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…
Don’t be the type of manager who deters your staff from giving you feedback. Avoid these actions:
The spreading of rumors and gossip in an organization is a definite sign that there is a problem with communication, especially if the rumors are focused on organizational performance.
Carry out a stress audit. Look at recent exit interview data, illness and absence statistics, and staff turnover records to help you pinpoint the ways that stress is affecting your staffers. High levels of turnover, illness and absenteeism are usually signs of stress.
Every organization runs into time crunches—sometimes predictable, sometimes sudden emergencies. Whenever your crazy time is, you could lose some of your best employees if they feel taken for granted. Encourage supervisors to follow these four steps to support employees during those times.
To help your team make a big decision, resist the urge to give your opinion or promote one side over the other. It’s better to play the role of debate moderator.
Rich Combs, executive chairman of Power Distribution Inc., a supplier of electrical switching equipment for data centers, says his experience working with Teamsters on a start-up at McDonnell Douglas taught him the value of tight interaction.
In late 2011, Susan Andrews came up with a bold campaign to spur innovation across Citigroup, a global financial firm. As head of innovation for the company’s Citi Ventures unit, Andrews decided to use social media to turn 263,000 employees in 97 countries into innovators.
Ivar Kroghrud sees himself as “chief ironing officer.” In his 13 years as CEO of QuestBack, he spent much of his time ironing out employees’ problems. He’s now lead strategist at the Oslo, Norway-based firm, which provides feedback management tools.
When Barry Tarasoff was research director of Schroder Wertheim, a Wall Street investment firm, he sought to hire engaging, reasonable analysts who were friendly and easygoing. This may sound basic. But in many Wall Street firms in the 1990s, cutthroat competition and ruthlessness reigned.
Coach, researcher and consultant Steve Horan of the NHL’s Tampa Bay Lightning says that the four most powerful words in coaching are also some of the simplest: “I believe in you.”