To Stop Bullies, Should Kids Ever Fight Back?

Jane’s 5 year-old daughter, Jenny, had been tormented for months by a bully in her class.  Even though the bullying girl was the same size as Jenny, she repeated took whatever Jenny was playing with, shoved Jenny down repeatedly and often pulled her clothes and hair. Jane had told her daughter that physical violence was never the answer.  Jenny should never sink to a bully’s level.  Also, the incidents were no big deal, the bully was probably bullied at home and didn’t know any better, Jenny should rise above and be the better and nicer person, Jenny should try to play nicely with the bully and make friends with her by giving the bully her toys, and to tell her teacher when incidents occurred.

The teacher talked to the bully but never stopped her behavior.

Eventually, one day, the bully grabbed a toy from Jenny and scratched her face.  In a fit of anger Jenny pushed the bully down and scratched her face really hard.  The bully backed away and cried.  The teacher was outraged at Jenny’s retaliation, sent her to the principal’s office and had Jane called.

What should Jane do?

First, what Jane did was to be very apologetic to the principal and teacher on Jenny’s behalf and then verbally chastise her daughter in the principal’s office for fighting back.  Fortunately for Jenny:

• Her mother did not make Jenny apologize face-to-face to the bully and the teacher was so busy and distracted that she forgot to punish Jenny in front of the bully.
• She felt so good after fighting back and winning that she ignored her mother’s attempts to lash her with shame, blame and guilt.  When she went back into class she gave the bully a dirty look and smiled threateningly at her.  That was Jenny taking her own power instead of waiting for someone to empower her.

Jane illustrates how well-meaning parents can be the number one risk factor in converting targets into victims.

What would I recommend Jane do instead?  Should kids like Jenny ever fight back?

• Jane should direct her anger at the teacher and principal who hadn’t protected her daughter from a bully.  Actually she should have been doing that all along, not simply after this incident.  She should have made repeated complaints, in writing, up the chain of responsibility of the school district.  Schools can create effective stop-bullying programs.
• She should have found out if other kids were being bullied at the school.  She should have rallied those parents, contacted lawyers and gotten the media involved in publicizing the do-nothing principals and district administrators who are a major factor in bullying-caused suicides.
• If I were Jenny’s parent, I’d take her out for ice cream or an even bigger treat.  I’d congratulate her on successfully defending herself.  I’d tell her that she’s probably going to have to hurt the bully once more because many bullies are boundary pushers.  The bully will probably try her old tactics once more to test Jenny’s courage, determination and resolve.
• I’d tell her that as she grows older, I’ll teach her how to fight back verbally and that if she learns verbal martial arts, she may not ever have to use physical methods.  But I’d see that she learns these also.
• I’d also tell her that her teacher and principal are cowards and jerks.  They don’t protect targets from predators under their care.  A 5 year-old can understand that.  So Jenny should just be quiet and nod when they lecture her, and she should ignore what they say.  If niceness doesn’t stop bullies, then Jenny should get me involved and if the authorities won’t protect her, she must use force.

When harassment, bullying and abuse are tolerated they don’t remain isolated incidents.  Instead, bullying rapidly becomes a generally accepted pattern at a school or a district.  When adults don’t fulfill their responsibilities, bullies realize they have the power to do whatever they want.  Other kids get lured into bullying or become bystanders instead of witnesses.  Behavior settles to the lowest common denominator.

Begging, bribery, appeasement, understanding, forgiveness, wishful thinking and the Golden Rule don’t stop bullies.  Unconditional love of bullies doesn’t stop their behavior.  Relentless bullies are predators.  Kindness doesn’t stop them; they misinterpret our kindness as weakness and an invitation to harm us more.

I’ve been interviewed many times on radio and television programs.  Almost every woman who has interviewed me was a Jenny whose mother told her to take the high road and never fight back, verbally or physically.  But unlike Jenny, they grew up being “nice girls.” Now, they wallow in negative second-guessing and self-doubt, and a little depression and defeatism because they never learned how to protect themselves.  Now, they bear some anger toward their mothers.

They’re also unable to stop bullies at work or to teach their children how to stop bullies in school.

But they’re all eager to learn how to stop bullies and how to make school officials protect their children, whether they want to or not.

