Stop School Bullies: Force Reluctant Principals to Act

How can you stop school bullies by forcing reluctant, do-nothing principals to protect your children?  That’s a skill many parents must learn. First, bullies are always 100% at fault and that never decreases.  Kids who act as spectators or cheerleaders, and kids who pile on also are at fault on their own.  There’s more than 100% to go around.

The worst are the adults who are responsible for stopping bullying; for creating bully-free schools, but who don’t.  Let’s focus on reluctant, do-nothing principals who tolerate bullying at their schools.

Some principals won’t tolerate bullying, but many principals won’t act strongly and effectively.

Five signs of these do-nothing principals are:

1. They don’t have a school-wide program, including kids and parents, to stop bullies.  There’s no training for teachers, administrators, janitors or bus drivers to recognize the early warning signs of overt and covert bullies; of verbal, emotional, physical and cyberbullying.
2. Even though every kid in the school knows who the bullies are and where and when it happens, do-nothing principals make no effort to monitor areas of the school where most bullying occurs.  They plead ignorance and expect you, the parents who are off-site, to provide the proof for them.
3. They think the best way to stop bullying is through forgiveness, sympathy, compassion, understanding, education and compromise with bullies.  They focus on the reasons bullies bully instead of simply stopping them.  They think that doing some process counts.  But only the results count – stopping bullies.
4. Do-nothing principals blame the target – your child.  They assume your kids must have done something wrong to antagonize the bully.  They don’t keep your kid’s complaint confidential.  Reluctant principals have great sympathy for how hard the bully’s life is and little sympathy for your child, who is the target of harassment and abuse.  Some can’t figure out how to stop a relentless bully so they’d rather look the other way.
5. To keep you in the dark, they plead confidentiality.  Or they ask you to trust them while they handle the situation, but you see that the bullying doesn’t stop.

In these schools, bullying is never one incident; it’s a pattern.  Relentless bullies know who has the power and what they can get away with.

Learn how to force reluctant principals to act. These do-nothing principals are afraid of two things:

1. Publicity.
2. Legal action.

Do-nothing principals don’t want to be involved with something that can get messy for them.  Often, they’re afraid of the bullying parents of the bullying kids.  You must change that.  Since do-nothing principals won’t do what’s right on their own, you must make them more afraid of you.

Four things you can do to make sure your children are protected are:

1. Before there are any incidents, even before school starts, organize a few like-minded parents and start lobbying for a school-wide program including kids and parents.  Get media coverage.  Make sure there are legal rules and a legal process.
2. If bullying begins, talk to the principal and staff.  Listen carefully for excuses, rationalizations, confessions of ignorance, discussions of what constitutes legal evidence – these are bad signs.  Record the conversation.  Send to everyone a follow up email listing all the points and promises made.
3. Give the principal (and counselors and teachers) one chance to stop the bullying – maybe a week or two.  Are bullies removed?  Does cyberbullying stop?  Or is your child picked on even more?
4. If bullying continues, see an expert lawyer, get an expert coach and start making waves.  Contact parents of other kids who are bullied.  Get evidence.  Contact District Administrators.  Contact police.  Get publicity from local radio and TV stations.  File a law suit.  Be prepared for a long, ugly fight.  Document, Document!

Don’t be sweet and weak; be firm.  Be courageous, determined and relentless.  Silence, appeasement, wishful thinking and the Golden Rule don’t stop real-world bullies.

Be effective.  Teach your children how not to be victims.  Your children’s mental, emotional and physical well-being is at stake.

Since all tactics depend on the situation, expert coaching by phone or Skype helps.  We can design a plan that fits you and your situation.  And build your will and skill to carry it out effectively.

Passing pain, casting blame cost time and money

Is the “Passing the Pain Game” costing your company time and money?  Some examples of the game: To read the rest of this article from the Washington Business Journal, see: Passing pain, casting blame cost time and money http://washington.bizjournals.com/washington/stories/2004/09/13/smallb7.html

For details, see the original article.

• A customer reams out a salesman.  Part of a job wasn’t done the way the customer wanted.  The salesman doesn’t know what went wrong but he doesn’t want the blame.  He placates the customer by exploding and blaming a department he says was responsible.  He tells the customer he’ll have those people fired.  Then he yells at innocent victims in that department.
• A new manager is panicking.  He has to present his project to senior leaders on Friday.  It’s Monday morning and he still hasn’t received information from a manager in another department.  He e-mails her and vents his fear and frustration; he harasses, bullies and abuses her.  He tells her he’s tired of begging, he needs the *&@# information right away, he counted on her and she’s let him down.  What the *&@# is wrong with her?  All in capital letters.  To cover his back, he copies his vice-president.
• A director stomps into a supervisor’s office, scowling along the way and slams the door.  Anxiety and tension spread at the speed of gossip.  People congregate to speculate:  Did she meet with the big bosses yesterday?  Did she get reamed?  Did we mess up?  Who’s going to get blamed next?  Fear spirals, staff finds excuses to be in other areas, productivity tanks.

Other variants are:

• Some players set up other people to fight.  They plant seeds of doubt and jealousy, and enjoy the bloodletting that follows.
• Some leaders specialize in negativity, finding fault, bullying and spreading blame when something goes wrong.  Since no one wants to be the victim of mistakes, everyone carries a “blame thrower.”

Is that game familiar? People feel hurt, scared and angry, and inflict their pain on someone else.  The game is also called, “Who has the rattlesnake?”

How much does the game cost? Try this method of calculation:  Estimate the time you’ve spent dealing with uproars, multiply by the number of people who bring their pain to you, multiply again by the number of innocent spectators you and they draw into the ever widening circle of players, factor in salary and productivity wasted.  Add in a fudge factor for your level of frustration.

Pretty large number, isn’t it?

It’s important to have a code of conduct stating that passing the pain and throwing blame is not acceptable.  But that’s not enough.  Most people already know that.  They just don’t follow the code when they’re suffering, scared, angry or supporting friends in a vendetta.

For example, in one training on this subject, some managers questioned why I was wasting their time presenting information they already knew.  So I showed them the e-mails their department heads had given me, in which these same managers had used their blame throwers on each other.  They had perpetuated an intense game that scorched everyone in their departments and all senior leaders.

The trick is to stop the Pass the Pain Game in everyday behavior.  A few suggestions – see the original article for details:

• Change has to come from the top.
• Companies point to the culture they want when they publish codes of professional conduct.
• Policies and codes are not enough.
• Change begins with individuals committed to adult behavior, and consequences for childish temper tantrums.

Passing the pain and throwing blame are destructive.  Another reason to stop: your boss doesn’t appreciate the pain you’re dumping on him.

Often, individuals need coaching and organizations need consulting to help them design and implement a plan that fits the situation.  To get the help you need, call Ben at 1-877-828-5543.

Should kids ever fight to stop school bullies?

Should kids ever fight physically in order to stop relentless school bullies? I’ve been interviewed a lot on radio and TV.  But when I ask those interviewers how they stopped bullying when they were kids, all the men say that bullies were stopped when someone beat them up.  More important, beating up a bully changed the target’s life.  The targets now felt that they could succeed in the world – they developed courage, confidence and high self-esteem.

Nevertheless, many well-meaning parents tell their kids never to fight.

They say that:

• Bullies have a hard life so we should have sympathy for what they’re going through and how low their self-esteem must be.
• Don’t sink to the bully’s level by fighting back.  We have it easy so we should rise above the bullies.
• If we’re nice enough, kind enough and loving enough, the bullies will respond by being nice in return.
• We should never push back – verbally or physically.  If we push back, it means we don’t care.
• Violence is morally wrong and violence never solves anything.  Mahatma Gandhi stopped the British without pushing back and by preaching tolerance and love.

Let’s not even argue with those false statements.  If you watch the video about how being nice and caring doesn’t stop bullies, you’ll hear arguments disproving these statements.

Instead, let’s look at what bullies show us about what it takes to stop them.

Imagine a staircase going up.  The harder the bully pushes on us, the higher up the staircase we have to go in order to stop them.

At the lowest steps we do nice, peaceful things to try to get bullies to stop.  We ignore the bullying, we try to laugh it off, we make jokes to try to be friends with the bullies, we say how much it hurts, we ask them to stop or we try to rise above the hurt – that kind of thing.

If the bullying stops, that’s wonderful.  We’ve learned two things:

1. Some peaceful techniques that might work with some people who are bullying.
2. The bully was not a relentless bully.  The bully was a nice kid having a bad day.

But if the bullying does not stop, the bully is showing us that we have to be more firm in order to get that kid to stop.

So we go up to the next steps and push back verbally, and we learn how to do that skillfully.  Sometimes that works.  Bullies often respect other kids who show they’re not afraid and who have clever tongues.

If the bullying stops, that’s wonderful.  And, again, we’ve learned that the other kid was not a relentless bully.

