Good managers don’t clean up messes caused by their staffs.  They prevent messes from happening. Carl, head of a division, finally had to fix the problems in a department run by a senior manager, Brenda.  He transferred one supervisor and three high-ranking staff members to other departments.  He was satisfied: once again, he showed that he could be decisive and clean house.

But Carl had consistently ignored my advice that the head of that department was a problem.  Even with the housecleaning, he didn’t make the changes necessary to keep the problems from resurfacing later.

To read the rest of this article from the Jacksonville Business Journal, see: Managers must be decisive in handling problems http://www.bizjournals.com/jacksonville/stories/2009/02/02/smallb5.html

I discovered a dark side behind Brenda’s behavior.  She was both conflict avoidant and passive-aggressive.

Carl’s permissiveness allowed Brenda to create a toxic culture of conflict-avoidance and passive-aggressiveness that diminished productivity throughout her department.  Abusive, harassing, bullying, unprofessional behavior included back-stabbing, innuendos, rumors, negativity and warring cliques; leading to widespread paranoia and over-reactions.

Carl and Benda ignored the widespread evidence that some people simply didn’t like each other and wouldn’t collaborate, and that for some people, personal agendas took precedence over company goals.  Also, some people behave decently only when they are actually held accountable by meaningful consequences.  Real-world bullies won’t behave, no matter what.

Carl and Brenda wouldn’t hold staff accountable in any consistent and meaningful way.

Learn what you can do to eliminate the high cost of conflict-avoidant, passive-aggressive low attitudes of managers and staff.

All tactics are situational.  Expert coaching and consulting can help you create and implement a plan that fits you and your organization.

It’s easy to dislike stalkers and snitches with personal vendettas.  But you can’t fire them just because they’re relentless, stir up conflict and waste your time and energy, can you? Most of us dislike snitches.  And there are rules and laws against stalking someone in the workplace.

But if you’re a manager, someone who tells you about things your other employees are doing wrong can seem helpful.  A snitch doesn’t always look like a snitch if you’re the beneficiary, not the target or victim, of their tattling.  And they can provide useful information about serious problems you may not be aware of.

For example:

To read the rest of this article from the Minneapolis/St. Paul Business Journal, see: Snitches, vendettas hurt productivity http://www.bizjournals.com/twincities/print-edition/2011/11/04/the-human-element.html

Did Hazel do her boss a favor by being a snitch?  Maybe – if there weren’t more to the story.  Snitches are toxic, bullies who often beat others with trivial rules.

What can you do if you have a sneaky, manipulative, control-freak like Hazel working for you?  Even though they’re toxic, the answer can be tricky.

You certainly don’t want to discourage employees from reporting serious problems – criminal activity, safety problems and the like.  But you should be wary of any employee who’s always telling you about the faults of other employees.  There’s a good chance you have a snitch and stalker on your hands.

Where and how do you draw the lines?  You may want to put some restrictions in place.  For example:

If you manage an employee with Hazel-like obsessions, you’re not helping her or your team by encouraging stalking and snitching.  You’re creating a scenario that will destroy your teamHarassment, bullying and negativity will increase, other team members will start abusing each other, meetings will become charades with hidden agendas and character assassination, and morale will plummet.

Instead, stop stalking, personal vendettas and snitching before they start.  Focus on individual and team performance.

Learn what you can do to eliminate the high cost of snitches’ low attitudes.

All tactics are situational.  Expert coaching and consulting can help you create and implement a plan that fits you and your organization.

Marie couldn’t run a productive meeting.  Even after leadership training to fix the problem, her teams’ meetings lost focus, ran way over their scheduled times and repeatedly became time-wasters. She couldn’t see why she had these problems.  She’d prepared ahead, the meetings had agendas, she solicited input and she always sought consensus.  So what was wrong?

The reason was clear to an outside observer.  She had saboteurs on each of her two teams and she didn’t know how to deal with them.  Their negativity was destroying morale, teamwork and productivity.

To read the rest of this article from the Philadelphia Business Journal, see: Beware meeting saboteurs who can derail effectiveness http://www.bizjournals.com/philadelphia/stories/2009/05/25/smallb3.html

Toxic, manipulative, meeting saboteurs steal everyone’s time, prevent industrious co-workers from meeting their deadlines and increase frustration and tension in the office.  They’re negative, control-freaksBecause of these saboteurs, many coworkers dread coming to work.  Conflict-avoidant managers and coworkers create space for these bullies to flourish.

Marie agreed with my diagnoses, but didn’t know what she could do to stop the sneaky, manipulative bullying.  She didn’t want to be an autocratic, know-it-all manager and unilaterally make decisions.  So, she always scheduled additional meetings at which she hoped the teams could reach consensus and move ahead.

Also she couldn’t imagine how to change the bullies’ attitudes and abuse legally.  She had already dropped hints to both of them, but they hadn’t altered their behavior.

Neither Larry nor Harry thought of himself as a bully or a saboteur, but these terms crystallized Marie’s resolve to stop their behavior, no matter what it took.  She shifted from feeling helpless to being angry and determined.

Then we developed an effective plan that fit the culture of her company.

Learn what you can do to eliminate the high cost of their low attitudes.

All tactics are situational.  Expert coaching and consulting can help you create and implement a plan that fits you and your organization.

