Ideas from books, articles & podcasts.
Get perspective on a difficult employee from someone whose judgment you trust. It isn't a sign of weakness, but of sensible judgment.
Human Resources is especially helpful, so make a point of establishing close working relationships with them and also with those you feel are especially capable.
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The best managers don’t avoid or bulldoze over conflicts, as doing so is harmful to cooperation. They understand people will have to keep working together in the future and that constructive and fair solutions are the ideal.
Always consider if a problematic employee still adds real value to the organization. Sometimes they subtract more than they add, and liabilities should be let go.
This makes it clear if employees are on track and have reached their performance targets. With clear goals there is no space for arguing in case of failure, only correcting.
Someone may be hard to manage due to new external factors or something in your own management style. If you can look at a problematic situation holistically and gain insights into why someone is acting a certain way, that can lead you to a constructive solution.
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Most leaders have familiar approaches to managing time: setting goals, planning, delegating, tracking commitments, and creating to-do lists. While these approaches do help in self-organization, they are not adequate in helping achieve high levels of sustainable, long-term performance.
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Don’t assume a defensive position towards your employees or extrapolate that they’re going to be jealous, disrespectful, and bitter toward you.
Let go of your assumptions, check your ego at the door, and convey how much you respect and value your employees so they will be more accepting...
It’s human nature to linger on feelings of regret. We look back and think that missed opportunities(real or not) could have set us on a different, possibly more rewarding path. Unchecked, these emotions become overwhelming sources of stress and anxiety.
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