For some examples, see the case studies in “Parenting Bully-Proof Kids,” the companion book to “How to Stop Bullies in Their Tracks,” available fastest from this web site.

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.

To Stop Bullies: Don't Give in to Fear, Despair, Defeat

Stopping bullies, whether overt, covert or cyberbullying, and especially stopping self-bullying, requires time, effort, courage, determination and perseverance – grit. It’s easy to lose heart along the way, but we must not give into fear, discouragement, despair, defeat, loss of hope or depression.  We must not listen to negative self-talk, or give in to the self-flagellation of shame or guilt, or pay attention to the voices who are convinced we’ll lose.

Instead, we need two crucial things to become effective in stopping bullying.

From deep in our guts, we need to rally our spirits and keep them high.

1. Our lives and lives in history and fiction give us many examples.  Our task is to build a treasure trove of examples and models who will inspire us when we falter; who will keep us from becoming passive victims.
2. They may be personal memories of times we’ve surprised ourselves with courage, strength, fortitude and skill.
3. They may be the examples of family members, teachers, priests, ministers, friends.  I always think of my mother’s mother, who walked across Europe when she was 16 in order to come to America – barefoot.  I’m inspired by her example.  If she could do it – with no cell phone, wireless tablet, social security, health or unemployment insurance – and not a word of English, how can I be less determined?  How can I succumb to fear or despair?
4. They may be people in history or the news.  Think of Joan of Arc or the women who walked across America along side covered wagons or Ayaan Hirsi Ali, who escaped from Somalia.  Think of the men at Valley Forge or the Battle of Britain who kept going even though everyone “knew” they didn’t have a chance.  Think of George Washington and Winston Churchill refusing to admit defeat.
5. Many movies and books come to a dramatic moment when the heroes can chose to give up or to continue on, whether they win or lose.  For example, in the last “Matrix” movie, Mr. Smith is defeating Neo.  He keeps calling him Mr. Anderson and trying to sap his will and strength by taunting him with, “Why do you keep fighting.  You know you can’t win.”  Finally, in agony and desperation, Neo says, “Because I choose to!”

There it is.  Because we choose to.  That’s the beginning and end of it.  Keep choosing to resist bullies; keep choosing to resist the self-bullying and the perfectionism that would discourage us and sap our will and strength.  Simply choose to fight on, whether or not we really think we can win.  Hope or will: choose which ever reason feels better or choose both reasons.  But choose to keep on keeping on.

We need helpers to lift us out of the pit of despair; who will march on together with us.

1. We usually need help to remind us to keep on when we might otherwise give up.
2. Family, friends and even strangers can sometimes say the right words or make helpful gestures.  When abusive, bullies seem unstoppable or our self-bullying seems overwhelming, our guardian angels can encourage us to keep our spirits strong and stand with us to keep us fighting.  They can keep us from defeat, depression and suicide.
3. Sometimes they’re the gestures of famous people who inspire us.  Because I grew up in Brooklyn at just the right time, I remember Peewee Reese, from Louisville, Kentucky, putting his arm around Jackie Robinson’s shoulder to let Jackie and the world know that Peewee was not a bystander.  He was a witness for what was right, standing with him.
4. Sometimes fictional characters remind us of people being lifted and supported. In “The Lord of the Rings,” all the characters except Gandalf and Aragon have moments when they despair and are ready to give up to seemingly inevitable defeat by the forces of evil.  And someone encourages them to keep fighting, because we must be an example for future generations and, also, we never know what will happen if we keep fighting.  There are thousands of other examples.

We need to build:

1. An inner world of those models who will inspire us by saying the right words when we need them.
2. A community of deep and sturdy friends who will inspire us to remain strong and dedicated.

They don’t have to make anything okay.  But what they do in the darkest times is to show that there is light and they throw a life line.

Sometimes we may act immediately and firmly to stop bullies.  At other times we hold back while keeping an intense fire burning in our guts, waiting for the right moment to act.  But that’s our choice of tactics, not the acts of a defeated soul.

As Winston Churchill said, “Never give in, never give in, never give in.”

Then we have a chance to succeed.

For some examples, see the case studies in “How to Stop Bullies in Their Tracks,” available fastest from this web site.

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.

