By Scott G.G.
All managers get saddled with ''problem'' staff now and then; what units nice managers aside is how they take care of them. Drawing from real-life tales, this beneficial and funny consultant presents readers with sensible recommendation 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 workplace China store — the usually offended employee able to confront someone and everybody * The Party-Time Performer — the worker who, even if nice with humans, continuously turns work-time into fun-time * I’ve obtained an issue — staff whose paintings is compromised by way of any of a variety of 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 tough worker.
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Extra resources for A Survival Guide to Managing Employees from Hell
As Sam described, ‘‘He became a decent person, and he started treating others decently. ’’ Today’s Take-Aways À If someone’s doing a good job of being an arrogant a**hole, do a good job of not letting that person’s behavior bother you. À When a person is being arrogant and obnoxious because they are doing a good job, once the good job ends, they are likely to stop. À Being humbled is a good antidote to arrogance, and if you aren’t able to humble that person, it’s a good chance that someone or something else will.
Have a meeting with Hilda to give her feedback from other employees about what she is doing wrong, such as advising her not Damaged Goods 51 to complain and ask so many questions at staff meetings. That way, she might be able to change what she is doing in a timely fashion. Other? Ω In this case, Bethany knew she was getting a problem employee transferred to her department. If she couldn’t stop the transfer, she might have done more to set the stage to let the employee know what was expected and show her willingness to help her do better.
This would avoid having the meeting seem like a dump-on-Hilda session. In short, Bethany might have taken a more proactive approach to lay out the expectations for the job and work with Hilda in a supportive way to deal with problem areas she already is aware of. I NCOMPETENT 52 Then, if these proactive efforts aren’t fruitful, rather than waiting for HR to decide that Hilda had to go due to recurring complaints, she might have taken action herself earlier on. She could give Hilda a clear warning that if things didn’t change in the next week or two, she would have to let her go.
A Survival Guide to Managing Employees from Hell by Scott G.G.