Download A Survival Guide to Managing Employees from Hell by Scott G.G. PDF

By Scott G.G.

All managers get saddled with ''problem'' staff every now and then; what units nice managers aside is how they care for them. Drawing from real-life tales, this beneficial and funny advisor offers readers with sensible suggestion for dealing with a variety of tough kinds, together with: * The most unlikely ''I''s: Incompetents, Idiots, and Imbeciles — clueless staff who easily don’t comprehend what they’re doing * The Bull within the place of work China store — the usually offended employee able to confront an individual and everybody * The Party-Time Performer — the worker who, even if nice with humans, always turns work-time into fun-time * I’ve received an issue — staff whose paintings is compromised via any of quite a number own demons, from drug and alcohol difficulties to emotional concerns From whiners and wastrels to the needy and nefarious, this publication offers readers the instruments they should deal with any form of tricky worker.

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Whether he can or not, however, is not your responsibility. In short, if you do give Walter another chance with a one-onone meeting to explain why he has to change, keep his shot at another chance short—say, one to two weeks so if he misses, he’s quickly out of the game. Or just drop him from the game now and explain why—he may be a good player, but just can’t get along with the rest of the team. This was what Alvin decided to do. Cultural Chasm 27 Today’s Take-Aways À Sometimes the cultural differences are so great that an otherwise good employee just can’t make it across the chasm.

Since personal meetings with Noreen haven’t worked, try outlining several specific times when she has been overly negative in a detailed memo to her and then discuss that. Ω Have a staff meeting devoted to discussing why Noreen’s behavior and attitude are upsetting people in the department. Ω Learn to tune out Noreen’s complaints when you are talking to her. Ω Set up some motivational meetings with other staff members when Noreen isn’t present to counteract Noreen’s negative and divisive impact on the department.

He would often change things. Once he made a clerk redo a whole flyer because he decided after giving his approval that he didn’t like a particular picture. ’’ In a few cases, clerks left and went to other jobs, or they tried 19 B AD ATTITUDE 20 some quiet sabotage to get back at Davis for his treatment of them. For instance, they might misspell a few words in a proposal or put in the wrong pricing information. Or rather than finish a proposal Davis needed, they would go home without completing it.

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