Members of Whiners' Club definitely bad for business

With one exception, workplace cliques are bad for business.  If you allow them to operate behind the scenes, they’ll destroy morale, teamwork and productivity.  Yet, as the economy continues in a recession, people’s fear and stress will lead them to band together to find comfort and scapegoats. We usually recognize cliques that use bullying tactics to preserve their turf and to get ahead.  Let’s focus on one particular type of clique that will become more prevalent and more destructive as the recession deepens – the Whiners’ Club.

To read the rest of this article from the Portland Business Journal, see: Members of Whiners’ Club definitely bad for business http://www.bizjournals.com/portland/stories/2009/04/13/story9.html

Members of the Whiners’ Club, whether they’re managers or staff, waste time and spread a cloud of negativity and apathy throughout the office.  They’re toxic.  They complain about everything: the global economy; the country’s education, health care, bureaucracy and legal systems; the company’s leadership and management; their immediate bosses and coworkers; increased workloads imposed because coworkers were laid off; the insecurity of their jobs and retirement funds.  You’ll never satisfy them.

The accuracy of the whiners’ observations isn’t the issue.  The issue is their attitude towards what they think are facts.  These people are professional victims.  They’ve decided that since the world is so rotten and the future appears so bleak, they’ll stop trying to succeed.  Instead, they give themselves permission to wallow in victimhood.  They use their negativity to bully and abuse other staff, to sabotage meetings and to control the workplace.

Does that sound like teenagers who feel entitled to be taken care of?

Often, the strong and clear voice of an outside consultant and coach can empower managers and also make changes compelling.  You’ll probably need to train conflict-avoidant managers how to evaluate and remove members of the Whiners’ Club.  Once you remove a few of the most negative people, most of the rest can be rehabilitated with the right approaches.

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

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

Beware meeting saboteurs who can derail effectiveness

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-freaks.  Because 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.

Stop office 'energy vampires' before they suck you dry

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-freaks.  Because of these vampires, many coworkers dread coming to work.  Conflict-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.

My staff doesn’t care: What’s the problem? Is it me?

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.

Can Fear and Anger Help Stop Bullies?

Some people think that fear and anger are always bad.  Some people think that fear and anger can’t help stop bullies. I disagree.

When used and directed appropriately, fear and anger can help us stop bullies in all areas of life – abusive, violent, demeaning spouses; sneaky, manipulative, toxic parents or adult children; taunting, teasing, harassing, predatory school bullies; dangerous and deadly gangs; bullying bosses or coworkers; or even our worry and anxiety about something general and more amorphous like a poor economy and no savings, no insurance and a huge mortgage payments for a house beyond our means.

Fear

• Fear is a normal feeling we have in order to warn ourselves of danger.  It's our way of telling ourselves to get ready, mobilize ourselves and take precautions - there might be a saber-toothed tiger lurking down the trail.
• In these situations, the purpose of fear is to alert and energize us to make our best and most thoughtful responses to the danger.
• If we let fear grow so big that we’re panicked into fight, flight or freeze, or into our favorite childhood response, we won’t respond effectively.  We'll go overboard.  We'll start begging or we'll run and hide.  And then we’ll bully ourselves with negative self-talk, guilt, shame, perfectionism, remorse and recriminations because we over-reacted and made a mess of things.
• Our childhood responses were useful when we were growing up.  After all, we did survive; we did live to become adults.  But those over-the-top responses are no longer effective enough; they’re the down-side of allowing our fear to overwhelm us before we respond.
• The key to success is to act when our warning fear is small so we can engage our brain in planning how to respond.

Anger

• Anger is simply our effort to mobilize ourselves, to get us in gear to respond, to give us enough strength and power to act effectively.  Most people need some amount of anger when they’re small children in order to get the big people to listen.  Anger is simply motivational energy.
• But if we let anger build up too much we’ll blow up and kill someone.  Just like the case for fear, our childhood responses were useful when we were growing up.  After all, we did survive; we did live to become adults.  But those over-the-top responses are no longer effective enough; they’re the down-side of allowing our anger to overwhelm us before we respond.
• The key to success is to act when our energizing anger is small so we can engage our brain in planning how to respond.
• If we start acting when our anger is merely irritation or frustration, we can engage our brains to develop smart, effective action.  If we wait too long, we’ll make ourselves much too angry; we’ll turn to rage.  We’ll explode and create a bigger mess.  Or we’ll repress ourselves totally and live with those terrible consequences, such as depression and low confidence and self-esteem.