Relentless bullies and determined boundary pushers are not stopped by these peaceful methods.  If we suffer in silence, if we whine, or if we advertise that we’re afraid, bullies think we’re victims waiting to be bullied.  If we’re kind, bullies think we are weak.  They’ll continue harassing and abusing us.

Now we have to go further up the staircase.  At this point targets might talk to school officials they trust to protect and defend them.  And they might get their parents involved.  And they need to remind their parents to get experienced, expert coaching.

If principals, teachers and parents still don’t stop the bullying, the relentless bullies are telling their targets that they’re going to have to fight back.  We’re close to the top of the staircase now.  Basically, we have to beat up the bully really badly – the quicker, nastier and harder the better.

Parents, you should have made sure your kid knows how to fight.  This goes for girls as well as boys.

A lot depends on the situation.  Is it one against one between kids who are the same size?  Is it one against a gang?  Fighting in elementary school can be just fists, but as the kids get older it will probably involve weapons.  There are many situations in which discretion is the better part of valor and the thing to do is to endure until we can get out of a rotten school or neighborhood, or away from a sociopath.

I strongly recommend three things:

1. Don’t be a victim.  You may be a target but you’re in charge of your response as you judge the situation.  Keep a fire of courage and strength burning in your heart.
2. Be willing to fight to protect and defend yourself.  Decide whether warning the bully might end the bullying or whether a surprise attack is your best option.
3. Learn how to fight effectively.  Notice, I did not say, “cleanly.”

What if you get suspended for fighting?  It’s worth getting suspended if you’ve stopped the bullying.  You may be a target; don’t be a victim!

You must be determined, courageous and strong in defending and protecting yourself – not because you deserve it, but because you want to, you have to.  “I want to” is more than enough reason to protect yourself.

I speak this way because I was a short, skinny, four-eyed kid who grew up in a tough, inner city ghetto.  I learned by observation and experience, not by philosophy or wishful thinking.

What’s the price of tolerating bullies; slow erosion of your soul.

Since all tactics depend on the situation, expert coaching by phone or Skype helps.  We can design a plan that fits you and your situation.  And build your will and skill to carry it out effectively.

Managers must confront manipulative, troublemakers

Dealing effectively with problem employees can be hard – and risky.  Courage, judgment and skill are required, and supportive leaders help.  Despite the difficulties, if you want a productive environment, exposing the problem is necessary. Why is it so hard?  Some people would say human nature.  I say fear, training in avoidance, and lack of skill.

To read the rest of this article from the Business First of Columbus, see: Managers must confront manipulative troublemakers http://columbus.bizjournals.com/columbus/stories/2004/09/20/smallb4.html

Problem employees can be manipulative masters at ignoring the wishes of their supervisors, using legalistic arguments to defend themselves, pitting fellow employees against one another, spreading gossip and back-stabbing.  They’re harassing, bullying and abusive.  By the time they’re adults, they’ve had a lifetime to practice their techniques.

Our society generally doesn’t train us to be warriors.  We’re trained to play nice; avoid discomfort, fear and conflict; and take the path of least resistance.  Even people who discipline themselves at the refrigerator or gym often avoid looking someone in the eye and saying “That’s not good enough” or “We don’t act like that here.”

Discipline and practice are required to skillfully take on a problem employee.  It may be hard to overcome your hesitation and to value performance more than acting sweetly hypocritical.  So it’s hard.  So what?  It tests your mettle.

Some people think you’re asking a problem employee to change, which may be hard for them.  But that’s only a half-truth.  You’re telling them to make a choice: Change or be gone.  And their degree of difficulty is irrelevant.

Managers often hope to avoid opening emotional Pandora’s Boxes, particularly if they aren’t sure of their leaders’ support.  Executives sabotage themselves and their organizations when they try to avoid recognizing and dealing with problem people.

Imagine you’re a manager assembling a new team and you’ve inherited a manipulative, long-term employee who follows her own agenda, underperforms, gossips, releases confidential material to stir up trouble, creates friction within the team, violates boundaries, feels entitled to do whatever she wants, and yet tries to rally the team against you.  Let’s call her Jane.

See the original article for more details.

Many well-meaning managers give up at this point because their childhood attitudes and rules keep them from making anyone look or feel bad.  Magical thinking makes them try to buy Jane’s loyalty by covering up for her.  The task of rehabilitating someone like Jane seems so huge, managers continue begging, renegotiating agreements and accepting her behavior.

But let’s imagine that you’re made of stronger stuff – and add another complication.  You go to the vice president of Human Resources to ask for advice.  He tells you that’s just the way Jane is and she has said things about you in confidence, he can’t reveal.  His advice: overlook it, stop being so picky and placate Jane because she's upset.

Should you take on Jane and how? The choice is simple and clear: Feel helpless, complain, whine, look the other way and give Jane control of your team or summon courage, fortitude, perseverance and skill to test your company leaders.

Can you succeed? See the original article for more details.

Lessons for executives: These problems won’t resolve themselves favorably if you ignore them.  Don’t make an instant decision to keep the highest-ranking people.  Leaders cowed by difficult people are merely administrators.

Investigate and act with discretion.  Put your stamp on company culture by confronting these situations.  You are announcing who you want to be your followers – the manipulative (mediocre who resist improving) or the above-board (productive who want to be outstanding).

Often, individuals need coaching and organizations need consulting to help them design and implement a plan that fits the situation.  To get the help you need, call Ben at 1-877-828-5543.

Will being nice and caring stop school bullies?

I’ll start right off with the bottom line: being “nice” and “caring” won’t help kids stop relentless school bullies. Why not?

I’ve been interviewed a lot on radio and TV.  But when I ask those interviewers how they stopped bullying when they were kids, almost all the women say they were never taught how to stop bullies.  Instead, their well-meaning moms told them:

• Bullies have a hard life so we should have sympathy for what they’re going through and how low their self-esteem must be.
• Don’t sink to the bully’s level by fighting back.  You have it easy so you should rise above the bullies.
• If you’re nice enough, kind enough and loving enough, bullies will respond by being nice in return.
• You should never push back – verbally or physically.  If you push back, it means you don’t care.
• Violence is morally wrong and violence never solves anything.  They cite Mahatma Gandhi as someone who stopped the British without pushing back and by preaching tolerance and love.

All these women now bear a grudge against their well-meaning mothers.  Those messages are all wrong.  These women learned the hard way that the way you identify relentless bullies is that “nice” and “caring” don’t convert them from predators to friends.

First, the statement about Gandhi is a complete misunderstanding of his tactics.  Applying ahimsa to relentless bullies is not a good comparison.  If Gandhi had tried his tactics against Hitler, Stalin, Chairman Mao or the founder of Pakistan, he wouldn’t have lasted ten minutes.

Second, violence was required to stop slavery, Nazism, Fascism and communism, to name just a few.

Third, you have to love yourself first.  Sometimes, the most caring thing you can do for someone who’s a jerk and a bully is to show them that their tactics don’t work.  They’d better learn new tactics.

Fourth, you can’t love relentless bullies enough to change how they treat you.  Ignoring, minimizing and “rising above” do not stop relentless bullies.  Appeasement, begging and bribery do not stop relentless bullies.

Fifth, you’re not the bully’s therapist; it’s not your job to rehabilitate them.  The adults have that responsibility, but only after they protect and defend the targets of bullying.

Appeasement is never effective with determined boundary pushers who always want more.  If you suffer in silence, if you whine, or if you advertise that you’re afraid bullies think you’re a victim waiting to be bullied.  If you are kind, bullies think you are weak.  They’ll continue to harass and abuse you.

Don’t waste time complaining about your society, the media, your parents, your friends, your school officials, or how hard it is.

It’s your job to protect and defend your personal space from predators.  It’s your job to make bullies a small part of your mental and emotional world so you can get on with your education and your life

You must be determined, courageous and strong in defending and protecting yourself – not because you deserve it, but because you want to, you have to.  “I want to” is more than enough reason to protect yourself.

You must learn how to push back verbally, to get help from school officials, your parents and the police, and to fight back when you have to and you can.

You have to succeed even though conditions haven’t been prepared perfectly for you.  Don’t starve while you’re waiting for someone else to set the table.  You have to overcome obstacles; it’s a sign of good character.

You may be a target; don’t be a victim!

What’s the price of tolerating bullies; slow erosion of your soul.

Since all tactics depend on the situation, expert coaching by phone or Skype helps.  We can design a plan that fits you and your situation.  And build your will and skill to carry it out effectively.

Don't tolerate or appease mutineers in the workplace

Do you have mutineers aboard your Ship of Business?  Can you distinguish mutiny from discussion and disagreement you encourage and can you skillfully quell it? To read the rest of this article from the Washington Business Journal, see: Don’t tolerate or appease mutineers in the workplace http://washington.bizjournals.com/washington/stories/2004/10/25/smallb5.html

Mutiny is resisting, rebelling and revolting against duly constituted authority.

