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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Employees usually see tickets to sports and entertainment events or gift certificates as great rewards. Make those rewards even more meaningful by including employees’ significant others in the fun.
Some new employees have a hard time when they join a tight-knit team. If one of your new employees has a hard time fitting in, follow this advice:
Fierce, Inc., an award-winning leadership development company, predicts that many of the “old school” management practices will go by the wayside as organizations adopt new models for engaging employees.

Vince Molinaro, a leadership consultant, finds that disengaged employees often don’t trust their leaders. To raise the trust level within an organization, follow these steps.

Think of a take-charge CEO and you may envision a loudmouth barking orders. But that’s not necessarily the right way to lead. Quieter, more measured leaders often succeed as well.

Any small business can post its core values on the wall and remind employees about them daily. But if employees are never held accountable for these behaviors, they’ll just repeat transgressions over and over. “Accountability must be woven into the fabric of your organization," says Brian Bedford, co-author of the new book, Culture Without Accountability—WTF? What’s The Fix?

Eileen Fisher’s line of radically simple clothing has a pretty radical leadership structure.
Without realizing it, you may cast gloom and doom over your team. It’s all in your word choice.
Chris Rufer has brought innovation to an industry not accustomed to outside-the-box thinking: tomato processing. Rufer views the traditional relationship be­­tween supervisor and employee as “forced” and “artificial.”
Dave Kerpen, a student of all things likeable and author of Likeable Leadership, posts a batch of tips from top managers and CEOs on what you should never say, including these “Office Space”-worthy gems.
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