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…
In hiring, use questions or case studies to screen out amoral individuals. In leading, make your value system explicit.
The general might get the credit for his strategy or style. But if you want to win battle after battle—and, ultimately, the war—good sergeants are essential.
Diversity is on the mind of Severin Cabannes, one of three deputy CEOs for Société Générale. The France-based global banking concern is pressing forward on a topic that doesn’t get much play in today’s economy-obsessed world:
People do their best work when they understand how their efforts fit into the big picture. They do better with context.
Executive coach Steve Roesler has heard too many top managers say they rely on 360 assessments to give feedback to middle managers.
After the Container Store opened its first store in Houston, chief executive Kip Tindell unveiled the company’s “Foundation Principles.” Tindell dipped into a file of “best thoughts” he’d been gathering for years, searching for the ones that best defined his ideal of doing business. Lesson: Lay down your own foundation principles to help employees act as a unit working toward the same ends.
Every year, employees at SurePayroll anxiously await for leadership to announce who won the Best New Mistake award. Yes, the biggest mistake. Is your awards program a creaky tradition or an injection of excitement? Invigorate your thinking with this advice:
Rite-Solutions has created an internal stock market for employee ideas called Mutual Fun. Employees get $10,000 worth of “opinion money” on their first day, so they can show support for an idea by buying the stock. Later they’ll share in the proceeds if a project delivers real-world revenue.
Imagine you’re up for an award at work ... for Best New Mistake. That might not sound too appealing, but at SurePayroll, the award is coveted. Why do they do it? To encourage employees to try new things—even if it means sometimes failing or making a mistake.
Suppose fall is the company’s busiest period of the year, a time for overtime and seven-day shifts. A veteran employee asks for time off so she could help chaperone her daughter’s class field trip, and you turn her down. She calls in sick on that date. What would you do?