Inefficient technology and operational systems can suck the energy out of a company.  Bottomless-pit projects are interminable, yielding few benefits from more effort thrown at them.  They’re the subjects of fruitless, time-wasting meetings. But fixing them is child’s play compared to stopping the human “vampires” who suck the energy out of those around them at work.  Unfortunately these narcissistic, bullying energy vampires are all too common.  If you ignore them, they’ll destroy productivity and morale.

Here are a few examples to be on the watch for in your workplace:

To read the rest of this article from the Phoenix Business Journal, see: Stop office ‘energy vampires’ before they suck you dry http://www.bizjournals.com/phoenix/stories/2009/07/20/story18.html

Toxic, manipulative energy vampires steal everyone’s time, prevent industrious co-workers from meeting their deadlines and increase frustration and tension in the office.  They’re negative, control-freaksBecause of these vampires, many coworkers dread coming to workConflict-avoidant managers and coworkers create space for these bullies to flourish.

Even worse, we tend to waste even more coworker time talking about the latest incident, or we take our frustration, grumpiness and anger out on our teammates.  Also, we take our frustration home and waste precious family time venting about the energy vampires.

Interacting with them leaves coworkers feeling drained, as the vampires suck the energy out of those around them, drop by drop.

Learn what you can do to eliminate the high cost of their low attitudes.

All tactics are situational.  Expert coaching and consulting can help you create and implement a plan that fits you and your organization.

Honest self-evaluation and course correction are key traits of great leaders, managers and employees. For example, suppose you complain that almost everyone in your department or organization is turned off and tuned out.  Are they all just a bunch of self-indulgent, narcissistic, lazy slackers or a rotten generation – or have you failed somehow?

To read the rest of this article from the Philadelphia Business Journal, see: My staff doesn’t care: What’s the problem? Is it me? http://philadelphia.bizjournals.com/philadelphia/stories/2009/10/12/smallb3.html

If your office is typical, you’d expect that a small group of employees won’t care no matter what you do.  They’re abusive, bullying bottom-feeders.  Their lack of discipline, responsibility and effort comes from the inside.  Begging, bribery, appeasement and coddling may make them happy, but won’t make them more productive.

Another small group, on the other side of a bell curve, will work hard all the time.  They take responsibility and care about your company’s success as well as their own.

But if that middle group, roughly 80 percent, doesn’t care, be honest and look at yourself.  You know that most people do care and want to be productive.

Learn what you can do to eliminate the high cost of their low attitudes.

Will you convert everyone when you start doing what you need to?  No, but you’ll see who are bullies, who’s in the bottom-feeder group and who’s so hurt, angry and disaffected that they can’t be won over.  Be kindly when you help these latter people leave.

All tactics are situational.  Expert coaching and consulting can help you create and implement a plan that fits you and your organization.

Friendly, upbeat, helpful co-workers can ease the burden of difficult, stressful projects.  But what can you do about chronically cranky co-workers who make you wish for a snow day or a hurricane? Joe is one of these toxic bullies. He’s the scourge of his office.  It’s hard to tell if he’s unaware of his co-workers’ dismay when they see him or if he enjoys inflicting pain and abuse, and getting his way because they’re afraid of him.  He’s always negative, always angry, always complaining.  He rants about “stupid” co-workers who’ve offended him.  He vents about the “idiots” who run the company and the country.  In any season, the weather’s always rotten.  He “bah, humbugs” any warmth offered him.  He’ll never be satisfied.

To read the rest of this article from the Orlando Business Journal, see: Don’t let continually cranky co-workers ruin your day

Faced with a chronically cranky co-worker, most people try to minimize the pain by:

Unfortunately, these tactics rarely work.  However, there are many tactics you can use to eliminate the high cost of his bullying and low attitudes.

I avoid in-depth psychoanalysis of continually cranky co-workers.  I assume they know the carnage they cause around them.  For them, education is rarely the answerThe answer is simply stopping them.

Of course, it’s much harder to deal with a cranky boss.  Or to look in the mirror and realize that people run for cover when you come over to vent.

All tactics are situational.  Expert coaching and consulting can help you create and implement a plan that fits you and your organization.

‘Drama Queens’ and their male counterparts may look like they’re responding quickly – rallying the troops, taking charge and solving problems.  But they cause more chaos at work and create more fallout than the problems they’re reacting to.  Don’t be fooled by their high energy and don’t promote them.  Drama Queens come in many forms.  For example: To learn to recognize and stop them, read more.

To read the rest of this article from the Houston Business Journal, see: Promoting a ‘Drama Queen’ is guaranteed to create chaos http://www.bizjournals.com/houston/stories/2010/01/25/smallb3.html

Although they come in many forms, Drama Queens share some common traits.  They:

They use their strong emotions and manipulations to get what they want.  Sometimes they’re overt bullies while other times they use sneaky, covert bullying tactics.

Our language has many expressions for the perspective necessary for judicious action: ‘Don’t make a mountain out of a molehill; don’t throw the baby out with the bathwater; don’t try to kill mosquitoes with a bazooka; don’t jump to conclusions; don’t promote a Drama Queen.’

There are ways you can eliminate the high cost of a Drama Queen’s bullying and low attitudes.

All tactics are situational.  Expert coaching and consulting can help you create and implement a plan that fits you and your organization.

Might you have a serious problem in your team, department or whole organization?

In this 3 CD set, “How to Eliminate the High Cost of Low Attitudes,” complete with workbook, designed for managers at all levels, you’ll learn:

What’s the cost of accepting low attitudes?  Slow erosion of your soul!