The way Captain Bligh dealt with resistance on the Bounty – constant flogging – isn’t a good approach.  It ultimately leads to rebellion: They jump ship or put you over the side.

The opposite approach gives equally poor results: Nice managers tolerate resistance, sabotage, and poor performance while they beg, bribe and appease mutineers to buy in and produce.

For example: Sam was mystified because he couldn’t figure out how to convince his supervisee, Jack, to perform necessary and agreed-upon tasks.  For more details, read the complete article.

Sam was wracked with self-doubt.  Had he failed to communicate clearly; been too harsh with Jack; not been sensitive enough to Jack’s possible reasons for not wanting to train Amy?

No.  It was simply that Jack was trying to make his rules, rule.  Sam had encouraged mutiny to grow like a cancer in the months when he accepted Jack’s assumptions that, until he was interested in acting differently, Jack was entitled to:

• Refuse to train Amy.
• Act rude, disrespectful and insubordinate to Sam.
• Harass, bullying and abuse Sam.

Also, Sam had had accepted 100 percent of the responsibility to help Jack change his opinion.

The interactions that developed between Sam and Jack are similar to interactions between many parents and their children – parents who try to be their children’s “friends” and who assume that the best way to raise civil, strong, productive, responsible, mature adults is not to make them do anything until reason and persuasion have gained their understanding and acceptance.

Nonsense.  Parents provide encouragement, guidance and enforcement of clear boundaries of acceptable behavior – with immediate and predictable consequences for transgressions.  Children allowed to be the sole judges of the efforts they can make, usually become spoiled, weak, self-indulgent and irresponsible adults.

Ditto for adults in the workplace.  Sam was the duly constituted authority.  His primary task was not to be sweet, understanding and therapeutic; not to win Jack’s agreement and affection; and not to wait until Jack was willing to perform.  Sam’s task was to produce quality results, on time and within budget, and to hold Jack accountable for his part of that effort.

When Sam saw Jack’s resistance as mutiny, he finally told Jack that the responsibility for continued employment was Jack’s.  Jack’s primary loyalty must be to their mission and the performance and deadlines required.

One problem with the approach of reasoning, tolerating, appeasing, begging and bribing forever is that children won’t believe you when you begin to apply consequences.  That’s your fault.   You’ve already trained them to think that if they resist persistently, eventually you’ll give in.   When you finally try to suppress the mutiny they’ll either sabotage or react with shock, outrage and, sometimes, legal action,

Jack chose not to continue working in a company in which his rules no longer ruled.  In his exit interview, Jack admitted he never thought Sam would face his anger and carry through.  His parents had allowed him to act any way he wanted while they re-negotiated their requests.  He thought Jack would also.  Would your opinion of Jack change if you knew he wasn’t 22; he was 35?

If you don’t recognize and squash mutiny, it’ll grow unchecked until it sinks your ship.  Ask for what you want, you’ll get what you’re willing to tolerate.

Often, individuals need coaching and organizations need consulting to help them design and implement a plan that fits the situation.  To get the help you need, call Ben at 1-877-828-5543.

What to do when complaints are about a senior manager

Suppose your employees are grumbling about one of your senior managers, the director of a key department – he’s much too harsh and turnover is high.  What should you do? One option, the easy way out, is to ignore it.  This option may be especially appealing if productivity is decent, despite the grumbling.

To read the rest of this article from the Business First of Louisville, see: What to do when complaints are about a senior manager http://louisville.bizjournals.com/louisville/stories/2005/01/24/editorial2.html

But suppose you look deeper and the evidence is clear:  Your senior manager is a critical perfectionist.  He micro-manages with sarcastic criticism and put-downs, browbeats staff relentlessly, never gives compliments and hogs the credit and shovels the blame.  He harasses, bullies and abuses his staff.  Even long-term stars want out and productivity is merely OK.  Unhappiness has spread to other departments that have interacted with him.

You can still find easy explanations to avoid getting involved: You have other worries, there are no red flags on balance sheets, he treats you OK and he hasn’t thrown anything, hit anyone or blown up in public.  Employees always complain about hard-driving leaders and why open a can of worms?

Leaders who still gloss over these situations are merely conflict-avoidant.  They’ll ensure years of hard feelings, declining performance, scorn behind their backs and, eventually, increased costs to clean out a bigger cesspool.  Or maybe they think they’ll be long gone before it backs up to their door.

Another option is often chosen by leaders who think, “We’re all good people here. If we got together we’d agree on an effective compromise.”  They hope the politically correct approach of facilitated negotiation will manufacture a solution that works for everyone.

But in this situation that’s just a band-aid.  It won’t lead to long-term, productive change because the problem is a brutal manager, not a lack of understanding and acceptance of different styles within a reasonable range.

At this point, there’s little incentive for the senior manager to make consistent, lasting change.  During negotiations a lot of talk will happen, fingers will get pointed, people will get argumentative and defensive, hopes will get raised and dashed, and people will become even more polarized, antagonistic and litigious.  You’ve simply delayed a real solution and upped the pain and cost.

I recommend a third option: To give the problem manager a chance to turn things around and mend fences, give him an ultimatum - “change or else” - backed by short timelines, close monitoring, effective support for the changes you want him to make and repeated praise from you for any progress.

Get a coach-advisor the manager can respect, accept and trust.  He will need to learn a new managing style and new communication skills.  Expect stepwise progress as he learns whether his new approach can keep productivity, quality and kudos high.  Help him maintain leadership credibility by requiring training for the whole department hand having him participate.

How do you know when to quit dodging your responsibility and to use the third option? A truthful and global costing out is crucial.  See original article for details.

Take into account the effects of his behavior on:

• Productivity.
• Time spent by HR, staff and supervisors in all departments talking about incidents and dealing with complaints and hurt feelings.
• Effects on inter-departmental interactions.
• Transfer and turnover of good employees, especially outstanding young people who would be the next generation of leaders.
• Monetary and emotional costs of facilitated negotiations that fail.
• Costs for litigation, lawyers and buying silence from many employees.
• Lost respect for you and lost passion for your mission and goals, which will infect the organization.

You may have heard the expression, “People don’t leave organizations; they leave bad supervisors.”  That’s much too simplistic.

Once you have competitive benefits, great people leave bad environments – including poor supervisors, peers and coworkers, and systems that thwart accomplishment.  The most effective way of keeping the best employees and managers is setting high standards and standing up for them.

Remember, your leadership is on trial also.

Often, individuals need coaching and organizations need consulting to help them design and implement a plan that fits the situation.  To get the help you need, call Ben at 1-877-828-5543.

Stop sneaky school bullies

Learn how to recognize and stop covert, sneaky bullies and control freaks in school. Overt bullies are easy to recognize; they’re loud, obnoxious, threatening and in your face.

Sneaky, stealthy bullies are harder to recognize.  But if we don’t recognize their tactics and label them as “bullies” we can’t energize ourselves to develop and carry out an effective plan to stop them.

Seven warning signs of sneaky, bullying controllers in school are:

1. They think their sense of humor is correct. They use you as an emotional punching bag.  They think they can say whatever they want and you’re supposed to take it.  They make nasty, vicious, demeaning, hurtful remarks to you and about you in public.  They point out all your mistakes and failings, and they tell your embarrassing secrets.  Then they laugh like it’s a joke.  If you object, they say you’re too sensitive or they were kidding.  They think your feelings are stupid and not logical.  But you better not say anything about them.
2. They elbow you or knock your books down and look innocent and pretend it was an accident. And they smile.
3. Bullies form cliques and gangs. They cut you out.  They lure or push other kids to bully you also.  They say bullying you is your fault because you’re different.  But the real reason they bully is that they’re bullies.  They want power and control, and to feel good by putting you down.
4. They’re sure they’re more important than you are. They think your whole life should be devoted to their needs, wants and whims.  If you won’t, they’ll make you look bad.  They pretend to be your best friend but then you have to do what they want, or their feelings will be hurt.  They’ll spread gossip, rumors and lies about you.
5. Everyone is a pawn in their game. They think you have value only as long as you can help them or you worship them.  They’re selfish, arrogant and demanding; they think they should be catered to or waited on.  Anyone who doesn’t help or who gets in their way becomes an enemy.  You’re afraid that if you disagree, they’ll strike back at you.
6. They think their excuses, excuse them. They think their reasons are always correct and are enough to justify what they do.  They think that if you don’t agree, you simply don’t understand or you’re evil.  The absolute certainty of these manipulative narcissists seduces you into self-doubt and self-bullying.  You become unsure of your own judgment and wisdom; eventually you give in to them.
7. They think their logic, reasoning and rules, rule. They think they’re allowed to do anything they want – to take what they want, to harass, abuse, attack or to strike back in any way they want – but everyone else should be bound by their rules.  If your feelings are hurt by what they’ve said or done, they say it’s your fault and your problem.  They’re right and righteous.  Everything is your fault.

