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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As with any team, the synergy of an advisory team is what optimizes the talents of each member and promises the best overall outcome for any enterprise. Use the annual advisors meeting to take full advantage of the complementary strengths of all team members and prepare the business for the year to come. 
The federal government has designated December as National Drunk and Drugged Driving Prevention Month in an attempt to raise awareness that an alcohol-related car crash kills someone every 31 minutes.
Employees will rarely embrace change just because you command them to do so. But you can induce them to accept disruptive reforms rather than erect walls of resistance.

When a long-term employee seems to be stuck in a rut or is simply coasting, a few moves by the supervisor can help shake out the cobwebs and rekindle the employee's fire. Here are 10 simple tips for managers ...

It's hard to motivate people if they perceive you as a distant authority figure. When you try to rally the troops, they may think, "This person doesn't care about me."
One of your best software programmers, Alex, is a workaholic who is constantly tinkering with innovation, but you tell him that his exploratory work must translate into revenue for your company ...
High-ego employees bask in adulation. If they don't get it from you, then they imagine it.
When you run a $1.3 billion company, it's hard to build trusting relationships with employees at all levels. But Hans Gieskes did.
To their dismay, new managers often discover that they spend a big chunk of their time solving employees' problems. Workers voice complaints or excuses—and the new boss is left picking up the pieces.
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