By Scott G.G.
All managers get saddled with ''problem'' staff at times; what units nice managers aside is how they take care of them. Drawing from real-life tales, this useful and funny advisor presents readers with useful suggestion for dealing with a variety of tough kinds, together with: * The very unlikely ''I''s: Incompetents, Idiots, and Imbeciles — clueless staff who easily don’t understand 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 if nice with humans, regularly turns work-time into fun-time * I’ve obtained an issue — staff whose paintings is compromised via any of more than a few own demons, from drug and alcohol difficulties to emotional matters From whiners and wastrels to the needy and nefarious, this publication offers readers the instruments they should deal with any form of tough worker.
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Also, point out when her complaints have no solution, because that’s the way the situation is, so she should learn to live with it. But if that meeting doesn’t work and Noreen is still casting her negative spell over the office, though she otherwise is doing good work, try some other approaches. One is to go from a more informal meeting to writing up a detailed memo, where you document when Noreen caused dissension in the department by being negative, and indicate what Noreen should do in the future to avoid engaging in divisive negative behavior.
What to do now? Brent hesitated to fire Maggie, a long-time employee, because he was concerned the other employees might feel insecure about their own positions, thus creating even more turmoil. He also felt uncomfortable suddenly giving raises to other employees who were upset about making less now that they could compare their pay with others. Brent just wanted to straighten out the situation, but wasn’t sure what to do. What Should Brent Do? —but also how to calm a volatile situation Maggie unleashed by revealing private compensation information.
So what to do? You might try a multifaceted approach and see what works the best, if anything. Then, continue to do that. For example, a natural first step would be the one-on-one meeting with Noreen to go over her behavior and attitude that you want to correct. Explain why you have a problem with her only complaining about a problem. Tell her that if someone brings up something that is going wrong, then you also want to hear their thoughts about what to do to change the situation. Also, point out when her complaints have no solution, because that’s the way the situation is, so she should learn to live with it.