Sneaky bullies are emotional manipulators.  They try to make you feel helpless and hopeless.  They isolate you.

Ignore your self-bullying; that little voice that doesn’t like you, that tells you that the narcissistic control-freak might be right.  If you don’t trust your own guts you’ll get sucked in, just like you would into a black hole.

You can never be kind, nice, sweet or caring enough to change them.  You are not the therapist to solve their psychological problems.  The responsible adults are supposed to stop them and then change them or to isolate them.  They’re bullying, control-freaks.  Don’t debate or argue with them, but don’t ignore them.

These bullies have been around forever.  A quote from one of the oldest books we have, “The Mahabharata,” says, “If you are gentle, [bullies] will think you are afraid.  They will never be able to understand the motives that prompt you to be gentle.  They will think you are weak and unwilling to resist them.”

See them as the sneaky bullies they are.  Fight back verbally.  Get help.  Have your friends record what the say and do.  That’s what cell phones are really for.  Get help from a trusted teacher and you parents.  Fight back physically if you can and have to.

If we don’t stop bullies, they’ll think we’re easy prey.  Like sharks, they’ll just go after us more.

Keep a flame burning in your heart.  You may be a target; don’t be a victim.  Fight back.

What’s the price of tolerating bullies; slow erosion of your soul.

Since all tactics depend on the situation, expert coaching by phone or Skype helps.  We can design a plan that fits you and your situation.  And build your will and skill to carry it out effectively.

Develop new leaders now or risk your company's future

Football teams plan ahead for injuries to their players but usually not for the departure of their head coach.  One result: teams often have trouble succeeding even with great replacements. Many companies set themselves up to fail because they aren’t developing replacements for their top leaders.  You can’t start cultivating senior leaders at the last moment, just like you can’t start cultivating a garden the day before you want to harvest.

To read the rest of this article from the East Bay Business Times, see: Develop new leaders now or risk your company’s future http://eastbay.bizjournals.com/eastbay/stories/2005/01/17/smallb5.html

RHR International, management psychologists who help leaders develop new leaders, surveyed more than 100 Fortune 500 companies and found that:

• In the next five years there will be a huge exodus of senior talent.  Half the companies anticipated losing half their senior staff.
• 57 Percent of companies have been developing high-potential talent for three years or less.
• 75 Percent have low confidence in their ability to meet their growth needs through internal leadership develop.

The cost of putting off leadership development is huge.  Instead of a thorough program to find and develop the best people, frantic attempts to fill voids will require accelerated searches at premium prices.  Hasty replacement of senior leaders usually means fielding a team that isn’t adequately prepared to work together.  High failure rates cascade problems into every area of the company.

Inadequate succession planning can damage any company, big or small.  But my experience is that the problems are magnified at small and mid-sized companies because there’s usually less room for error.

Typical excuses of procrastinating leaders are:

• Teenage Thinking: They’re invulnerable; don’t care about what happens after they move out; and are shortsighted - too busy and too cheap to spend money on tomorrow.
• The Ostrich Philosophy: I’ll deal with it more easily later or it’ll take care of itself.  But, just like putting off health care, most people will pay dearly when it’s too late for preventative medicine to be effective.

The most important factor in successful programs is the personal involvement of leaders.  Other crucial factors are:

1. Constantly scout for new talent.  Make your effort intentional and integral to your daily activities.  Find who sparked successful projects, rallied people and brought in fresh thinking. Ask other senior leaders, “How do we round them out and who’s going to work personally with whom?”
2. Follow selection of high potential candidates with a systematic, individualized program to help them learn crucial leadership qualities you’ve identified.
3. Act as a model, not merely a repository of information.  Technical skills, information and today’s correct answer are not enough to develop people capable of leading your enterprise.
4. Be present and clear.  Brief potential leaders up front what you want them to demonstrate.  During development, include them in the inner circle of your thought processes; teach them how to ask the right questions; give them immediate, timely, specific feedback.  Debrief formally.
5. Have pride in leaving a personal legacy.  Successful transitions are usually directed by leaders who want to be remembered for building a company that’s prepared to thrive without them, not for leaving their babies exposed to the elements. Plug-and-play, mobile CEOs usually don’t have the emotional investment required for intensive mentoring.

Spend a little now to build the next generation of senior leaders or you might lose the farm paying the bill later.

Often, individuals need coaching and organizations need consulting to help them design and implement a plan that fits the situation.  To get the help you need, call Ben at 1-877-828-5543.

Stop bullying by toxic adult children

How can we stop bullying in our lives by our toxic adult children? These adult bullies blame you for everything in their past and for all their problems now.  You were not really a bad parent; you didn’t do anything particularly wrong.

But when you’re with them for a while, a seemingly good visit turns ugly because they blow up and verbally or physically attack you.  No matter what you do, you’re wrong.  You’re damned if you do and damned if you don’t.

Sometimes, your child has married a controlling bully who hates you or wants you to bribe them with money with sucking up to them in order to get what you want – like seeing your child or grandchildren.  And your child goes along with their arrogant spouse’s harassment and abuse.  I’m sorry – that’s the worst kind of pain and emotional blackmail.

Sometimes they’re nice in public and only attack you in private, so you look bad if you say anything critical about them.

Even when you do what they want, later they change their mind and they attack you for having done the wrong thing.

They trigger your guilt for every little parenting mistake and your wishful thinking that if only you said the right thing or gave them enough, they’d finally forgive you and straighten their miserable lives out.

You’ve tried to do everything they want.  You’ve accepted all the blame.  You’ve given them all you have.  But they still blow up and abuse you.  They’re always right and you’re always wrong.

Now you have to face the bitter truth.  You’ll never say the right thing that they’ll accept; you’ll never do enough; they’ll never forgive you and act nice.  They’re still trying to get what they want by beating you into submission.

You keep trying to prove that your intent and behavior was caring, but you can’t prove it to them.  They always twist everything.

You’ll never stop their attacks by begging, bribery, appeasement or the Golden Rule.

You have to protect and defend your personal space from pollution by toxic predators and bullies who dump their toxic waste on you.  Think of your personal space – including your car and home – as an isle of song; your own precious island.  You have to keep narcissistic, righteous, nasty, hateful bullies off your island.

Even if the toxic polluters are your own flesh and blood, you can’t allow them to trash your environment by abusing you – in public or in private.

I know it’s painful and scary.  If you protect yourself, they’ll withhold your grandchildren, while they tell them how rotten you are.

It’s also very hard if you’re the second spouse and the grown kids are from first marriage.  Even if you were great to them before, now they abuse your spouse and maybe you also.  But the spouse you want to protect, insists that you stand by and watch them being abused.  How painful is that?

If you continue to accept abuse, even just to see the grandchildren, your child or their spouse will still never forgive or like you.  But as your grandchildren grow, they’ll learn by the example you set in taking the abuse.  They’ll learn from their parents that the best way to get what they want is to beat someone into submission, to blackmail them emotionally or to withhold what they want most.

Don’t teach your grandchildren that lesson.

What you let be poured into your life, you must deal with.  Be careful.  Guard your personal ecology.  Don't allow anyone to poison your life – even your children.

Demand quality from yourself and others.  You'll get what you put up with, so put up only with quality.

What’s the price of tolerating bullies, even for a good cause; slow erosion of your soul.

Since all tactics depend on the situation, expert coaching by phone or Skype helps.  We can design a plan that fits you and your situation.  And build your will and skill to carry it out effectively.

It's not what you say – but how you say it – that counts

Effective communication isn’t just what you say.  How you say it is equally important. Consider the case of Pam, Jennifer and Greg.  Pam and Jennifer were valued employees about to be discarded because of a simple communication style difference.

To read the rest of this article from the Business Journal of Jacksonville, see: It’s not what you say – but how you say it – that counts,

http://jacksonville.bizjournals.com/jacksonville/stories/2005/03/28/smallb3.html

After Jennifer researched possible solutions to a problem, she’d tell her boss, Pam, the conclusions before presenting how she’d arrived at them.  Pam felt manipulated and insulted and considering firing Jennifer.

At the same time, Pam was getting great results but sensed that her boss, Greg, was upset with her.  He looked bored and impatient in their meetings.  She’d overheard him saying she was a fuzzy thinker who didn’t have the incisive mind necessary for promotion.

She’d tried to please him by giving him more extensive reports of potential projects, especially the process by which she’d gathered the information.  She wanted to make sure he had all the details so he could make up his own mind before she presented her suggestions.

