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…

Plan a reverse elevator pitch: Every­body knows about the 30-­second “elevator speech” aspiring employees should have on hand when riding the elevator with head honchos. But do you have a snippet ready for times you’re confined in a small space with a subordinate or a visitor?
One book, The Happiness Advantage, explains what happens when your brain is faced with a daunting goal. So watch out how you set big goals or your people will freeze.
Sir Richard Branson, founder of the Virgin Group of more than 300 companies, encourages employers to look beyond their employees’ current roles. “Don’t always think of the switchboard operator as the switchboard operator,” says Branson.

With some people, the problem isn't a matter of ability, it's a matter of attitude. This can manifest itself in everything from quiet disobedience to outright insubordination. How should you respond?

Baltimore-based sports apparel company Under Armour doesn’t require its 3,363 employees to be athletes, but it does look for new hires with a love of sports and fitness. Reason: Team spirit is core to the company’s culture.

At Lush, happy people make happy soap, literally—the handcrafted cosmetics are fresh, free of preservatives and made with ingredients not tested on animals. The lesson of how Lush cosmetics grew from one small store to a worldwide chain in 44 countries holds valuable insights for any small business in its growth stage.

Too much emphasis on blaming individuals can lead to a failure to identify the true root of the problem. Take the story of the Israeli Air Force fighter pilots and their trainers.

Because Google makes key management decisions based on its annual employee survey, it wants maximum participation. So the company created an online real-time leaderboard showing response rates by department and manager.

Executive coach John Baldoni hears a lot of excuses for why managers don’t coach employees. Yet evidence shows again and again that companies with the strongest leadership cultures develop people at all levels. What are the most common excuses?

Leaders may believe they’re “plugged in,” but their words and actions may create a disconnect. A recent poll by Maritz Research shows that a mere 11% of employees strongly agree that their managers show a consistency between their words and actions. How plugged in are you?