Managing People at Work (Page 77)

Managing People at Work

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Conflict resolution: When to intervene

Stepping in too soon or too often takes precious time away from other managerial activities. On the other hand, conflict left unchecked may grow in severity and affect operations. When weighing what to do, these guidelines often prove useful.

EEOC, other agencies monitoring AI’s impact on perpetuating discrimination

The EEOC has joined forces with the Consumer Financial Protection Bureau, the Federal Trade Commission and the Justice Department’s Civil Rights Division to step up oversight of how artificial intelligence software might perpetuate unlawful discrimination.

Survey: We’re not investing enough in fostering connections. Here’s how to fix it

Forty-five percent of U.S. workers say employers aren’t investing in employee connection, according to a new Eagle Hill Consulting national survey.

A 4-step plan to improve your listening skills as a manager

What do all great leaders have in common? It’s not superior intellect or a tireless work ethic—they know the importance of listening. In particular, they actively listen to their employees’ ideas, wants, needs, desires and problems.

Why you should encourage healthy workplace conflict

While conflict at work is inevitable, it doesn’t always have to be destructive or unhealthy. In fact, 76% of workers around the globe have witnessed a conflict transform into something positive.

5 ways to strengthen your employee-coaching skills

Your skill at organizing, delegating and ensuring deadlines are met enables your team to fulfill short-term goals and post good metrics. But leaders looking to take their charges to the next level make a point of going beyond just managing employees—they coach them.

Analysis paralysis? 4 tips for making better decisions

Your ability to make sound business decisions swiftly—even when they involve ambiguity and risk—is a major factor in your ability to guide and manage a successful team. Here are some simple ways to help you make better decisions.

Train employees on ‘bystander’ responsibilities to report harassment

In 2016, the EEOC released a report that said reducing sexual harassment at work often depends on co-workers being willing to report misbehavior when they witness it. Since then, it has been largely up to employers to define policies for so-called bystander reporting. Here’s how to structure bystand

How to build better bosses while improving your own skills

There is no debate that an employee’s boss is the most influential factor in the employee experience. Still, much needs to change to consistently fill workplaces with better bosses. To adjust to this new reality, companies must commit to prioritizing and protecting time for managers to participate i

4 things managers serving as mediators must remember

Employees experiencing difficulties with one another often benefit when their manager acts as a mediator. Resolving conflicts improves workplace morale and redirects focus back to shared goals. Smart leaders know, though, that mediating and managing are two different things.