Jennifer and Greg are “bottom liners.”  They present options or conclusions first so people can analyze their reasoning to see if they’d arrive at the same ones.  Greg wants a conclusion up front so he can decide rapidly whether he likes it or whether he needs to hear more details.  Once he reaches a decision, he doesn’t want to waste his time on extraneous information.

Pam is a “processor.”  She reviews how she arrived at a conclusion before giving her favored option.  That way, people can make up their own minds, without manipulation, to see if they arrive at the same one.

Miscommunication resulting from different communication styles causes escalating hostility, extra work, diminished productivity and lost profits.

Each style has benefits, but each also creates problems.  How do you discover what they are? Ask someone who favors one style about its advantages and about the problems with the other style.

Take responsibility for matching preferred work styles and communication.  Although it’s easy to become righteous in defending your favored style of communication, results are more important than style.

People are not their titles or functions, they’re individuals and most are trying to do their best in ways that have worked for them before - despite what you may think about them because you favor your style and can justify why it’s best.

In our time, diversity makes the problem worse.

Learn to detect other people’s preferred styles and how to communicate effectively in that style.  That’s not too much for you to learn. You’re a human being, designed to learn these styles rapidly.  That’s how all babies learn to please and manipulate their parents.

Whenever possible, communicate face-to-face when something might be sensitive or at the first sign of a misunderstanding or adverse emotional response.  Don’t text or use e-mail.  Get away from your desk and share coffee or food.  Create a human interaction with two people trying to understand how to talk to each other to get the best results, not an interaction to see who is right or can beat the other person down.

I typically focus on preferred styles in about 30 different situations.  A few other examples of important communication style differences are: saying things bluntly vs. talking around a subject; preferring written vs. verbal communication; brainstorming by talking vs. talking only after making a decision; focusing on the exact dictionary definition of words vs. expecting people to read between the lines; communicating in thoughtful monotones vs. passionate variations.

Are your messages going unheard or are you misunderstanding individuals and groups with different communication styles?

Often, individuals need coaching and organizations need consulting to help them design and implement a plan that fits the situation.  To get the help you need, call Ben at 1-877-828-5543.

Stop narcissistic bullies and control freaks in relationships

How can we recognize and stop covert, sneaky bullies and narcissistic control freaks in relationships. Overt bullies are easy to recognize; they’re loud, obnoxious, threatening and in your face.

Sneaky, stealthy bullies are harder to recognize.  If we don’t recognize their tactics and label them as bullies or control-freaks, we won’t energize ourselves to develop and carry out an effective plan to stop them.

Seven warning signs of bullying controllers are:

1. They think they know best about everything; just ask them.  They point out all your mistakes and failings.  They think you should ask their permission before you do anything.  They make your life miserable if you don’t do what they say.  Their absolute certainty seduces you into self-doubt and self-bullying.  You become unsure of your own judgment and wisdom; eventually you give in to them.
2. They think they’re more important than you are.  Your whole life should be devoted to their needs (wants, whims).  Their desires, jealousies, issues and concerns (not yours) become the focus of all interactions.  They’re entitled to get what they want.  Their feelings are their justifications for anger, retaliation and revenge.  Their feelings get hurt so easily that you’re too polite or too afraid to upset them by trying to make your feelings or opinions matter.  They’re controlling, stealth-bullying partners and spouses.
3. They think their sense of humor is correct.  They can say whatever they want and you’re supposed to take it.  They make nasty, vicious, demeaning, hurtful remarks to you and about you in public, or they tell your embarrassing secrets.  Then they laugh like it’s a joke.  If you object, they say you’re too sensitive or they were kidding.  Your feelings are stupid and not logical.  And you better not say anything they don’t like.
4. Everyone is a pawn in their game.  You have value only as long as you can help them or you worship them.  They’re selfish, arrogant and demanding; they think they should be catered to or waited on.  Anyone who doesn’t help or who gets in their way becomes an enemy.  You’re afraid that if you disagree, they’ll strike back at you.
5. They think their excuses, excuse them.  Their reasons are always correct and are enough to justify what they do.  If you don’t agree, you simply don’t understand or you’re evil.  Self-deluded narcissists think their jealousy, anger and hatred are not bad characteristics.  You’d better agree or else.
6. They think their logic, reasoning and rules, rule.  They’re allowed to do anything they want – to take what they want, to attack or to strike back in any way they want – but everyone else should be bound by their rules.  If your feelings are hurt by what they said or did, it’s your fault and your problem.  They’re right and righteous.  Everything is your fault.  They’re great debaters or they simply talk so loud and long that eventually you give in.
7. They think they don’t have anything to learn.  They insist on doing things their way, even though they fail repeatedly.  They won’t listen; especially when they’re failing.

Also, anyone who harasses, bullies or abuses helpless people – like clerks and waiters – will eventually get around to bullying you.  Get rid of them on the first date.

You’re never going to change them.  They’re bullying, control-freaks.

Don’t debate or argue with them.  Don’t wait for them to agree or to give you permission.  Plan in secret if you have to.  Dump them or get away as fast as you can.  Even if you’re married with children, get away.  Set a good example for your kids.

Ignore your self-bullying; that little voice that doesn’t like you, that tells you that the narcissistic control-freak might be right.  If you don’t trust your own guts you’ll get sucked in, just like you would into a black hole.

If we don’t stop bullies, they’ll think we’re easy prey.  Like sharks, they’ll just go after us more.

Since all tactics depend on the situation, expert coaching by phone or Skype helps.  We can design a plan that fits you and your situation.  And build your will and skill to carry it out effectively.

Stop sneaky workplace bullies

Learn how to recognize and stop covert, sneaky bullies and narcissistic control freaks in the workplace. Overt bullies – whether they’re bosses, coworkers or supervisees – are easy to recognize; they’re loud, obnoxious, threatening and in your face.

Sneaky, stealthy bullies are harder to recognize.  If we don’t recognize their tactics and label them, we can’t energize ourselves to develop and carry out an effective plan to stop them.

Seven warning signs of sneaky, passive-aggressive bullies are:

1. They want to control all the turf. They form hidden, unofficial power centers on their teams.  They want you to ask their permission before you do anything.  In subtle, manipulative, bullying ways they’ll harass and abuse you until you walk on egg-shells around them.  Sometimes they gain power and control by being nasty and vicious behind your back.  Sometimes they gain control by being hypersensitive, so you’re afraid to hurt their feelings and set them off.  I call these hypersensitive ones, “professional victims.”
2. Sneaky bullies think they know best about everything; just ask them. They make your life miserable if you don’t do what they want.  With a seemingly friendly smile, they point out your mistakes and failings.  Their absolute certainty seduces you into self-doubt and self-bullying.  You become unsure of your own judgment and wisdom; eventually you give in to them.
3. They know they’re more important than you are. They think your whole life should be devoted to their emotional needs, wants and whims.  Their desires, jealousies, issues and concerns (not yours) become the focus of all interactions.  They think they’re entitled to get what they want.  Their feelings are their justifications for their anger, retaliation and revenge.  They’ll fight to the death over things you think are trivial.  They never really apologize or compromise, even if they say the words.  You may think that by giving in one time, they’ll give in the next time.  But they never give in.  They push each new boundary endlessly.
4. They think their sense of humor is correct. They think they can say whatever they want and you’re supposed to take it.  They use you as an emotional punching bag.  They make nasty, vicious, demeaning, hurtful remarks to you and cut you down in public, or they tell your embarrassing secrets.  Then they laugh like it’s a joke.  They don’t care about your pain or wishes.  If you object, they say you’re too sensitive or they were kidding.  They think your feelings are stupid and not logical.  And you better not say anything they don’t like.  They think they don’t have anything to learn.  They insist on doing things their way.
5. Everyone is a pawn in their game. You have value only as long as you can help them or you worship them.  They’re selfish, arrogant and demanding; they think they should be catered to or waited on.  Anyone who doesn’t help or who gets in their way becomes an enemy.  They form cliques and mobs who support them or who do their dirty work.  Sometimes they are entrenched in the workplace – they have friends in high places.  You’re afraid that if you disagree, they’ll strike back at you.
6. They think their excuses, excuse them. They’re sure their reasons are always correct and are enough to justify what they do.  They think that if you don’t agree, you simply don’t understand or you’re evil.  Self-deluded narcissists think their jealousy, anger and hatred, their manipulation and back-stabbing are not bad characteristics.
7. They think their logic, reasoning and rules, rule. They think they’re entitled to do anything they want – to take what they want, to ridicule and attack you or to strike back in any way they want – but everyone else should be bound by their rules.  They think that if your feelings are hurt by what they’ve said or done, it’s your fault and your problem.  They know they’re right and they’re righteous.  They’re great debaters or they simply talk so loud and long that eventually you give in.

Ignore your self-bullying; that little voice that doesn’t like you, that tells you that the narcissistic control-freak might be right.  If you don’t trust your own guts you’ll get sucked in, just like you would into a black hole.