Maybe a good analogy is that if doing nothing is like going zero mph and blowing up is going 100 mph, we need to train ourselves to start acting at 10-40 mph, and to learn skills in that range so we can act effectively.  When we were children, most people didn’t get enough practice of how to act in that range.  As adults, many people still haven’t learned how to act effectively in that range.

Of course, if we respond early and effectively to our hesitation, irritation and frustration in stopping bullies, we can respond more effectively.  Fear and anger are simply warnings (like smoke detectors) and fuel for our engines so we can get to where we want to be.  There’s nothing inherently wrong with those signals or with that fuel.  As long as we act before we’re at their mercy.

Of course, our tactics will be different when we stop bullies in different situations.  But once our energy, courage, determination and power are hooked up to our brains, we have a much better chance of success than if we’re overcome by fear or anger.

We can even learn to respond effectively to the worry, fear and anger that are common at 2 AM when our “Monkey Minds” jump around uncontrollably.

What if our fear or anger seems to become overwhelming instantly and we feel out of control?  Actually, you’ll find it’s not instantaneous; it just seems that way because we’ve practiced soften. For some techniques to overcome worry, fear and anger, see the case studies in “How to Stop Bullies in Their Tracks” and “Bullies Below the Radar: How to Wise Up, Stand Up and Stay Up,” available fastest from this web site.

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 continually cranky co-workers ruin your day

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:

• Avoiding them. We tip-toe around or duck and hide when we sense the first signs that a Cranky Joe is around.
• Ignoring them. We hope they’ll stop because they aren’t getting the attention or control they crave.
• Begging, bribing and appeasing them. We’re sweet, nice and accommodating. We bring them baked goods in hopes they’ll like us and stop acting like spoiled brats.
• Crying to release our hurt and frustration.
• Making psychoanalytical excuses for them so we can rise above their level – anything to avoid confronting them.

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 answer.  The 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.

To Stop Bullies You Must Protest and Say, "NO!"

One of the typical tactics of sly, sneaky, stealthy, manipulative bullies is to work in the dark; to not be seen to be bullies.  Then, when a light is shined on their abusive behavior, they claim that they were just having fun; that they were just kidding around; that they didn’t know their target was offended, hurt or minded their attacks. This tactic is used at home by bullying, toxic spouses, parents or children, and by bullies and their cliques in schools and at work.

In order to stop these bullies you must protest; you must say “No!”

Often, people decide to ignore the bullying.  These targets (on their way to becoming victims):

• Believe that their kindness and forgiveness will touch the conscience and heart of the bullies and generate kind responses.  They believe their unconditional love or turning the other cheek or using the Golden Rule will convert bullies to a new way of being.
• Hope that if the bullies don’t get a reaction, they’ll go bully someone else.
• Don’t think they have a right to protest or resist.
• Beg or appease because they’re afraid that if they confront, the bully will escalate.
• Think that not responding in kind is somehow more moral or spiritual.

Ignoring bullies can be a good first response, but only if we use it as a test.  If we ignore the bully and he stops, fine.  We’re okay.  But if the bully moves on to bully someone else, the question then becomes, “Are we willing to be good witnesses?”

But what if the bullying doesn’t stop?  Usually, determined, relentless bullies are only encouraged by lack of resistance.  They see a non-resisting target as holding up a “victim” sign and they escalate.  They can’t understand the moral impetus behind such kindness.  They’re bullies. They interpret our lack of push-back as fear and weakness, no matter how we interpret it.  They’re encouraged to organize cliques to demean, mock, attack and hurt us more.

Other people assume that if we’re not protesting, we must know we’re in the wrong; we must deserve the treatment we’re getting.  Our society saw that phenomenon when women didn’t cry “rape!”

At school, if we and our children don’t protest loudly, clearly and in writing to teachers, principals and district administrators, bullies can excuse and justify their behavior by claiming they didn’t know we thought of their actions as bullying.  So, of course, they felt free to continue bullying.  And we’ll have no defense.  This goes for physical, mental, emotional and cyber-bullying.

