Because avoiding them is not a management strategy.
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103 Rules / Leadership Series / 02Sooner or later every manager has one: the colleague whose work keeps coming back wrong, the star who is brilliant at the job and exhausting to sit near, or two people who have stopped speaking and expect you to carry their messages. Waiting for it to sort itself out rarely works, and while you wait, the rest of the team is usually paying for it.
103 Rules for Managing Difficult People is a practical guide to the part of management most people would rather skip. In short, direct chapters, it covers working out what the problem actually is, having the conversation you've been avoiding, handling the pushback, refereeing a feud, and writing an improvement plan that gives someone a real chance. A separate section deals with threats, harassment, health and formal procedure, and is plain about when to stop and take HR or legal advice.
Managers dealing with a specific people problem.
Less theatre. Better work.
The team as a collective: purpose, roles, interfaces, working agreements, meetings, shared decisions and distributed collaboration.
Fewer gut feelings. Fewer expensive surprises.
The hiring funnel from role need to independent new starter: sourcing, assessment, selection, offers and onboarding.
