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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Stuart Reges, a principal lecturer at the University of Washington, has a rather unique (if exhausting) way to acknowledge his students' hard work.
You know what they say: The heart wants what it wants. If only it would stop wanting between nine and five. The story of Carl is a test case in dealing with quiet agony.
Nearly 70% of employees are disengaged from their work. Make sure you're meeting these four needs that drive job satisfaction.
The last thing you can afford to do is disconnect from your team. Here are three ways to inadvertently make that happen.
It’s easy to become ham-handed when trying to stifle gossip and a runaway rumor mill. Marie McIntyre, Ph.D. explains how they start.
Morey Stettner, editor of Executive Leadership, recently described for webinar attendees the power of intrinsic motivators to get workers to buy into their jobs in ways a bonus check can’t provoke. There’s a lot of psychology in play when people sit down at their desks in the morning; learn to wield it to your advantage and you won’t have to constantly buy off staff lethargy.
On Jan. 30, Ron Kline, an employee of toilet manufacturer Mansfield Plumbing, reached a career milestone most people would never dream of: 50 years of perfect attendance.
You’ve heard much about the need for employees to be “engaged” and “empowered.” But how do you actually make the culture shift in your business to really build that kind of spirit?
During the 2008-09 recession, Jim Goodnight of SAS didn’t just promise job security to his workforce. He also challenged them to use the slowdown to innovate. Housed on 300 acres in Cary, N.C., the tech giant’s campus offers its 14,000 em­ployees a chance to concentrate on ­creativity with a minimum of distractions.

Many leaders view “collaboration” as a way to get buy-in. That’s not collaboration. It’s about asking people their input up front, when what is done and how it’s done matter. It’s about using a team to distill the best ideas, not necessarily your ideas.

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