At work, many bullies use the same tactic.  Even if our company has rules against bullying, if we didn’t protest loudly, firmly and in writing, we’ll have no legal grounds to stand on later.  Our supervisors need written documentation in order to act.  And we need it in order to hold cowardly, conflict-avoidant supervisors accountable later.

Of course, we must also protest against abuse by overt bullies, even if that makes them feel proud.  But that will get the ball rolling for our resistance.

But, if we protest, won’t the bullying get worse? Maybe or maybe not.  Remember, what happened we tried the test of not protesting?  When we didn’t protest, the harassment, abuse and bullying got worse.  So we might as well learn to protest effectively; the first step of which is creating records and documentation.

And we don’t want to live our lives as cowards, do we?  Remember the old and very true sayings about cowards dying a thousand deaths.  That’s an underestimate.  If we don’t protest, our negative self-talk, blame, shame, guilt, fear, anxiety, stress and depression will pervade our lives.  Our lives will shrivel like prunes.

For some techniques to overcome worry, fear and hesitation, see the case studies in “How to Stop Bullies in Their Tracks” and “Bullies Below the Radar: How to Wise Up, Stand Up and Stay Up,” available fastest from this web site.

If we protest, will the bullies stop? Although there’s a guarantee that relentless bullies will escalate if we don’t protest, there’s no guarantee that simply protesting will stop them.  Protesting is only the first step in responding effectively.  We may need to go up to higher steps to stop a particular bully.

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.

Promoting a 'Drama Queen' is guaranteed to create chaos

‘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:

• Act as if drama is more important than results or that they believe that drama is necessary to get results.  They suck everyone dry of emotional energy.
• Seem strong and forceful, and are perfectionistic, nit-picking, control freaks.
• Over-react as if everything is a matter of life and death.  They jump to conclusions and blow up.  They’re super-intense, angry, hostile and emotional, instead of thoughtful.
• Want all hands on deck and devoted to the latest emergency.  Nothing else matters.
• Are vindictive blamers.  They take everything personally and remember forever.
• Think that spewing of emotions reveals the “real” person.  They’re uncomfortable with coworkers they see as expressionless.  To Drama Queens, loud emotions show strength; calm people are wimps.

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.

Eliminate the High Cost of Low Attitudes at Work

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

• Are good employees protected from bullies, negative complainers, toxic coworkers, subtle manipulators, nitpicking control freaks, rule-floggers, gossips, passive-aggressive stalkers, energy vampires, meeting disruptors, demanders, meddlers, micromanagers, critics,  conflict-avoidant managers, “professional victims,” Drama Queens, or jerks?
• Are you wasting your time and effort to understand and rehabilitate splinters, rotten apples and cancers – at all levels in your company?

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:

• Why good, well-meaning people fail to establish high standards of professional behavior, and how organizations participate in begging, bribery and appeasement of low attitude staff at all levels.
• How to recognize covert, sneaky, stealthy, backstabbing, manipulative bullies and their cliques.
• The true cost of negativity, emotional sabotage, poor customer service and low attitudes in your workplace and on your personal life.
• How to make attitudes and professional behavior as important as deliverables.
• The importance of the 990/10 rule and why not to “counsel” a problem employee.
• How to weed out determined bullies and predators, and turn around a culture of entitlement.
• Methods to protect your personal ecology from abuse, harassment and bullying behavior, and create and maintain team ground rules.
• Why you can’t stop bullying with employee satisfaction surveys.
• How the right discipline increases morale and team performance.

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.

Well-Meaning, Meddling 'Peacemakers' can Disrupt Your Workplace

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:

• Pour gasoline on the emotional fires and leave a trail of misunderstanding and anger.  But they insist they’re just trying to help.
• May be well-intentioned, but when they act as go-betweens, gossip, innuendo and hostile emotions invariably escalate.  Work suffers.
• Are abusive, sneaky, manipulative bullies.
• Usually they love the emotional turmoil and uproar.  They feel alive when emotions are on the line and necessary when they’re intervening.  They can’t resist being middlemen.

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.

How to deal with the smiling, stealth office bully

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.

