By Scott G.G.
All managers get saddled with ''problem'' staff every now and then; what units nice managers aside is how they take care of them. Drawing from real-life tales, this beneficial and funny advisor presents readers with functional suggestion for dealing with quite a lot of tough forms, together with: * The very unlikely ''I''s: Incompetents, Idiots, and Imbeciles — clueless staff who easily don’t be aware of what they’re doing * The Bull within the workplace China store — the usually offended employee able to confront somebody and everybody * The Party-Time Performer — the worker who, even though nice with humans, continually turns work-time into fun-time * I’ve obtained an issue — staff whose paintings is compromised through any of various own demons, from drug and alcohol difficulties to emotional matters From whiners and wastrels to the needy and nefarious, this ebook offers readers the instruments they should deal with any form of tricky worker.
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Additional resources for A Survival Guide to Managing Employees from Hell
No one likes him and he is creating too much havoc in the office with his arrogant behavior. Ω Talk to Davis one last time and tell him to either learn to treat others decently or you will fire him even if he is the top salesman. Ω Change Davis’s territory so he has to struggle harder to make sales. If his sales decline, he may not be such an arrogant, a**hole. Ω Tell Davis he will have to do his own administrative work from now on because the clerical staff will no longer work with him. The Arrogant A**Hole 21 Ω Have a meeting with the clerical staff people to let them know you are aware of the situation.
You are providing a product where anyone can offer supporting assistance on how to better use that product, so Noreen’s difficult customer will agree to work with another customer service person. This CS rep is not offering a personal service where this personal attention is part of the product itself. Thus, Laurie had a lot of possible ways to seek to modify No- Negative Nelly or Ned 33 reen’s behavior. Unfortunately, she allowed Noreen’s negativity and its effect on the department to wear her down until she couldn’t take it any more.
This would give Hilda a chance to change her behavior before she was prevented from doing something she really loved to do, such as continuing to go to these meetings. Additionally, if there were continuing complaints from employees and Bethany’s one-on-one meetings weren’t working, she might set up a group meeting and frame it as an effort to improve relationships in the office. 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.