Gain the courage and skills to handle the tough situations you encounter legally and do what you need to do as a leader.

Order “How to Eliminate the High Cost of Low Attitudes,” by itself or as part of the Professional Life Bundle from this web site and get fastest delivery.

All tactics are situational.  In addition to these guidelines, expert coaching and consulting can help you create and implement a plan that fits you and your organization.

You want the people on your team to get along with one another and to work well together. But beware of self-appointed middle-men or peace makers.  They actually promote whining and complaining, and lead your team to wallow in emotional turmoil and dissention.

For example, Carl felt it was his job as a “people person” to smooth over ruffled feelings and make his teammates happy.  He said, “When we get along better, we produce more.  Happy employees are productive employees.”

To read the rest of this article from the Pacific Business News (Honolulu), see: Well-Meaning ‘peacemakers’ can disrupt your workplace http://www.bizjournals.com/pacific/stories/2010/04/26/story11.html

The Carl’s of this world:

Meddling managers, setting the tone for their teams, cause the most damage.   Of course, women meddle just as much as men.

Distinguish the Carl’s of this world from the bridge people who are crucial to the success of any organization.

There was a way Carl’s manager could eliminate the high cost of his bullying and low attitudes.

All tactics are situational.  Expert coaching and consulting can help you create and implement a plan that fits you and your organization.

Overt bullies easily get our attention.  And we know exactly what we’re up against when they attack. Stealth bullies, who stab you in the back in public with a friendly smile and a laugh designed to disguise their attack as a joke, are much tougher to deal with.  In fact, it took a lot of teamwork and determination to neutralize a smiling backstabber we were asked to help rein in.

To read the rest of this article from the San Antonio Business Journal, see: How to deal with the smiling, stealth office bully http://www.bizjournals.com/sanantonio/stories/2010/05/31/focus6.html

Chuck was “Mr. Cheerful” when he cut down people.  For example, in front of co-workers and bosses, with his arm draped around Joe’s neck as if they were best friends he’d smiling say, “Joe is always the last person in and first to leave. Ha, ha, ha.”  Or he’d jokingly remind everyone that, “Frank lost that sale because he’s too shy, but we’ll try to put some life into him.”  Or he’d cheerfully say, “Harry dresses like he doesn’t care or maybe he’s colorblind.  We’ll have to show him how to look more professional. Ha, ha, ha.”

Everyone was confused and stymied by the mixed messages in Chuck’s hostile words delivered with a jovial tone.  He appeared totally insensitive to people’s looks of hurt and pain.  And his coworkers were too polite or afraid to say anything.  So they hesitantly laughed at his nasty, bullying, abusive remarks.

Smiling backstabbers such as Chuck usually target everyone except the bosses.  Chuck was more selective.  He rarely targeted women.

How can you stop a Chuck without looking super-sensitive and petty?

There was a way Chuck’s team could eliminate the high cost of his low attitudes.

All tactics are situational.  Expert coaching and consulting can help you create and implement a plan that fits you and your organization.

Harry defended himself by saying that he was following rules he’d heard in training: to increase teamwork, bring people together often; review production in your group often so you can keep people on track; give immediate feedback in public so everyone can learn from one person’s mistakes. But Harry is a micromanager.  Instead of making things better, he made them worse. He created frustration and dissention and stifled his staff’s initiative.

To read the rest of this article from the Philadelphia Business Journal, see: Micromanagers just don’t know when to let up http://www.bizjournals.com/philadelphia/print-edition/2010/10/29/micromanagers-just-dont-know-when-to.html

Micromanagers rarely have enough time for the important tasks.  They’re too busy managing the minutiae.  Of course, good managers make sure important tasks are done right.  But micromanagers think everything is a priority.  They can’t distinguish between what’s crucial for them to be doing with their own hands and what’s a waste of their time.  They’re usually nit-picking perfectionists with all-or-none thinking.

Micromanaging is usually driven by narcissism and fear.  Harry thought he was the only one who knew how to do things right.  He was afraid that if he let others forge ahead, they’d fail and his career would be derailed.  Also, he was afraid that if he gave his staff freedom, someone might outshine him.

Breaking the micromanaging habit is difficult.  Typically, as in Harry’s case, understanding when and why he developed the habit didn’t change his behavior.

But there was a way Harry’s manager could eliminate the high cost of Harry’s addiction to low attitudes.  She could help him change his behavior.

All tactics are situational.  Expert coaching and consulting can help you create and implement a plan that fits you and your organization.

Harry defended himself by saying that he was following rules he’d heard in training: to increase 

teamwork, bring people together often; review production in your group often so you can keep people on

track; give immediate feedback in public so everyone can learn from one person’s mistakes.

Post #156 – BulliesBeGoneBlog Stop Bullies: Ignore Their Excuses, Justifications http://www.bulliesbegoneblog.com/2011/02/28/stop-bullies-ignore-their-excuses-justifications/

Post #194 – BulliesBeGoneBlog Stop workplace bullies who beat you up with the rules http://www.bulliesbegoneblog.com/2011/10/12/stop-workplace-bullies-who-beat-you-up-with-the-rules/

But Harry is a micromanager.  Instead of making things better, he made them worse. He created frustration

and dissention and stifled his staff’s initiative.

