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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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Say one of your employees walks into your office all red-faced and angry. How should you respond? Follow these do’s and don’ts to help em­­ployees vent about stressful work problems and think about solutions:

Marilyn Tam, who grew up abused and neglected, has overcome steep odds to succeed. She became chief executive of Aveda Corp. after serving as president of Reebok Apparel and Retail Group and a vice president at Nike. She specializes in helping people achieve what she calls “dynamic balance” to attain happiness and find meaning in life and work.

To convey your message with urgency, find a way to break through employees’ inertia. Take a cue from Stephen Elop, who became Nokia’s CEO in 2010.
You might not have a lot of time to think of ways to show your appreciation to your staff. This is where iappreciate can help.
The success of an open-door policy depends upon having a common sense set of rules and procedures, so that openness and transparency don’t lead to internal discord.
“To get anything of importance done, a manager must delegate everything that can possibly be done by others. This is a simple fact of business life,” says Brian Tracy, author of Delegation & Supervision.

Matthew Kelly, author of The Dream Manager, argues that if you take steps to help employees act on their dreams, they grow more connected, productive and loyal to you and your organization. Here’s a real-life example.

If you lead people who are much older than you, wielding your authority won’t get you very far. It’s smarter to ask for input from more experienced employees.
Q. My employee, Jane, has family in the military. They’re stationed in war zones. Jane’s performance is slipping—she’s just not herself. What can I do?

William Gus Pagonis ran logistics in the 1991 Persian Gulf War. Based on the 18 months that Pagonis directed the movement of troops and supplies to the Gulf, Gen. Norman Schwarzkopf praised him as the war’s “logistical wizard.” How did Pagonis do it?

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