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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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Professional development inspires employees and often renews their excitement about their job. Follow these tips to encourage ongoing learning:
Many employees, especially ones who do their job well, don’t see minor tardiness as a problem. Here’s how to tactfully show them that they are wrong.
You can count on loyal employees even during difficult times. To build employees’ commitment to you and the team, follow this advice.
Benefits that greatly reduce employee stress don’t require huge efforts or high price tags. Implementing any one of these items can ease workplace anxiety:
Extroverts are outgoing go-getters. Help them capitalize on talents with these actions:
Employees need to trust you as their leader if they’re going to outperform as a team. They must believe you’ll put their interests ahead of your own. But how do you communicate you'll do just that? The director of the National Institutes of Health, Francis Collins, provides an example.
When Sam Palmisano became IBM’s chief executive in 2002, he succeeded a superstar CEO, Lou Gerstner. In 1993, Gerstner turned around the sinking company, declaring, “The last thing IBM needs is a vision.” By 2002, however, Palmisano felt IBM needed one.
There are very few ways to improve as a manager through the use of something you have rolling around that cheap home toolkit your brother-in-law bought you for your birthday, but these simple steps will kick off an improvement project that should hold up through your entire career.

It’s bound to happen sooner or later. You lay some heavy criticism or punishment on an employee and he or she starts crying in your office. Here’s how to handle the situation.

Some jobs are emotionally draining and can create morale problems for the people who do them. If management can’t or won’t help address these problems, is there anything colleagues can do to help boost morale for one another?

Wayne Goldberg knows the hotel business. He's president and CEO of La Quinta Holdings, a Texas-based chain with roughly 7,000 employees. "I make it clear when speaking to our hourly employees that I’ve been an hourly employee," he says. "I’ve been a maintenance person, I’ve worked in the laundry. There isn’t a job I haven’t done."

Years ago, Steve McClatchy worked at a company that put him in charge of getting everyone to show up on time for a weekly meeting. His job was to set the agenda, lead the meeting and assign project teams. But there was one problem: Few treated the meetings seriously ...

How can you motivate overworked, over­­stressed employees? Give them a chance to work on a meaningful project in which they give back to the community.
There are personal, business and legal reasons why a boss friending an employee can lead to trouble.
Employees achieve positive outcomes in different ways. Don’t squash their creative processes by forcing them to adopt the way you work.
Once you receive a promotion into a management position, you likely will supervise the people who were once your coworkers and even friends. Follow these tips to handle the sometimes difficult—often awkward—transition:
When an employee is insubordinate, it’s important to address it right away. Take a stand and make it clear that you will not tolerate the behavior.
To motivate people who frequently don’t deliver, use these approaches.
Leaders have to get their people unstuck and fully engaged, replacing their old, limiting mental patterns with new patterns that foster optimal performance. Learn more in SmartTribes.
Responding to a crisis tests a leader’s fortitude. Your ability to reassure employees and help them cope with fear and uncertainty can solidify your standing.
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