Post #190 – BulliesBeGoneBlog Be wary of these business animals http://www.bulliesbegoneblog.com/2011/09/27/be-wary-of-these-business-animals/

Read more

To read the rest of this article from the Philadelphia Business Journal, see: Micromanagers just don’t know when to let up http://www.bizjournals.com/philadelphia/print-edition/2010/10/29/micromanagers-just-dont-know-when-to.htm

l

Micromanagers rarely have enough time for the important tasks.  They’re too busy managing the minutiae.

Of course, good managers make sure important tasks are done right.  But micromanagers think everything is

a priority.  They can’t distinguish between what’s crucial for them to be doing with their own hands and

what’s a waste of their time.  They’re usually nit-picking perfectionists with all-or-none thinking.

Post #14 – BulliesBeGoneBlog Top ten ways to create a hostile workplace http://www.bulliesbegoneblog.com/2008/02/26/top-ten-ways-to-create-a-hostile-workplace/

Post #114 – BulliesBeGoneBlog Self-Bullying Perfectionism Can Ruin Your Life http://www.bulliesbegoneblog.com/2010/04/12/self-bullying-perfectionism-can-ruin-your-life/

Micromanaging is usually driven by narcissism and fear.  Harry thought he was the only one who knew how

to do things right.  He was afraid that if he let others forge ahead, they’d fail and his career would be

derailed.  Also, he was afraid that if he gave his staff freedom, someone might outshine him.

Post #52 – BulliesBeGoneBlog 7 Signs of narcissistic control-freaks http://www.bulliesbegoneblog.com/2009/02/05/7-signs-of-narcissistic-control-freaks/

Post #19 – BulliesBeGoneBlog Stop verbal abuse by a know-it-all-boss http://www.bulliesbegoneblog.com/2008/03/19/stop-verbal-abuse-by-a-know-it-all-boss/

Post #117 – BulliesBeGoneBlog Stop Bullies at Work: Control Freaks http://www.bulliesbegoneblog.com/2010/05/04/stop-bullies-at-work-control-freaks/

Breaking the micromanaging habit is difficult.  Typically, as in Harry’s case, understanding when and why

he developed the habit didn’t change his behavior.

Post #198 – BulliesBeGoneBlog Micromanagement is a double-edged sword http://www.bulliesbegoneblog.com/2011/10/26/micromanagement-is-a-double-edged-sword/

Post #88 – BulliesBeGoneBlog Stop Bullies: Will Knowing Why Bullies Keep Abusing Us Help Us Stop Them? http://www.bulliesbegoneblog.com/2009/10/04/stop-bullies-will-knowing-why-bullies-keep-abusing-us-help-us

-stop-them/

But there was a way Harry’s manager could eliminate the high cost of Harry’s addiction to low attitudes.

She could help him change his behavior.

BulliesBeGone Books and CDs http://www.bulliesbegone.com/products.html

All tactics are situational.  Expert coaching and consulting can help you create and implement a plan

that fits you and your organization.

Post #63 – BulliesBeGoneBlog Workplace Bullying and Harassment: Recognize Common Techniques Bullies Use http://www.bulliesbegoneblog.com/2009/03/25/workplace-bullying-and-harassment-recognize-common-techniques

-bullies-use/

BulliesBeGone Hire Ben http://www.bulliesbegone.com/hire_ben.html

What do you do if you end up with the boss from hell? Someone like Char – critical and nasty to everyone, an equal opportunity bully.  She shot down whoever got in her sights.  But she never went after people face-to-face.  So, no one had the opportunity to question her or to present their side to her as she was making her attacks.

Anyone who missed a meeting, no matter the reason, could count on being raked over the coals.  She’d point out all their mistakes and lack of effort, and suggest that the “offending” party probably won’t last until the next meeting.  The public humiliation in absentia was crushing.

Nothing anyone did was ever good enough for Char.  She could make everyone feel small and incompetent; much like when they were bludgeoned by their parents’ sarcasm and abuse.

To read the rest of this article from the Denver Business Journal, see: What to do if you’re stuck with bully for boss http://www.bizjournals.com/denver/stories/2010/09/13/smallb1.html

In general, my advice to people who find themselves with controlling, bullying bosses and no way of changing miserable situations is: “Get a life away from work hell!”  The continued abuse will destroy you.  The longer you endure bullying, the more your confidence and self-esteem will be beaten down.  Eventually your spirit will shrivel up and you’ll feel too damaged to leave.

The better your performance results are, the easier it will be for you to find a different company to work for.  But don’t act too hastily. Being without a job is its own form of hell.

All tactics are situational.  Expert coaching and consulting can help you create and implement a plan that fits you and your organization.

We all know micromanagers whose control makes staff feel like their productivity, creativity and desire for responsibility is being strangled.  But the other way micromanaging kills is when a competent manager is suffocated by too many employees who do need micromanaging to be productive. And then there are the sneaky slackers and covert bullies.  The worst of these do just enough to get by, but they require you to be on top of them all the time in order to maintain any continuity of effort.

To read the rest of this article from The Portland Business Journal, see: Micromanagement is a double-edged sword http://www.bizjournals.com/portland/print-edition/2010/11/19/micromanagement-is-a-double-edged-sword.html

The situations outlined in the article are real; only the names have been changed to protect the guilty.  The manager of the teams involved stepped up to the challenge and the resulting change was well worth it.