You’re never going to change them.  They’re bullying, control-freaks.

Don’t debate or argue with them.  Find someone high up on the totem pole to help you.  Make a business case for how damaging their tactics are.  Get allies who also want to stop them.  Shine a light on their tactics and their cliques.

If we don’t stop bullies, they’ll think we’re easy prey.  Like sharks, they’ll just go after us more.

Often, individuals need coaching and organizations need consulting to help them design and implement a plan that fits the situation.  To get the help you need, call Ben at 1-877-828-5543.

Stop bullying by toxic teens

Many parents, especially single parents weighed down by guilt, allow themselves to be harassed, bullied and abused overtly and covertly by their teenagers who have finished high school and are physically and mentally fine.  They allow those big, toxic teens to hang out at home for free, doing nothing, while they wait on them and let the teens abuse them.  Unless the parents change, they’ll allow this behavior to last into their children’s twenties. No wonder these lazy, sullen, angry, sneering, sarcastic teenagers feel entitled.  Nothing bad ever happens to them when they trash the house, demand to be catered to and abuse their parents.

Tolerating bad behavior only enables it and encourages these teenagers to act worse.  No wonder these big brats don’t respect parents who don’t demand respect by having consequences when respect isn’t given.

These parents usually hope that if they’re nice enough to their abusive teenagers, someday the brats will like them and will wake up transformed.  The spoiled brats will then be as nice and polite as when they were little.  They’ll become self-supporting, hard workers.

This wishful thinking is wrong!

I’m not saying that the spoiled brats are bad people.  I am saying that permissive parents encourage kids to act out of the worst characteristics of their egos and personalities.  It’s always easier for these teens to sink down to the most lazy, selfish, self-centered, narcissistic parts of them.

These permissive parents are not setting high standards of polite and civil behavior.  Their expectations are too low.

Many of these permissive parents are secretly afraid that their big brats are too fragile to succeed, even though they’re mentally and physically capable.  They’re afraid that if they demanded good behavior and self-sufficiency, the teens will give up and fail.  Maybe, if they coddle them longer, they’ll change.  So they continue coddling and praying.

The same is true for brats who are juniors and seniors in high school.

Instead of giving in, assert yourself and protect your personal space, even against your precious flesh and blood.

1. Set standards of polite, civil behavior that are not up for debate.  Detail the standards and say that the list will be growing as you think of new ones.  Your bullying teen’s agreement or disagreement with the standards is irrelevant.  Stop negotiating endlessly over everything. Don’t let them wear you down in endless debates.  Your standards are requirements.
2. When they complain, keep saying, “That’s a real problem.  I hope you can solve it before you’re on the streets.”  You may make a suggestion one time, but after that, don’t accept responsibility for solving their problems.  Their difficulties don’t affect your applying consequences.
3. Have real and immediate consequences if your brat doesn’t live up to your standards.  Only have consequences you’ll actually apply. Your explosions, rage and threats are not consequences.  Most young adults think they’ve won when you’ve lost it.  They know you’ll feel guilty and relent.  Usually, effective, immediate consequences are that the big brat has to move out – no negotiation, no promises accepted. Performance counts; not promises.
4. See the grown kid as a “guest” in your home.  They have to behave like good guests or they can’t stay.  They have a choice: Behave and stay, or resist and leave.  It’s clear, straightforward and simple; just not easy for you.
5. Don’t give them a second chance; do the consequences you said.  Typically, since they’ve gotten away with being jerks for so, long they won’t believe you’ll really do anything.  So, they’ll push the boundaries to test you – maybe doing something minor to see if you’ll really act. And they’ll have their reasons, excuses, justifications and promises.  Or they’ll attack you verbally or physically.
6. Be crystal clear: If they threaten or assault you or your possessions, you’ll call the police like you would on any vandal you didn’t know Document evidence and report them.

If they treat you mean, don’t let them stay with you simply by paying rent.  Let them try treating a landlord mean.

The more you’re smiling, even-handed and matter of fact as you throw them out, the better.  You have good reason to be happy; you’re getting back your peace, quiet and space.  The moment they leave, get rid of their stuff; convert their room into something you can use.

It will do them a world of good to try living with a friend’s family or even with a bunch of friends.

What if they say you’re a bad mom? You have to know who is wiser – you or a selfish, petulant, narcissistic 19 year-old.

What if their friend’s parents think you’re a bad mom? You know what you know.  Those parents just told you they can be conned by your kid and that he needed kicked out.  He’s still trying to manipulate people to give him things, instead of working for them.  Also, they just told you that you don’t want them as friends.

What if your baby has to live on the streets or fails at life? We can never know what might be.  But we do know that teens who don’t exert themselves, need to be kicked out of the nest.  It’s the only way they have a chance to learn how to fly

After you throw them out, define the new relationship you want. You get together with people who are fun, interesting and treat you nice.  If they’re willing to do that, you’d be glad to meet them at restaurants or movies, and even treat them sometimes.  Your needs and wants are at least as important as theirs.

Is this emotional and financial blackmail? Definitely; you bet.  What’s the problem?  This is real adult life.

Stop trying to teach them life’s lessons but do continue to plant seeds. They’ve already decided not to learn the lessons of life from you.  They’ll have to learn them the hard way – from the world.  Stop trying to teach those lessons.

Continue to plant seeds about what it takes to be with you:

1. “If you fail, it’s your fault; I won’t be accepting guilt for your failures anymore.  Your task is to create a wonderful future no matter how much you think everyone, especially, me, has wronged you.”
2. “You’ll get more from me by being nice than by trying to beat me into submission.  If you use anger or rage, I’ll automatically say ‘No.’”
3. “If you make things fun for me, if you bribe me, I’ll consider doing some of the things you want.”
4. “Now that you’re older than three, any authority and control over your life has to be earned by your being nice (or sucking up to me) or by your supporting yourself and living independently.  You’d better have a skill so you can get a job to pay for a car, insurance, an apartment and food.  Earn them and you’ll earn the right to be in charge of your life.”

Sixteen to twenty five year-olds need to stop trying to get what they want by beating their parents and start getting it from the world by their own efforts.

How do you feel when you see them living on your couch when they’re 42?

Since all tactics depend on the situation, expert coaching by phone or Skype helps.  We can design a plan that fits you and your situation. And build your will and skill to carry it out effectively.

Don't let employee with bad attitude prevail

Attitude is critical.  If your attitude is good, then misunderstandings, disappointments and adversity can be handled professionally and kept from escalating in serious problems. But a poor attitude can turn even minor issues into a job-threatening mess.

To read the rest of this article from the Denver Business Journal, see: Don’t let employee with bad attitude prevail http://denver.bizjournals.com/denver/stories/2005/03/14/smallb2.html

For example: Opal was a young employee, new to a well-functioning team.  Her supervisor had already acknowledged that Opal was bright, competent, personable and likely to be a star.  Unfortunately, in Opal’s mind, she already was a star and entitled to celebrity treatment.

Like other team members, Opal was allowed to work four ten-hour days as long as she adjusted her schedule with the rest of the team to ensure coverage at all times.  But Opal rapidly began taking advantage, setting her own schedule without consulting anyone and taking time off at the beginning and end of the day.

These seemed like minor incidents to her supervisor, who reminded Opal of the team agreement about coordinating schedules and pointed out that she was alienating some people.  Opal became visibly upset and argued vehemently that she deserved special treatment.

Opal took a minor, easily fixed issue and escalated it into a big problem.  Opal’s supervisor told her that the agreement to coordinate flextime was the way it was.  Opal retorted that she didn’t like it and her supervisor could expect her to be displeased and show it.

Opal dimmed her own rising star with her bad attitude, made worse because she was so blatantly self-centered and oblivious to team processes.

Opal then reported her displeasure to her boss’s boss.  Later, when Opal’s supervisor took her for coffee, Opal was smug.  She was sure her supervisor had been reprimanded for not handling her the way she wanted.

But Opal’s supervisor hadn’t been reprimanded.  She had a well-deserved reputation for being a considerate, calm person who built highly productive, caring teams - and her boss assumed Opal was the problem.

Opal’s supervisor told her she expected Opal to “display a wonderful attitude toward me and the rest of the team members, whatever your feelings.”

Opal’s supervisor gave her a great gift by having private conversations, being clear about what it took to rise in that company and offering specific advice to help Opal get back on track.

This was a crucial time for Opal.  She hadn’t gotten what she wanted and had thrown a fit.  She’d acted like she did when she was a child facing her mother – using emotional intimidation and bullying to get her way.  If she didn’t change her attitudes, she’d lose her job.

A major test for us is, what do we do when we’ve made mistakes, been reprimanded or been defeated.  Look at the 100 richest people in the world, the 100 greatest people in all of history, the 100 greatest athletes.  They’ve all made mistakes, been dressed down and defeated … and their setbacks have usually been in public.

