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Office Politics

There are few things as uncomfortable as dealing with difficult workers. Yet dealing with them successfully is a key to business success.

Business Management Daily is known for our sound, field-tested advice on favoritism in the workplace and other challenging office personalities and situations.

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There’s no escaping difficult, dastardly or downright nasty people at work. There’s always at least one of them floating around.  While you can’t control someone’s horrible personality, you can decide how you’re going to respond. That means polishing your EMS— enemy management skills. By killing your enemies with kindness, or at least identifying their M.O. and mitigating their effects on your workplace, you can rise above their noxious influence.

Will, a manager at a tech firm in Illinois, discusses his challenges in dealing with his employees.
Will, a manager at a tech firm in Illinois, tells us about his challenges in dealing with his employees.

People who fail come from all walks of life. A handful of people, regardless of education, intelligence, manners, appearance or other obvious factors, rise steadily through the ranks and stay on top through fat and lean times. They are the types who, either consciously or instinctively, know the art of political survival.
 

Disputes between employees are common and inevitable. But if left unresolved, they can disrupt your department’s productivity, sap morale and even cause some good employees to quit. Supervisors and managers don’t need to become certified mediators to settle disputes. They just need to understand some basics about human behavior, practice the fine art of paying attention and serve as a neutral party who wants to resolve the problem.

What is the most important characteristic of a good team player?

According to New Age business consultant Barrie Dolnick, these three steps can help your intuition become more active at work.

The workday lunch hour is becoming extinct, according to an MSNBC article.
It's up to you to take the pulse of your people and ensure that they do their best work in an environment free of internal dissension. That requires keen observation and constant communication.
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