How to Manage Problem Employees: A Step-by-Step Guide ...

Donation Pile:
If you are male, white, Republican, politically conservative, born before 1965, and have Andrew Jackson as your all time personal hero then by all means purchase this title. I loved my copy so much I'm donating it to The Salvation Army.

What a waste!:
Without a doubt the least useful management book I have ever read. I suffered through the platitudes, the moralizing, the sermonizing, the self-serving egotism and the "I'm the boss, take or leave it" response to every personnel challenge in hopes of finding at least one useful tip to justify the money I spent on the book. But, alas, there was none. Serious managers - don't waste your time or money.

Harsh Reality:
Glenn Shepard is the Professor of Harsh Reality. He's provocative and tells it like it is in a humorous but chillingly serious fashion that cuts to the core of the issue in a way that no other management guru does. His style is not for everyone, especially those who think more positive thinking and a pat on the back are the solution to everything. But if you've been in the trenches of management and have experienced how miserable problem employees can make your life, this book will be your salvation.

Tough (and practical) Answers:
This book is definitely not for the thin skinned. But if you're sick and tired of trying to get a good day's work out of people with an entitlement mentality who think the world owes them something, Glen Shepherd has unapologetically provided the answers you're looking for.

An Indispensable Resource for Every People Manager:
I thought I've taken enough Management courses in MBA school that would prepare me for managing problem employees. I found out I was wrong when I realized that I had some of the symptoms of BMS -- Battered Manager Syndrome, as explained in Glenn's book. I appreciate Glenn's book because it starts out by asking People Managers if the job is right for them. I found it helpful that the book gives prescriptive advice on the kind of manager one ought to be. What I also found helpful was his explanation of "Why People Do the Things They Do" in Chapter 7, and his recommended actions that a manager could take to deal with types of employees that he has effectively profiled from his experience in conducting management seminars. I thought the book was already worth its weight in gold after reading Chapter 7, but Glenn exceeded my expectations further when he clinched the book with a chapter on handling daily challenges brought upon by problem employees. After reading this book, I immediately applied most, if not all, of Glenn's prescriptive advice, and I'm happy to report that I no longer have the symptoms of BMS.