"Nice Girls" Can’t Stop Bullies

Almost every one of the women who’ve interviewed me on radio or TV admitted that they were raised to be “nice girls.”  Their mothers had taught them that the most important value was to be nice, polite and sweet at all times.  They should ignore or rise above bullies; feel sorry for how empty and insecure bullies must feel; how horrible bullies’ family lives must be.  Nice girls should try to understand those mean girls, to forgive them and to tolerate their nasty, insulting, abusive behavior. Nice girls should be sweet and kindly in all situations; not be disagreeable, not make scenes, not lower themselves to the level of the mean girls by pushing back verbally or physically.  Nice girls were raised to believe that the virtues of loving compassion and sympathy were their own rewards and would also, eventually, stop bullying.  Nice girls were to live by the Golden Rule.  Being a virtuous martyr was preferable to acting “not-nice.”

As a result, when these nice girls became adults, they had trouble protecting themselves from bullies.

Many had married nice guys so they didn’t have to worry about bullying at home.  But they didn’t know how to stop bullies at work, especially stealthy, covert, sneaky female bullies.  They didn’t know how to teach their children to stop bullies at school.  They didn’t know how to protect themselves from manipulative, abusive, controlling, narcissistic, nit-picking, negative, self-centered relatives, friends or neighbors.

And, in addition to the emotional scars and the feelings of helplessness and impotence in the face of the real world, they bore a measure of anger toward their mothers for not teaching them how to be effective as grown ups.

The start of their change was to openly admit that, in this area, their mothers were wrong.

Their experience had taught them that they needed to feel stronger in the face of bullies, to learn to act more effectively now and to teach better skills to their children.

They had to decide which values were more important than being nice. They had to adopt a new hierarchy of values to reflect what they’d learned.  They had to discard their childhood rules and roles, and adopt new ones as adults.  Once they made the decision to determine their own values, they felt a surge of power, confidence and self-esteem.

At first they thought that they needed at least two hierarchies of priorities; one for their home life and one for the outside world.  This was abhorrent to many because it sounded like situational ethics.  But it wasn’t.  They would have the same ethical framework and merely different tactics that fit their different situations.

A general example of the new hierarchy they all adopted was that although being nice, sweet and agreeing with people might still be important, protecting themselves and their personal space was more important.  Being treated well was more important than keeping silent and not making a scene or not creating a confrontation.  Speaking up and keeping themselves and their families safe was more important.  They would not allow toxic waste on their “Isles of Song.”

Determination, will and perseverance were more important qualities than being nice.  These qualities gave them the power to take charge of their lives.  They didn’t have to be mean, but they did have to be strong, courageous and sometimes firm.  They were the ones who decided what they wanted and needed; what was right for them; what their standards were.  These decisions were not consensus votes affected by the desires and standards of other people.

Their tactics had to be situational.

In their personal family lives, where niceness was usually reciprocated, they could usually interact by kindly suggestion and often be very forgiving of some behaviors.  But with some relatives in their extended families, they had to be more direct and enforce more boundaries; no matter what other people thought was right or thought they should put up with because the bullies were “family.”

In most other situations – work, friends, their children’s schools – they had to overcome the idea that being open and firm automatically meant confrontation, which they’d been taught to avoid at all costs.  They had to learn how to speak clearly, disagree in a nice and firm way, and make things happen even if it made people uncomfortable; especially people who were abusive or slacking in their responsibility to protect their children.

The hardest skill for many of them to learn was how to isolate some bullies or to work behind the scenes to thwart covert attacks from sneaky, manipulative bullies.  But once they’d stopped thinking that being nice was the most important value, they were able to learn these skills. 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.

What to do if you're stuck with bully for boss

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.

Micromanagement is a Double-Edged Sword

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.

Change a Culture of Entitlement in the Workplace

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.

Stop Workplace Bullies who Beat you up with the Rules

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.

Stop Employees who Bully Workplace over 'Morale' Claims

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.

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

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

Stop Bullying, Abuse: Say, "That's Enough!"

We’ve talked about the first two important steps to stop bullying, abusive spouses:

1. The first step toward freedom is to use experts’ checklists to recognize and label our spouses’ behavior as “bullying” and our demanding, controlling, narcissistic, abusive spouses as “bullies,” in order to generate our own power.  We may use that power to re-enter fights with renewed vigor and a new sense that we’re right.
2. The second step toward our bright future is to ask our inner expert.  We ask ourselves, not if they’re bullying, but if we don’t like what they do.  We know what we like and don’t like; we know how much we like or hate it; we know what we’re willing to compromise about or put up with and what we’re not.  Begin with our judgment and act on that judgment.  Since we know what we want, we don’t have to change bullies or get them to agree or get their permission.  We simply test them to see if they’ll act the way we want.

