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Scott G.G. 's A Survival Guide to Managing Employees from Hell PDF

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 advisor presents readers with sensible recommendation for dealing with a variety of tricky kinds, together with: * The most unlikely ''I''s: Incompetents, Idiots, and Imbeciles — clueless staff who easily don’t recognize what they’re doing * The Bull within the workplace China store — the often indignant employee able to confront somebody and everybody * The Party-Time Performer — the worker who, even if nice with humans, continually turns work-time into fun-time * I’ve bought an issue — staff whose paintings is compromised by way of any of a variety of own demons, from drug and alcohol difficulties to emotional matters From whiners and wastrels to the needy and nefarious, this publication supplies readers the instruments they should deal with any kind of tricky worker.

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Other? The basic problem here is that Douglas did not set clear enough limits from the get-go. He was the one who thought he would be helping someone out. Ignoring the person and offering no coaching or managing is not helpful. For one thing, he might have more clearly indicated to Cindy his expectations and what the job entailed so she had no illusions of the glamour associated with entertainment. Also, even while Cindy might be a good typist and could work alone, he should have monitored her more closely in the beginning, checking that she was doing the right thing and was focused on the job.

One time he enthusiastically told a customer who was thinking of putting a bamboo floor in the bathroom, ‘‘Oh, sure, we can install that,’’ when in fact, such flooring wouldn’t be appropriate there. ‘‘His approach was we can do anything, so buy it now,’’ Elsie said. ’’ Plus he spent too much time just chatting with customers and leaving other customers waiting, which reduced sales. Elsie also found recurring problems when she tried to find other simple tasks that Gregory could do, such as marking samples.

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. Today’s Take-Aways À If you are aware you have a problem employee on your hands, act proactively to deal with the problem before it gets any worse. À Do what you can to help an employee with a problem, explaining what the employee needs to change and showing that you want to help support the employee in making those changes.

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