Some people do need micromanaged and it can be worth your time and effort.  But don’t let your good heart or conflict avoidance or a manipulative slacker turn you into a micromanager.

The price will be your career and personal life.  People who are inclined to be micromanagers usually don’t know when it’s time to say, “No.”

All tactics are situational.  Expert coaching and consulting can help you create and implement a plan that fits you and your organization.

How’s this for a challenging assignment: You’re the new manager of a 14-person team that’s been together four years.  During your first two days with the team, nine people come to you one-to-one and complain vehemently about two team members, Laura and Frances. They’re angry: Laura and Frances come in late, leave early, ignore assignments and are sarcastic and nasty.

Supposedly, Laura and Frances claim they’re the best employees and, therefore, entitled to set their own schedules and to offer their honest opinions to improve the others.  And your predecessor didn’t do anything to change that behavior.

To read the rest of this article from Business First of Louisville, see: Take steps to change a culture of entitlement in the workplace http://www.bizjournals.com/louisville/print-edition/2011/04/08/take-steps-to-change-culture-of.html

The situation outlined above is real; only the names have been changed to protect the guilty.  The manager of the team involved stepped up to the challenge and the resulting change was well worth it.

Beware of organizations that are proud they never fire anybody.  Destructive entitlement and deadwood will accumulate.  When results matter, good workers will be forced to work around their unproductive and difficult co-workers.

If you’re leading a team with members who believe they’re entitled to do whatever they please, don’t ignore the problem.  You can change a culture of entitlement in the workplace but understand at the outset that fixing things will require courage, strength and perseverance.

All tactics are situational.  Expert coaching and consulting can help you create and implement a plan that fits you and your organization.

We all recognize bullies who yell, hit and make nasty remarks.  But how do you stop bullies who use the letter of the rules to gain power by browbeating co-workers and getting them in trouble? For example, in the last two years, Jane had lodged written complaints about numerous employees who’d broken rules.  The result: people looking over their shoulders, fearful and anxious, irritable and attacking each other.  In addition, low productivity, lots of sick leave and high turnover.

To read the rest of this article from The Orlando Business Journal, see: Stop workplace bullies who beat you up with the rules http://www.bizjournals.com/orlando/print-edition/2011/04/15/stop-workplace-bullies-who-beat-you-up.html

Learn what manager Joe did legally to undercut Jane’s bullying and power, encourage bystanders to come forward as witnesses, change the culture of his team and eliminate the high cost of low attitudes. All tactics are situational.  Expert coaching and consulting can help you create and implement a plan that fits you and your organization.

Who’s responsible for an employee’s morale?  Many people think it’s the manager’s responsibility.  But I say it depends. For example, before Sarah became manager of her new team, she’d been warned that the group had longstanding problems with low productivity and morale.  Sarah rapidly discovered the warnings were accurate.  Her staff spent too much time at work complaining and dealing with emotional outbursts.  However, a careful analysis revealed the problem wasn’t the whole team. It began with one employee, Penny.  Penny was never pleased and was clear about whose fault it was.

To read the rest of this article from The Memphis Business Journal, see: Don’t allow an employee to bully workplace over ‘morale’ claims http://www.bizjournals.com/memphis/print-edition/2011/06/03/dont-allow-an-employee-to-bully.html

Sometimes, managers can be unfair, arbitrary and bullying.  But in this case, Penny, an employee, was the bully.  She had used her unhappiness to coerce previous managers to do what she wanted.  She maintained her power by never being satisfied.

Learn what Sarah did legally and what Penny decided to do in response.

All tactics are situational.  Expert coaching and consulting can help you create and implement a plan that fits you and your organization.  The result will be eliminating the high cost of low attitudes.

Who’s responsible for an employee’s morale?  Many people think it’s the manager’s responsibility.  But I 

say it depends.

For example, before Sarah became manager of her new team, she’d been warned that the group had

longstanding problems with low productivity and morale.  Sarah rapidly discovered the warnings were

accurate.  Her staff spent too much time at work complaining and dealing with emotional outbursts.

However, a careful analysis revealed the problem wasn’t the whole team. It began with one employee,

Penny.  Penny was never pleased and was clear about whose fault it was.

Post #63 – BulliesBeGoneBlog Workplace Bullying and Harassment: Recognize Common Techniques Bullies Use http://www.bulliesbegoneblog.com/2009/03/25/workplace-bullying-and-harassment-recognize-common-techniques

-bullies-use/

Post #156 – BulliesBeGoneBlog Stop Bullies: Ignore Their Excuses, Justifications http://www.bulliesbegoneblog.com/2011/02/28/stop-bullies-ignore-their-excuses-justifications/

Post #9 – BulliesBeGoneBlog This unhappy employee created a hostile, bullying workplace http://www.bulliesbegoneblog.com/2008/02/01/this-unhappy-employee-created-a-hostile-bullying-workplace/

Post #14 – BulliesBeGoneBlog Top ten ways to create a hostile workplace http://www.bulliesbegoneblog.com/2008/02/26/top-ten-ways-to-create-a-hostile-workplace/

Read more

To read the rest of this article from The Memphis Business Journal, see: Don’t allow an employee to bully workplace over ‘morale’ claims http://www.bizjournals.com/memphis/print-edition/2011/06/03/dont-allow-an-employee-to-bully.html

Sometimes, managers can be unfair, arbitrary and bullying.  But in this case, Penny, an employee, was the

bully.  She had used her unhappiness to coerce previous managers to do what she wanted.  She maintained

her power by never being satisfied.

