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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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.

Marjorie Kaplan repositioned the TV show “Animal Planet” with hits like “River Monsters” that helped make it a top cable channel with men. Yet, even she has had some surprising moments as a leader.

Some of the smartest employees are also the toughest to lead. Their ideas, de­mands and egos can deplete your time and energy. To maximize your most brilliant minds, look for ways to support their success.
As a U.S. Army Reserve Special Forces officer, Chad Storlie learned from great leaders while serving in Iraq and Bosnia. He has applied those lessons to his corporate career as a sales and marketing executive for General Electric and Comcast.
Traveling emergency room doctor Mary Palmer believes that when the stakes are high, leaders have a “teachable moment” because people listen more intently.
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