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Managing People at Work

Although supervisors need a wide array of people skills and certain technical abilities, nothing is more critical to supervisory success than credibility. When supervisors lose their credibility, they lose both their employees’ trust and their effectiveness as leaders.

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Part of a boss’s job is to listen to complaints about employees from their co-workers. For example, Jane tells you she often has to scramble near deadline because her co-worker Joe seems to drag his feet with the data she needs to complete her task. What should you do?

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Sometimes, team members need or want favors—to come in late, leave early, pass on an assignment, get a deadline extended, etc. But how do you accommodate such requests without leaving other team members grumbling?

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It’s difficult to tell solid performers that their hard work on a project isn’t quite good enough. How do you ask team members to take another crack at a project without demotivating them?

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Quitting isn’t the way to resolve harassment … Staffing agency in trouble for sexism … Moving an office isn’t retaliation

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The hardest part of any job search is selling yourself. Even when you have years of experience in an industry this can be a challenge. How do you package your skills when you do not have experience?

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The best way to keep employees from heading for the door is to hire right in the first place. Here are some guidelines to help you select job candidates who have the best chances of sticking around.

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Salary gripes are among the most difficult problems you’ll face as a supervisor. You’ll have to approach the problem sensitively, from the moment your employee expresses his complaint.

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Employees are never as productive as they might be if they don’t feel fully responsible for their jobs. In other words, employees need to feel that they have more control over their work than you do.

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Here are questions you can ask to encourage employee participation in a review meeting.

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Employees whose pay is just above minimum wage usually have trouble connecting their tasks with the big picture. And that disconnection is often at the root of their lack of motivation.

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Performance reviews are an excel­lent time to exchange important information with employees. But to be effective, there must be a genuine exchange.

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Do you have current job descriptions for every position on your team? If they’re more than six months old, you may have a lot to gain by updating them.

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Do you know when your team members are happy — or not? Here are some quick ways to gauge the level of your team’s satisfaction.

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Sooner or later you’re going to have to deal with an employee who broke something. Here are some guidelines for your initial response.

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Here are some true-or-false questions to measure your understanding of clinical depression.

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Yes, your employees have jobs to do. But there’s no reason why you couldn’t put a little zing into their daily grind to keep up morale.

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You’ve got to talk a walk you can walk.

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Here are some guidelines to help make the transition a little smoother.

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Have Cupid’s arrows hit targets on your team? Workplace romances are both a fact of life and a tricky topic for managers.

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