Post #19 – BulliesBeGoneBlog Stop verbal abuse by a know-it-all-boss http://www.bulliesbegoneblog.com/2008/03/19/stop-verbal-abuse-by-a-know-it-all-boss/

Post #104 – BulliesBeGoneBlog Stop Toxic Coworkers and Other Bullies http://www.bulliesbegoneblog.com/2010/02/02/stop-toxic-coworkers-and-other-bullies/

Post #79 – BulliesBeGoneBlog You can’t Stop Bullying at Work with Employee Satisfaction Programs http://www.bulliesbegoneblog.com/2009/07/03/you-cant-stop-bullying-at-work-with-employee-satisfaction-pro

grams/

Post #117 – BulliesBeGoneBlog Stop Bullies at Work: Control Freaks http://www.bulliesbegoneblog.com/2010/05/04/stop-bullies-at-work-control-freaks/

Learn what Sarah did legally and what Penny decided to do in response.

Post #30 – BulliesBeGoneBlog Avoid litigation that will keep you awake at night http://www.bulliesbegoneblog.com/2008/11/21/avoid-litigation-that-will-keep-you-awake-at-night/

All tactics are situational.  Expert coaching and consulting can help you create and implement a plan

that fits you and your organization.  The result will be eliminating the high cost of low attitudes.

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If you worry that your child will be bullied in school next school year, but you don’t know what to do until bullying happens again in September, you’re missing a golden opportunity this summer.  Summer is the best time to organize in order to protect your children on day-one. Seven tips for what you can do this summer:

  1. Don’t wait until there’s an incident or a history of incidents.
  2. Organize parents to pressure legislators, district administrators and principals. This step is a crucial one.  A small group of parents supporting an anti-bullying program and pressuring district officials and principals can make a huge difference.  You don’t need all parents; you only need a small, core group to start with.
  3. Make sure your district administrators and school principals have clear and strongly worded policies and programs to stop school bullies. Make sure they have emergencies procedures to institute swift and effective investigation and action.  Does the program start on day one?  What initial assemblies will be held with students? How will they be involved in on-going programs?  What training will teachers and all staff get to help them recognize and stop sneaky bullies?  How will hot-spots be monitored – buses, bathrooms, lockers, hallways, cafeterias, playgrounds?  What support will teachers and staff get to protect them from angry, bullying parents?  How will they deal with the first boundary pushers so that the message of zero-tolerance gets out?
  4. Get police involved. Do they have a special unit to stop bullying, especially cyberbullying?  Do they speak at school assemblies?  Are they fearless in dealing with bullying parents of school bullies?
  5. Stimulate media to publicize stories about the effects of bullying. Find reporters and producers who were bullied or have kids in school now; especially kids who have been targeted.  Help them find experts to interview.
  6. Learn what constitutes evidence and how to document it. Learn how to support proactive principals.  Learn what you will need to do to motivate lazy, uncaring, colluding or cowardly principals.  Do you know what media and legal pressure will stimulate your principal to act?  Talk to a lawyer now so you’re prepared.
  7. Publicize the policy and program before school starts. Organize parent-principal-teacher assemblies to gain buy-in to the school’s program and processes.  Encourage parents to educate their children about not bullying and about what to do when they witness bullying.

Don’t waste your time with nit-picky detractors and critics who have nothing better to offer.

Look at the price to all kids at a school where bullying is tolerated or condoned, or the friends of bullies are allowed to pile on to victims by threatening and abusing them or by cyberbullying.  We all know the consequences of not stopping bullies and of allowing them continued contact with their targets, the bullying and violence will increase.

At schools that have a do-nothing principal or in which principals blame the victim and avoid the bully, kids’ inner strength, courage, determination, perseverance, resilience are threatened.  You have to be the one to demand that principals keep your children safe while officials try to ignore you or thwart your attempts.

Principals who avoid the issue make the targeted children feel helpless and that their situation is hopeless.  It starts them down the path to being victims for life.  It destroys self-confidence and self-esteem.  It stimulates anxiety, stress, guilt, negativity and self-mutilation.  It starts children toward isolation, depression and suicide.

Organize this summer so your children will be protected from school bullies on day-one.

Remember, all tactics depend on the situation – the people and the circumstances.  So we must plan tactics appropriate to us and to the situation.

Rather than buy a packaged anti-bullying program that ends up buried in a storeroom, stimulate school and district officials to create their own, based on what will be effective for your specific school situation.  Expert consulting and coaching are necessary to implement an effective program.

The Associated Press and the Wall Street Journal report that, “Facebook and Time Warner are ganging up on bullies to address a problem that torments millions of children and young adults.  The partnership announced Tuesday calls for Facebook and Time Warner to use their clout to raise awareness about bullying and encourage more people to report the abuses when they see them.” They recognize the need.  Facebook also recognizes the economic problem if they allow massive amounts of bullying to flow through their pages.  Eventually parents will force their kids off Facebook or will start suing Facebook for carrying the content.

Their present effort (“Stop Bullying: Speak Up”) will be focused on educating parents and kids about the problem; on “teaching young people to speak up and stop bullying.”  A pledge not to bully plus Facebook’s effort to make reporting cyberbullying and cyberbullies easier are good steps.

