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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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Some employees feel panic attacks coming on just thinking about an important deadline. Ease their concern with these three steps:
Environmental factors have a large effect on productivity and creativity. Examine these three factors to boost productivity within your organization:
In the real world, it's never quite that easy to perk up employees, is it? Here are five warning signs that they may be falling into a funk—and how to fix it.
Employee engagement starts with an engaged manager. It’s important to know the general “wants” of employees, but it’s better for supervisors to connect with the specific needs of each worker. Consultant Mel Kleiman suggests managers need to regularly ask themselves these four questions about each of their employees.
"We’re in an industry with 115% annual turnover," says Brian Fielkow, president and CEO of Jetco Delivery. "Our raw number is about one-third of that." How does he craft a culture than resonates with employees?
Is your biggest time waster: texting? surfing the web? chatting with co-workers? A new Career­Builder study reveals behaviors that employers say are the biggest productivity killers in the workplace.
Suspect you’re managing a workaholic? Here are tips to help the employee find balance, and the organization cut costs and liability.
Ken Rees, former CEO of Think Finance and now of Elevate, takes every opportunity to ask front-line employees to share their ideas and experiences interacting with customers. “That’s where the answers are,” he says.
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 ...

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