他们不教你在管理训练中的事情

管理训练

与人们合作可以说是经理工作的最困难的方面。

培训准备管理人员委派，激励，影响，教练，沟通，认可和战略。

Often it does not prepare a manager for the difficult employee who is resistant to most motivating, influencing, coaching, and recognition techniques.

以下是如何处理一些困难类型的一些例子。

我曾经有一个老板谁，何时招聘经理如果他们说他们喜欢与人合作，那将是半开玩笑的人员，不要雇用他们！

She knew that working with people is arguably the most difficult aspect of a manager’s job.

培训经理

培训准备管理人员委派，激励，影响，教练，沟通，认可和战略。

Often it does not prepare a manager for the difficult employee who is resistant to most motivating, influencing, coaching, and recognition techniques.

The key to managing the difficult employee is to decisively deal with their performance, behaviour or attitude very early on.

Negative Behaviour

不幸的是，一些组织对消极行为的容忍度却通过忽略它来忽略它，并希望员工很快退出或退休。

Most employees will not cause a managers hair to turn grey.

但是，它只需要几亿倍以改变最黑暗的黑发雪白。是什么让员工困难？通常，它是表现，行为或态度的问题。没有惊喜吗？但员工的表现持续拥抱该线的员工呢？

而且，员工的态度差呢？如果员工正在执行他或她的工作而不是雇员的态度，法院才会关心。那么，经理要做什么？

Line Hugger.

You know. The type that works hard at hardly working.

几乎没有边缘的员工不仅拥抱了一年中的大部分时间，而且通过在绩效审查周期的最后一季度在某个时候提高他或她的表现水平来困扰经理。由于经理努力编写惠格克斯评论，你几乎可以看到自然发色开始褪色。

与所有可怜的表现者一样，经理必须确定员工是否缺乏执行工作的信息，技能或动机。

Performance Improvement Plan

A performance improvement plan (PIP) combined with regularly scheduled coaching sessions will provide the answer.

一般来说，一份写好的60天，包括特定的任务，目标和截止日期，伴随着经理的每周教练会议将要做这招。（当然，人力资源应积极参与此过程。）

如果员工以两种方式赢得了经理的胜利。

The employee has now demonstrated he or she can do the job effectively.

而且，经理有文件证明这一点。在PIP期结束时，写入以记录现在有效性能的备忘录需要包括指出必须持续有效级别的语言。

如果员工恢复为拥抱该行，则经理现在可以安全地考虑终止。

教练会议

在PIP期间，每周教练会议将帮助经理确定员工是否需要额外的培训以更有效。PIP期间总是可以扩展到允许进一步发展的时间。

Employees that hasten the greying process are those who have a bad attitude but acceptable performance.

Is it possible to have a bad attitude and good performance? It is not only possible, but there are people whose entire being seems wrapped up in maintaining these seemingly opposite values.

这种类型的人将定期达到抗酸剂的经理。毛发染料落后吗？

但保持良好的表现，态度不佳是棘手的。即使是那些擅长的人现在也会拖着。以下是如何处理一些困难类型的一些示例：

被动攻击/被动抗动的员工

被动侵略性是故意欺负性，被动抗被动的欺负者是偷偷摸摸的欺凌者。

Both these types are people who do not or cannot deal with the feeling of anger.

但没有错。他们很生气，会寻找机会将它坚持到经理或任何有神经勾选的人。

For example, the passive-aggressive employee assigned to a project he or she doesn’t like will intentionally provide bad or poorly researched information, skip meetings, spread rumours, openly criticise the boss or refuse to accept the helpful suggestions of co-workers.

No Delivery on Promises

偷偷摸摸的欺负者将是经理到死亡，但很少能够提供承诺。

这种欺负者将故意忘记承诺，长期会议，截止日期，对经理或项目至关重要的日子，故意遗漏数据或信息或发现其他方式无意中使经理看起来愚蠢。

与员工交谈总是一个选择，但这种行为不太可能改变。

These employees are very manipulative. Managers need to understand that anger is the underlying emotion and not be intimidated by the employee’s behaviour or manage around it.

Remember, they don’t handle anger well. The more the manager holds them accountable for their lapses, the angrier they will become.

他们变得更有可能的是，他们要使经理成为正式解决他们的行为或行为。

最终，员工可能会学会为其他毫无戒心的鞋底保存这种行为，并与经理一起更加谨慎。

受害者

Never underestimate the power of helplessness.

To clarify, the Victim is not a good employee who has an occasional personal problem that may interfere with work.

受害者是一个问题员工，员工总是有一个糟糕的我的故事和一个可谋的原因，为什么他或她必须尽早离开，无法完成任务，不能达到截止日期等。

不能是他们惯用的伎俩。不可避免的是,一些公司-workers will feel sorry for the Victim and pick up the slack while others, who are wise to the Victims tactics, will sit and steam.

慢性受害者会影响整个工作组的士气。那些蒸汽想要的人拼命地让经理进行干预。