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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Relations between managers in their 20s and 30s and older team members can be tricky, as different attitudes and life experiences may keep them from seeing eye to eye.
Here are a few common ways your efforts to be a supportive manager may actually hinder your team’s potential.
David Brain, 58, is president and chief executive of EPR Properties, and a leader more interested in the truth than being right. "I don’t think anybody expects a leader to have a monopoly on wisdom, truth and insight," he says. "It’s just not possible."
Peter Diamandis has built his entrepreneurial career around gathering creative people and letting them loose to chase lofty goals. The 51-year-old founded the X Prize Foundation, a nonprofit that runs competitions to identify the most ambitious ideas and technologies to help humanity.

One of your star employees, Hal, is peerless when it comes to handling customers, but he con­­sistently doesn’t comply with internal procedures. For example, he fails to complete paperwork or seek proper approvals when he processes orders over $1,000. What would you do?

Erica was a failed entrepreneur getting a second chance when she realized that her new company was going down just as surely as her own had. Desperate to do something, she latched onto an old-timer, Raymond, who brought together a group of volunteers brainstorming ways to right the ship ...
Talking to employees about performance problems, attendance issues, or an upcoming layoff can be awkward. Take these steps to make those conversations easier for you—and your employees.
"Great leaders surround themselves with A+ people," says Sander Flaum, chairman and CEO of Euro RSCG Becker. "Jack Welch [former CEO of General Electric] said the biggest mistake he ever made was not moving quickly enough on people who weren’t A+."
Employee conflict can be a healthy stimulus toward innovative solutions and a freer atmosphere in which to constructively disagree. David Roth, CEO of AppFirst, says there are five things he’s learned about it.
By focusing on each person’s performance as it related to a scorecard of desired results, North Carolina firm Bob Barker Co. enabled employees to increase their compensation by working harder and smarter. It also motivated everyone to contribute to the firm’s profitability.
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