Problem People And How To Manage Them

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Problem People and how to Manage Them

In every workplace there are problem people causing people problems: authoritarians, boasters and coasters, manipulators, martyrs and meddlers. In this text, leading occupational psychologist Peter Honey gives help with the commonest types of office menace. Always start by looking at yourself - you may be making a fuss about nothing, mis-labelling someone a worrier rather than conscientious and caring, or accidentally triggering and rewarding other people's bad behaviour. Once you realize what you are contributing to the problem, it becomes far easier to persuade or encourage the person to change.
Poorly Performing Staff in Schools and How to Manage Them

This book is intended as a guide to headteachers and others responsible for education about how to deal with teachers and other staff who are not doing their jobs well enough.
How to Deal With Difficult People

DON’T LET PROBLEM PEOPLE GET TO YOU! Whether it’s a manager who keeps moving the goal posts, an uncooperative colleague, negative friend, or critical family member, some people are just plain hard to get along with. Often, your immediate response is to shrink or sulk, become defensive or attack. But there are smarter moves to make when dealing with difficult people. This book explains how to cope with a range of situations with difficult people and to focus on what you can change. This book will help you to: Understand what makes difficult people tick and how best to handle them Learn ways to confidently stand up to others and resist the urge to attack back Develop strategies to calmly navigate emotionally-charged situations Deal with all kinds of difficult people – hostile, manipulative and the impossible Know when to choose your battles, and when to walk away Why let someone else’s bad attitude ruin your day? How to Deal With Difficult People arms you with all the tools and tactics you need to handle all kinds of people – to make your life less stressful and a great deal easier.