But even the backing by the President Obama’s family won’t stop bullying unless there are laws, policies, programs, and people willing to prosecute bullies for their actions.

That’s why I’d like to see Facebook and Time Warner use their huge influence to pressure legislators to pass strong anti-bullying laws that require district administrators, principals and teachers to stop bullies and protect our kids.  That’s the only way to stop bullying-caused suicides.

The present educational efforts will sway many kids and their parents by sensitizing them to the issue and encouraging them not to be drawn into bullying by the truly relentless bullies.  But these sensitized kids will be encouraged to come forward if, and only if, responsible adults – school district administrators, principals and teachers – respond swiftly and firmly, and protect the kids who speak up.

If the responsible adults don’t step up by passing strong laws and by being willing to confront bullies and their bullying parents, the effort will be “all talk, no walk.”  Legislators must legislate so that principals will be protected in order for them to be proactive in observing bullying and stopping it.  If it’s all talk, the effort won’t survive the first month of school.

Programs that depend only on educating, converting or rehabilitating bullies don’t work.  Strong consequences are necessary deterrents.

As a parent, there’s a lot you can do this summer.  Don’t count on Facebook and Time Warner to do all the work to protect your children.  Don’t count on advertizing/educational campaigns to protect your children

If your children are the targets of bullies and school officials aren’t protecting them, you need to take charge.  With expert coaching and consulting, we can become strong and skilled enough to overcome principals and other officials who won’t do what’s right.

How to Stop Bullies in Their Tracks” and “Parenting Bully-Proof Kids,” have many examples of children and adults commanding themselves and then stopping bullies.  For more personalized coaching call me at 877-8Bullies (877-828-5543).

Newspaper videos show a suburban Dallas teacher watch one of his high school students get beaten by another student.  This was not an isolated incident.  That student was targeted for months.  Since Dallas doesn’t have a policy, teachers are on their own in deciding what to do.  In that environment, do you think that this is an isolated incident?  Not likely.  Is this only a problem for Dallas schools?  Not likely. I have a lot of sympathy for the teacher (even though he was a relatively large man) and even more for the target, who’d been turned into a victim by school-system adults who were irresponsible.  Don’t focus only on the teacher; focus on all the adults in the Dallas school system who abandoned that kid – from board members to principals and teachers and the teachers’ union.

Everyone involved in schools knows there’s a problem.  Everyone points fingers at everyone else but no one takes the obvious actions.  Why wait until there’s another killing or another suicide before they act?

Sometimes I get mad enough to want to see the bullies and the adults’ people’s pictures in the post office among the most wanted, or on television, so we can recognize the slackers when we see them at the supermarket.  Who do I fault?

  • Legislators and school board members: How can they not have laws and policies?  I know there are lots of problems writing good laws and crafting effective policies, but if they’re not up to the task, resign and let us get some adults who can.  We all know that if their kids were targeted, they’d spring into action.
  • The teachers’ union: I’m appalled that the union isn’t leading the fight (read, “spending their lobbying dollars”) to make legislators pass laws and school boards implement strong policies to empower and protect teachers when they intervene.  They have all the evidence they need to act.
  • According to the article in the Dallas News, “Rena Honea, president of Dallas teachers association Alliance-AFT, says, ‘Teachers have intervened in the past.  They have been injured.  They have not been able to return to work.  They have been reprimanded for intervening.  So there is a huge question mark as to what's truly appropriate.  Teachers who have intervened in the past have found themselves on the ground, suffering from sometimes serious injuries, a 2008 story by Tawnell Hobbs found.  She found that assaults by students on Dallas ISD employees and volunteers had more than doubled over a 5-year span from 147 incidents in 2002-03 to 312 in 2006-07, according to district statistics.
  • Of course, bullies don’t respect adults who don’t maintain lines of civil behavior.  Of course, bullies will attack people, even adults, they think can’t protect and defend themselves.
  • Principals and teachers: They’re stuck, hanging out to dry on their own, unprotected by their employers (school boards) and by their union.  That teacher in Seagoville, Texas was risking his career and his personal life if he intervened.  The attacker could have beaten him.  The attacker and his parents could have sued him.  No one is protecting him.  He’s in a no-win situation.  How come the school district doesn’t have a clear, strong program that requires principals and teachers to act?
  • The bully and his parents: Have his parents done anything to teach their child?  Has the kid never learned any better?  How come the parents haven’t come forward to apologize or ask the police to prosecute their child?  Are the adults in the school system so afraid of being sued that they’ve abandoned our children?

Harassing, bullying, abusing and beating kids are terrible acts.  Irresponsible adults who have good reasons, rationalizations, excuses and justifications for not intervening are even worse.  They convert targets into victims.

Targets can resist and get help from responsible adults.

Victims are unprotected, helpless and isolated.  When victims grow up:

The next articles will deal with what we, as parents, can do to make sure this doesn’t happen to our children; especially what we can do during the summer.

But the general take-home for parents is that all tactics depend on the situation – the people and the circumstances.  So we must plan tactics that are appropriate to us and to the situation.

If your children are the targets of bullies and school officials aren’t protecting them, you need to take charge.  With expert coaching and consulting, we can become strong and skilled enough to overcome principals and other officials who won’t do what’s right.

 

“How to Stop Bullies in Their Tracks” and “Parenting Bully-Proof Kids,” have many examples of children and adults commanding themselves and then stopping bullies.  For more personalized coaching call me at 877-8Bullies (877-828-5543).

