NEW BOOK
“How To Manage Problem Employees,” by Glenn Shepard, John Wiley & Sons, $14.95
What you’ll learn: The book starts with a timely reminder that a good manager seldom has problem employees. The author’s point: The management environment plays a major role in problem creation for the employee. A bad manager isn’t going to be able to manage a problem employee, because the manager is part of the problem.
If the manager is contributing to the problem, a “we” approach to problem-solving is required. The direct approach is recommended because it leaves no room for misinterpretation of the outcome expected. It can be a difficult transition for managers who like delivering bad news with powder-puff words.
What are some of the telltale signs of a problem employee? Increased absenteeism, a drop in work quality, irritability, lack of focus, not wanting to be part of the team, negative attitude. Don’t ignore the signs; letting things slide won’t make them go away. Dealing with issues as early as possible increases the likelihood of turnaround.
–Jim Pawlak, BizBooks
NEW BOOK
“Maximum Influence: The 12 Universal Laws of Power Persuasion,” by Kurt Mortensen, Amacom, $17.95
What you’ll learn: While influence allows one to persuade people to one’s point of view, Mortensen believes persuasion that isn’t bonded by trust, mutual best interest and relationships is a one-trick pony.
His “Hierarchy of Persuasion” pyramid drives his point home. His pyramid’s base starts with short-term persuasive methods like control and coercion. At the peak are long-term methods like cooperation and commitment. In the middle of the pyramid is compliance, like offering incentives, by which individuals see what’s in it for them, not for the organization.
–Jim Pawlak, BizBooks