If you were Opal’s supervisor, what would you do to try to save a potential star?  Some suggestions are: See whole article for details.

• Meet away from the office for only one heart-to-heart talk about attitudes required for success.
• Set clear boundaries – “show this behavior or else” - and stick to them.
• Review the plan with your manager, including a plan if Opal continues going over your head.
• Hire a coach, for two sessions maximum, so Opal hears what she needs from an outside expert.
• Don’t give more chances; don’t reward Opal in hopes she’ll like you and act better.
• Don’t wallow in self-doubt - you wouldn’t get better results if you were sweeter, kinder and gentler. Opal’s mother never did.

Often, individuals need coaching and organizations need consulting to help them design and implement a plan that fits the situation.  To get the help you need, call Ben at 1-877-828-5543.

Kids need to know when they sense the truth

Some people hesitate to acknowledge the truth kids see, know or sense.  Common examples are when kids sense they’re unsafe in the presence of:

• A neighbor or a family friend or relative or someone’s unleashed pet.
• An older kid who lives next door or who’s included in family activities.
• One parent in a divorce or someone at that parent’s home.

Sometimes, adults simply don’t see the truth themselves, but more often, some adults:

• Want to maintain illusions that these close people are not actually dangerous.
• Hold back because they don’t want to say anything bad about someone like an ex or a relative.
• Have a value that it’s wrong to judge a person’s identity as bad or evil.

Some parents hesitate even when the danger is obvious and glaring.

These hesitations are wrong and very damaging to the kids.  Kids need to now that they may be in dangerous situations even at home.  Especially, kids need to know when what they sense is accurate.

Jane’s father had even seen his five year-old daughter yelled at, harassed and verbally and emotionally bullied by the new boyfriend of his ex, Jane’s mother.  So when Jane said she was scared to go there and that the boyfriend was bad to her, he knew her fears were well-grounded.  Jane also said that her mother had said that the boyfriend was a good person.  Obviously, Jane was unsure what to think.  But she knew what she felt.

Jane’s father was a nice person and didn’t want to think of the boyfriend as a bad person, so he hesitated in responding to Jane.  He didn’t want to say that someone was bad.  Also, he thought it was important for a child to see her mother often and to like her mother’s friends.

Get your hierarchy of values and priorities straight.  Jane’s father is missing the point.

1. Jane’s father has conflicting values and hasn’t effectively organized his priorities in a hierarchy of importance.  It may be important to him not to judge or label people as “bad” or “evil,” but more important than that value is the value of protecting his child.  And there’s a way he can intervene without judging the boyfriend’s identity.
2. Jane is unsafe.  She’s being subjected to mental and emotional bullying and abuse.  Her mother may be also.  And both Jane and her mother may be targets of physical abuse already or in the near future.  Jane’s father must intervene effectively even though he may have difficulties because of court ordered divorce requirements or because of the possibility of starting a fight with his ex in court.

Kids need to know when their sense of things is accurate and true. A key step in developing confidence and self-esteem is learning when we can trust our estimations of people and situations even if other people disagree or our self-bullying, “monkey mind” tries to talk us out of what we sense to be true.  Tremendous damage is done to kids when adults tell them not to trust their feelings, thoughts and intuitions.

Jane needs to know that she’s right.  What she estimates as “not safe” and “fear” is accurate.  She should not be talked out of those accurate estimations because of big and meaningless words like “compassion,” “kindness” or “being non-judgmental.”  She must know that she does see the reality of the situation.  Even more damaging than thinking that “love” means putting herself in dangerous and painful situations, if she’s talked out of her feelings, she’ll grow up riddled with self-doubt.

To protect Jane, we don’t need to judge the boyfriend’s identity. Jane, at age five, may think in terms of good or bad, but we don’t have to.

Thinking in those terms is usually a self-motivation strategy.  Some adults generate enough anger to act only if they think in those terms.  Then they often over-react because they’re so emotional.

But we can act simply when we recognize that a situation or person is dangerous.  We don’t need to get into a highly emotional loop that keeps us from acting effectively.  And we don’t need to label people’s identity.  We can simply discern a pattern in their actions no matter what their reasons, excuses or justifications are.

In a way that a five year-old can understand, Jane’s father must acknowledge to Jane that she’s right; the situation is painful, dangerous and scary.  Then he can deal with the difficulties in the situation.  If Jane’s mother is also feeling abused by her new boyfriend, Jane’s father may be able to stimulate her to act without her admitting she’s done anything wrong – which might make it easier for her to act.

But Jane’s father may have to deal with difficulties in order to protect Jane.  Can he get Jane’s mother to get rid of the boyfriend without going to court?  Can he get documented evidence that a court would accept?  Must he get a court-approved psychological evaluation, which would put Jane in the middle of choosing between her parents?

These are not easy choices.  Jane’s father probably needs good legal advice before he begins.

But he must act soon.  He can’t keep putting his daughter in danger.

Since all tactics depend on the situation, expert coaching by phone or Skype helps.  We can design a plan that fits you and your situation.  And build your will and skill to carry it out effectively.

Surviving crises while that crucial someone is gone

What do you do when someone you depend on must be gone and you have to pick up the slack?  Typical scenarios when this happens include termination, vacation, downsizing or personal crisis. To read the rest of this article from the Business First of Columbus, see: Surviving crises while that crucial someone is gone http://columbus.bizjournals.com/columbus/stories/2005/07/11/smallb4.html

For example, Brad and Harry had been partners for years and depended on each other daily.  When Brad’s father had a stroke and went into a coma, Brad’s work life stopped but Harry’s didn’t.  Harry had to do both their tasks.  But how could he complain when Brad rushed to be at his father’s side?  Brad knew Harry would understand.

As days stretched into weeks, Harry became overwhelmed.  But he certainly didn’t want his weaknesses to burden Brad, who had “more important” things on his mind.

What could Brad and Harry do to repair the torn relationship and keep the company going?  What can you do if you find yourself with a similar situation?

Here are six basic guidelines for dealing with a crisis that requires a team member to be absent from work – for details, see the original article:

1. Always begin with the relationship.
2. Accept that you can’t accomplish everything.
3. Take care of yourselves physically, emotionally and spiritually.
4. Increase communication appropriately.
5. Avoid unilateral decisions whenever possible.
6. No guilt; no recriminations.

Brad and Harry used a seven-question process for daily triage of their tasks. It can work for you, too – for details, see the original article.

1. What must we do today and this week?
2. What are we capable of doing; given the energy and help we have at this moment?
3. What do I need your help with – physically and emotionally?
4. What can’t I do and what won’t I do?
5. What will I do?
6. What must we let go of?
7. What temporary help do we need?

By disciplining themselves to follow the process, the partnership and business withstood the crisis.

A note to senior managers: Which lower level managers will struggle unless you to provide them with this process?

Often, individuals need coaching and organizations need consulting to help them design and implement a plan that fits the situation.  To get the help you need, call Ben at 1-877-828-5543.

Resist Bullies' Anger and Pressure

Some bullying spouses, abusive extended-family members, people you call friends, bullies in school and bullies at work will try to pressure you to do what they want; to do what they think is right.  And they’ll have their “good” reasons in order to justify why you should do what they want.  And if you don’t do things their way, they’ll be angry, try to get other people to pressure you or try to force you by threatening to shun you or to hold that grudge forever. So how can you think of the situation so you’re free to do what you want?  And what can you do?

You decide who gets to vote on your choices. You might allow some decisions be decided by majority vote but there are others in which you want only yourself and your spouse to vote.  Common examples in which not everyone should vote are in the planning of events – who gets invited to weddings or graduation or holiday parties.  Other examples might be what you do on vacation or what you do for work and where or who you date after your beloved, long-term spouse dies or what you do with your retirement.

There are moments of truth for each of us when we test other people: do they try to beat us into submission to do things their way or do they encourage us to follow our soul’s direction even after they’ve offered advice to go in a different direction?

How do you know you’re being given advice or facing arm-twisting? If you don’t take advice, the relationship goes on as before.  If you don’t take arm-twisting, you’ll son face a head-lock.

Don’t let anyone beat you into submission; not parents or children or friends. Don’t allow your life to be a debate to figure out the “Right” way to do things, with the rule being majority rules.  Don’t give people power over your choices.

If you argue on a bully’s grounds, you’ve already lost.  Once you’ve started arguing with someone expressing their opinion, you’ve already agreed that they get to vote and you can’t do what you want unless they give you permission to.  But you’ll never convince some people to allow you go your own way when it’s not their way.

If you want to listen to someone’s ideas but not allow them to vote, you can say, “You can share what you would do or how things seem to you, but I won’t discuss, debate or argue what’s ‘right’ or ‘best.’  I’ll make my own decisions.”   That will clarify what you’re going to do.