Many people still feel like children when their parents boss, belittle, criticize, demean, blame, shame, bully, abuse and guilt-trip them.  The now-adult children still feel afraid, just like they did years ago. Angry, hostile, harassing, taunting parents still elicit the most primitive responses from their adult children – fight, flight or freeze.

How can these adult children free themselves from uncivil, impolite, nasty, manipulative or toxic parents who trample their boundaries?

The first step is always inner change.

Grown children need to mature into adults; to free ourselves from our childhood rules expectations and roles, from our fears and guilts.  In many ways it’s like shedding our old skin and growing one that fits better, or going into a cocoon and emerging as a butterfly.  It’s also just as natural.

We must make up our adult minds and hearts about what we will allow in our personal space.  Will we allow anyone to treat us like a child or simply treat us badly, or will be allow only our parents?  If our answer is “yes,” then we’ll probably be bullied, abused and terrorized by toxic parents for the rest of our lives.

That is a life choice many people make.  If we make it as an adult, not only as a beaten and submissive child, then it’s our choice and we get to live with it.

Many cultures consider that duty, obligation, respect and catering to parents – even vicious, abusive, bullies – as the most important duty of a good child.  It’s often called “filial piety.”  The principle is that we owe them our lives and must pay that debt as long as we live.  If we’re lucky, our children will pay their debt to us in the same way.  Some cultures have been organized around filial piety for thousands of years; it works and is self perpetuating.

However, the negative, bullying, abusive self-talk can corrode our spirit, sap our strength, ruin our focus and destroy our courage.  Looking at ourselves with demanding, toxic parents’ hostile eyes and talking to ourselves with their critical, perfectionistic, never-pleased voices can be demoralizing and debilitating.  Constant repetition of all our imperfections, mistakes, faults, failures and character flaws can lead us down a path toward isolation, depression and suicide.  Don’t go there.

In many ways, the Enlightenment in the West broke with that old tradition of filial piety championed a new way of being in the world.

As adults, we have the freedom and responsibility to make a different choice.  We have the moral right, permission and strength to stand against our parents and other people’s commandments.  We may and can and must choose for ourselves.

We can choose not to look over our shoulders and bow to our ancestors in fear and obedience.  Instead we can look ahead to our descendents with hope.  We can focus on taking care of our physical and spiritual children more than our parents.

The old way was to ask authorities, ask “What’s right?”  Now, we say, “That’s for us to decide.  We will follow the call of our Spirit, not the roles, beliefs and ideas we accepted when we were children.”  Of course, the Enlightenment’s way has its own downsides, but I’d rather have its upsides.

Maturing requires us to stand our Spirit’s ground, especially with our parents and extended family.  The longer we endure what we think of as mistreatment, the more our Spirits will shrivel and die, day-by-day. We must say some form of, “I love you but I’ll allow you in my space only if you treat me like I want to be treated, like you’d treat a person whose affections you’re trying to win.  I’m an adult; treat me nicely, kindly, respectfully and with fear that you might anger me.”

Often, we hold back because of our fears – fear of offending a moral code, fear of the condemnation of the “elders,” fear that we must think they’re evil, fear of saying the wrong thing, fear of going too far, fear of our bullying parent’s power and retaliation, fear of being on our own emotionally even if we’re already married and have our own children.  We hold back because of the Golden Rule.  We hold back because we accept their excuses and justifications.

If we hold back, their bullying and abuse will continue and escalate.  If we still try to beg, bribe, please and appease them in order to get them to treat us decently, they’ll keep thinking they’re right and safe in continuing to beat us into submission.  We’ll get what we’re willing to tolerate.

Instead, break the game.  We don’t have to be perfect before they have to change how they act.  We’re not mature until we simply tell them what we want and have rewards if they’re nice and consequences if they continue abusing us.

Many people think that before they act they should do psychoanalysis until their fear is gone.  That’s a seductive trap, especially because it means they don’t have to act.  That way makes us think we’re weak and cowardly – it fills us with anxiety, stress and self-recrimination; we lose confidence and self-esteem; we’re more easily subject to physical ailments; we isolate ourselves and become depressed.

Speaking up and acting to make our words real is the way of courage; it builds strength, confidence and power.  Those fine qualities are developed only by overcoming fear and strong challenges.  Don’t wait until we’re “ready” to act in a way that’s perfect.  Act now; act next time.  We don’t have to be perfect the first time. If we go too far or not far enough, accept no blame, shame or guilt.  Simply adjust so we get closer to the way we want next time…and the time after…and the time after.  There will be more “time after’s.”

Some parents will finally see the consequences of losing contact with us; they’ll change their behavior.  Some won’t.  They also have free will and choice.

We’re not mature until we make an adult decision about what we’ll allow in our personal space and then back up that decision with rewards and consequences.

Of course the predicament is the same for parents with abusive children, or even worse since the children can deny their parents contact with the grandchildren

Remember, all tactics depend on the situation – the people and the circumstances.  We must plan tactics that are appropriate to us and to the situation.  With expert coaching and consulting, we can become strong and skilled enough to overcome our fears and hesitations, and parents who won’t treat us right.

How to Stop Bullies in Their Tracks” contains the case studies of Carrie, Kathy, Doug, Jake and Ralph taking charge of themselves and stopping bullying parents and extended family members.  For more personalized coaching call me at 877-8Bullies (877-828-5543).