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 presents readers with functional 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 be aware of what they’re doing * The Bull within the place of work China store — the usually indignant employee able to confront someone and everybody * The Party-Time Performer — the worker who, even though nice with humans, always turns work-time into fun-time * I’ve received an issue — staff whose paintings is compromised through any of a number of own demons, from drug and alcohol difficulties to emotional concerns From whiners and wastrels to the needy and nefarious, this publication supplies readers the instruments they should deal with any kind of tough worker.
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Extra resources for A Survival Guide to Managing Employees from Hell
And the problem is even worse when a once-warned employee continues to share. An employee can feel a sense of power and prestige at having privileged information to give to others, a sense of control at being like a gatekeeper who decides who gets this information. Sometimes it can be a way of getting appreciation and feeling a sense of belonging, camaraderie, and closeness to the others with whom one is sharing information. And in some cases, it can be a form of indirectly protesting against management and company policies thought to be unfair by sharing information that puts the company in a bad light, 34 Spilling the Beans 35 such as telling employees what the company is paying to other employees.
Then, invite people in the department to share, and point out how you are trying to make Noreen aware of her nega- 32 B AD ATTITUDE tive behavior and how it is being received negatively by others so she can change. Another possibility is to learn to tune out Noreen’s complaints, just as she has tried to tune out your urgings to change, whether you are meeting with her privately or in a staff meeting. For example, if she starts griping to you, don’t pay attention; then take control of the conversation and change the subject.
Why would a person continue to get away with this? Because they are so good at what they do and they literally frighten others into backing down or backing off. That’s the situation which Sam faced when he took over as sales manager for a furniture sales company with a half-dozen sales people and several administrative clerks. Davis was the star performer, both in getting leads and closing sales, and on average he sold more per customer than anyone else on the sales team. But he was a terror to work with in the office.