Each step in the sequence gives us more inner power, strength and courage to do what we need to do; to stand firm on the standards of behavior we’ll allow on our island.

There’s a third step in which we take charge of our personal space and our future.

Yes, when we label them as bullies we stop forgiving, excusing, accepting justifications; we stop begging, appeasing, bribing; we stop thinking that reasons, logic, unconditional love, forgiveness or the Golden Rule will cure them; we stop hoping and pretending that they’ll suddenly see themselves as we see them and they’ll change; we stop negative self-talk and self-bullying.  Instead, we fight to protect our emotions and spirits from further destruction.

But many bullies, especially stealthy, covert, manipulative, controlling bullies, love to fight.  They win when they keep us engaged in fighting because they’ll never give in.  For us, it’s a fight for our souls; for them it’s a fight to the death.

Here are two examples of women with demanding, bullying, abusive, controlling, philandering husbands who made that third step and then chose different tactics.

For years, Maria and Jean had tried everything they could think of to change their husbands.  They’d tried every expert method, every friend’s advice, every magic trick, every way they could think of to become perfect wives, every form of therapy but their husbands hadn’t changed.  Well, maybe those spouses had become little more tricky in their justifications.  But their spouses didn’t change their behavior.

Through personalized coaching, both women reached the point of saying, “That’s enough!”  Actually something deep within both of them shifted completely.  They were released from the need for debates, arguments and therapy; from reasons excuses and justifications; from fighting about who was right about their husbands’ behavior.

You know how you can bend a paper clip back and forth many times and you can still make it hold paper.  But one bend too many and it snaps, and you can’t ever glue it back together again.  It’s broken irreversibly.  That’s what happened.  They snapped.  The need to keep trying had snapped.  That’s enough! They were done.

That happened to Maria and Jean.  They were done with hoping their husbands would change, they were done with looking for exactly the right words to say or with trying to be good enough to deserve good treatment; they were done with debating, arguing and therapy.

They were now acting on their own gut standards and for the benefit of their hearts and souls.  That’s real power.  Gone were their begging doubt, hesitation, self-questioning, negative, self-bullying self-talk, insecurity, lack of confidence and low self-esteem.

Now they focused on behavior – and they took different paths that fit each of them.

Jean said, “I’ve gotten divorce papers.  If you behave in that rotten way, I’ll file them.  But if you behave in the nice way I want, I’ll hold off until the kids grow up and leave home.  Then we’ll see what we’ll see.  If you’re nice for a while but fall back into the old patterns, I’ll immediately file; no more chances.” Her study is included in “How to Stop Bullies in Their Tracks,” available fastest from this web site.

Maria took a different path.  She felt that her husband’s behavior was way over the top and he was setting a bad example for their son.  Also, if she stayed, she’d be setting a bad example for her daughter.  So she divorced him.

Both of their husbands tried to continue debating and arguing, citing experts and friends and family, who asked if the wives had done enough, if maybe they’d tried more or if maybe they fixed what was wrong with them, the men would finally change.

Both Maria and Jean had the same answer from their guts.  “Those thoughts, ideas and possibilities don’t matter anymore.  I’m done.  I’ve had enough.  I’m not wasting my time in talk anymore.  I love him but I’m done with him.  It’s over.  Maybe I’ll find love somewhere else.”

They both felt a surge of power, confidence and esteem at having acted based on their opinions, gut feelings and desires.  Both had taken charge of their personal spaces and their futures. Both worked hard to make their choice as good as possible for their children.  Both were successful.

The hardest part for Maria was to deal with friends and family who, for their own personal reasons, tried to convince her of what they wanted her to do.  They wanted to judge and debate in order to convince her that what they thought was, indeed, right.  She finally had to tell them that the subject was off limits.  They’d already expressed their opinions.  Now, if they wanted to be with her, they had to stop.

The key to both successful lives was in following the internal shift – the gut that said, “That’s enough!”

Notice, that’s the same step the most successful people take when they have toxic parents, toxic children or toxic relatives.