However, be prepared for them to harass and pressure you, and try to beat you into submission anyway.  If you allow them to control your life, why should they stop arguing?  That’s when you can say, “If you want to try to beat me into submission, I’ll stop talking with you.  My life is not a democratic vote.”

But what if they threaten to vent their anger forever or never to see you again? This is a wonderful opportunity to clarify who you’ll allow on your “isle of song.”  This is a wonderful opportunity for you to decide what counts more, good behavior or bullying blood.

This is a moment of truth for you: you get to decide, as an adult, what values, attitudes and beliefs to you want to have in your life.  Even more, you get to decide which values are more important when some of those values conflict or are even mutually exclusive.

Since all tactics depend on the situation, expert coaching by phone or Skype helps.  We can design a plan that fits you and your situation.  And build your will and skill to carry it out effectively.

Don't let time-wasters impose on you

Are you effective at saying “no” to colleagues who waste your time?  If you answered “no,” you’re not alone. To read the rest of this article from the Dallas Business Journal, see: Don’t let time-wasters impose on you http://www.bizjournals.com/dallas/stories/2005/07/18/smallb3.html

We’ve all experienced time-wasters – people who regularly interrupt, gossip, tell bad jokes, share intimate details about their marriages or aches and pains, or go on endlessly about religion, politics or people they’re angry with.

Sometimes, they’re friendly, likeable people and we’re drawn in by their personalities and stories.  Sometimes they’re needy, malicious, annoying people who leave us feeling like we’re buried in dirty laundry, or limp, like our blood has been drained, or so frustrated we could scream.

Whether they waste our time because they’re friendly, bored, lazy, enjoy gossiping, need to tell their sad story, want to be liked or have hidden agendas, they’re oblivious to our need to get back to work.

There are two distinct steps we need to take in order to break free from time-wasters:

• Give ourselves permission to say "No."
• Then make our “no” effective.

The first step is harder than it seems for many people.  These people hold themselves captive to this bullying and abuse because they think the most important value is being nice, kind and not asking directly for what they want.  They let themselves get bullied because they’re too polite to resist.

Other feelings and reasons that typically keep people from setting boundaries effectively are: see whole article.

Time-wasters who ignore standard, indirect cues are rude.  We have to decide what’s more important; old rules about pleasing people or our need to succeed.

We’re not their therapists.  We’ve already tried to solve their problems and failed.  They’ve said, “Yes, but” to every suggestion.  We’ve also tried to like them enough so they won’t feel needy, but they’re always back the next day looking for more.

The second step to saying no effectively is to follow up with effective action.  Asking is not enough because, by definition, relentless time-wasters don’t respond to common, subtle cues.

Imagine a staircase of responses, moving up from the most indirect to more direct, firm ones.  Most people begin by giving indirect cues like ignoring time-wasters when they first come in, looking at their watches, turning away and continuing a task while they’re being talked at.

Since that hasn’t worked, we have to look and sound firmer as time-wasters force us to up the level of our response in order to get them to leave.  Start with a smile, control our side of the interaction and act as consistently as we can.  For more suggestions: see whole article.

A coaching client had been afraid that Mike would tell everyone that she was callous and hostile if she tried to stop allowing him to waste her time.  But when she used the methods we developed, people heard that she was able to get Mike out of her office.  They came to learn her methods.  Soon everyone in their corridor succeeded and Mike had to go to other floors to find listeners.

The exact words don’t matter.  The key is the power of “you” behind the words – our determination and firmness.  Don’t wait until we have a perfect response; simply remove time-wasters.  Actions speak louder than words.

How we cope with time-wasting bullies depends on whether we’re a peer, a supervisee or a supervisor.  There are no formulas, but there are guidelines.

Often, individuals need coaching and organizations need consulting to help them design and implement a plan that fits the situation.  To get the help you need, call Ben at 1-877-828-5543.

Can I Build my Children's Character with the Cowboy Code?

Following reviews of Paul Tough’s book, “How Children Succeed: Grit, Curiosity and the Hidden Power of Character,” Holly Finn brings in Cowboy Ethics and the Cowboy Code in her review in the Wall Street Journal, “Where Have All the Cowboys Gone?”  She contrasts the Cowboy Code with many examples of poor character shown by students and their parents – lying, cheating, stealing and doing anything to get ahead at many of our most prestigious schools. Of course she’s right about character versus greed and success at any price.

Whether the Code comes from Jim Owen’s book, "Cowboy Ethics: What Wall Street Can Learn from the Code of the West" or from Ernest Morris’ “El Vaquero: The Cowboy Code,” the message is the same.  Character counts.  Character counts first and most.  Or, as said elsewhere, “What will it profit a man if he gains the whole world and forfeits his soul?”

Some of the crucial traits of Cowboy Ethics and different Cowboy Codes are:

1. Live each day with courage.
2. Take pride in your work.
3. Always finish what you start.
4. Do what has to be done.
5. Be tough, but fair.
6. When you make a promise, keep it.
7. Ride for the brand.
8. Talk less and say more.
9. Remember that some things aren't for sale.
10. Know where to draw the line.
11. A cowboy never takes unfair advantage - even of an enemy.
12. A cowboy never betrays a trust.  He never goes back on his word.
13. A cowboy always tells the truth.
14. A cowboy is kind and gentle to small children, old folks, and animals.
15. A cowboy is free from racial and religious intolerances.
16. A cowboy is always a good worker.
17. A cowboy respects womanhood, his parents and his nation's laws.
18. A cowboy is clean about his person in thought, word, and deed.
19. A cowboy is a Patriot.
20. The highest badge of honor a person can wear is honesty.  Be truthful at all times.
21. Your parents are the best friends you have.  Listen to them and obey their instructions.
22. If you want to be respected, you must respect others.  Show good manners in every way.
23. Only through hard work and study can you succeed.  Don't be lazy.
24. Your good deeds always come to light.  So don't boast or be a show-off.
25. If you waste time or money today, you will regret it tomorrow.  Practice thrift in all ways.
26. Many animals are good and loyal companions.  Be friendly and kind to them.
27. A strong, healthy body is a precious gift.  Be neat and clean.
28. Our country's laws are made for your protection.  Observe them carefully.
29. Children in many foreign lands are less fortunate than you.  Be glad and proud you are an American.
30. I will be brave, but never careless.
31. I will obey my parents. They DO know best.
32. I will be neat and clean at all times.
33. I will be polite and courteous.

But the Cowboy Code is not true; few cowboys really followed it. Yes, that’s right.  Many of the exemplars are fictional or fictionalized characters like Hopalong Cassidy and Wild Bill Hickok.  We can quibble with many of the sentiments and find situations in which, for example, parents are not always good, right and deserving of respect.

So what?  The factual nature doesn’t matter.  What matters is what spirit gets stimulated in our children’s hearts and even in us as adults.  The history of the greatness of the human spirit and human endeavor is passed on generation after generation through stories that inspire each new individual to be great and to do good.  It’s passed on in myth, legend and fiction, as well as through the lives and deeds of great men and women – great humans.

That’s the way human education works.  What counts is what gets inspired in the heart of each child and each adult.

Won’t honesty and good character mean that our children will be beaten out by the cheaters? That’s what many parents are afraid of: the cheaters will get better grades, get into better schools and eventually get better jobs and careers; lying cheating and stealing are necessary for survival or success.  But those predictions come from fear and aren’t necessarily true.

Step back from fear and think.  Would we want our children to become or to marry people who are selfish, lying, cheaters?  Don’t we want our children to have “Cowboy” character and to their live lives based on that?

If our children become witnesses or defenders, won’t they get into trouble? Maybe.  Children or adults who speak out against harassment, bullying and abuse can get trouble focused on them.  Children or adults who speak out against domestic violence, racism, religious persecution, genocide and terrorism can get trouble focused on them.  We each decide what to do in specific situations.

What’s crucial is to know the difference between right and wrong.  If we don’t know the difference, if we think that all values are the equal because there are so many different ones across the globe, we are making a grave mistake.  Different values lead to different places and we choose the direction we will try to go.

The engine and the steering wheel. Traits and skills like grit, determination, perseverance, fortitude, endurance and resilience are our engine.  We need the power of these abilities to get anywhere on the long road of life.

The values, beliefs and attitudes that are embodied in the humans who exemplify the Cowboy Code or Cowboy Ethics, whether as real as Lincoln, as fictionalized as Wild Bill Hickok or as fictional as Hopalong Cassidy, are our steering wheel.

We need both an engine and a steering wheel to get where we want to go.

What engine and steering wheel do we try to teach our children?  What engine and steering wheel are we models of for our children?  Which values are more important when some of ours conflict or are even mutually exclusive?

Since all tactics depend on the situation, expert coaching by phone or Skype helps.  We can design a plan that fits you and your situation.  And build your will and skill to carry it out effectively.