Managing People at Work (Page 20)

Managing People at Work

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The human side of workload management

Do you manage a team member who can’t go a day without complaining about a never-ending to-do list? Avoid the temptation to brush off the person as a whiner. Instead, examine the situation with thoughtful and compassionate eyes to see if you can adjust the workload or the behavior.

Transform or terminate: The elements of effective PIPs

When managers realize they have an underperforming employee, they face a difficult choice: Invest time in turning the situation around or cut their losses. Performance-improvement plans offer a structured approach to addressing performance issues, but their effectiveness depends largely on implement

Comparing profiles: How to analyze differences in job candidates

Hiring decisions often hinge on more than just résumés and interviews. Subtle cues—like offhand comments or inconsistencies in background checks—can reveal potential legal risks. Here, we profile six candidates, each bringing unique strengths and considerations to the table.

6 ways to increase remote productivity—without multitasking

While devotees tout multitasking as a secret to success, they likely overestimate their “talent.” They might be doing more harm than good.

How to be inquisitive without sounding accusatory

How can you acquire information on progress without coming off as blaming someone?

Summer heat: 7 tips to keep workers safe

As temperatures start to rise, remind supervisors to keep in mind these seven safety tips from OSHA to help prevent heat stroke or other heat-related illnesses.

Unleash the power of the Pygmalion effect in your management arsenal

Phil Wilson, author of the upcoming book The Leader-Shift Playbook, says that many managers operate on the “Villain Assumption,” believing their teams are unmotivated or incompetent when they don’t meet expectations. Leaders who shift to a “Hero Assumption” mindset—believing that their team has unli

Superstar worker promoted to manager: Your keys to success

While it is rather common for companies to turn top performers into managers, the move poses challenges. Possessing industry skills and self-motivation does not necessarily translate into running a department and getting the best out of others. What actions can help a worker-turned-manager shine jus

The invisible cost of remote work your engagement metrics miss

Fully remote workers, despite feeling more engaged in their tasks, are struggling emotionally. They’re lonelier, more stressed and less likely to feel like they’re thriving—not just at work, but in life overall. This disconnect between engagement and well-being is one managers can’t afford to overlo

From boss to coach: Simple shifts that boost team performance

70% of a team’s engagement comes down to its manager, yet only 44% of managers worldwide have received formal training for the role. And now, manager engagement itself has slipped to a concerning 27% globally, putting teams at risk of disengagement, burnout and turnover.