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…
Is your biggest time waster: texting? surfing the web? chatting with co-workers? A new CareerBuilder study reveals behaviors that employers say are the biggest productivity killers in the workplace.
Suspect you’re managing a workaholic? Here are tips to help the employee find balance, and the organization cut costs and liability.
Ken Rees, former CEO of Think Finance and now of Elevate, takes every opportunity to ask front-line employees to share their ideas and experiences interacting with customers. “That’s where the answers are,” he says.
Professional development inspires employees and often renews their excitement about their job. Follow these tips to encourage ongoing learning:
Many employees, especially ones who do their job well, don’t see minor tardiness as a problem. Here’s how to tactfully show them that they are wrong.
You can count on loyal employees even during difficult times. To build employees’ commitment to you and the team, follow this advice.
Benefits that greatly reduce employee stress don’t require huge efforts or high price tags. Implementing any one of these items can ease workplace anxiety:
Extroverts are outgoing go-getters. Help them capitalize on talents with these actions:
Employees need to trust you as their leader if they’re going to outperform as a team. They must believe you’ll put their interests ahead of your own. But how do you communicate you'll do just that? The director of the National Institutes of Health, Francis Collins, provides an example.
When Sam Palmisano became IBM’s chief executive in 2002, he succeeded a superstar CEO, Lou Gerstner. In 1993, Gerstner turned around the sinking company, declaring, “The last thing IBM needs is a vision.” By 2002, however, Palmisano felt IBM needed one.