caldicott says. He liked to create diverse groups of people from diverse disciplines.
If you’re in a supervisory position, don’t wait until it’s time for a formal performance review to dish out the positive words. Here are six guidelines for effective praising, from Bob Nelson, author of 1001 Ways to Reward Employees:
First ask, “How can I help?” Listen intently to unroot the real issue. Frame the issue to ensure you’re both on the same page. Then help advance the agenda.
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