Leaders Who Ignore the Human Element Will Fail

To be a successful administrator, basic operational savvy is necessary.  But to be a successful leader, you must also master human savvy. For example, Joe worked his way up through the financial ranks and had mastered three of the major skills of internal operational savvy:

• Setting high performance standards.
• Project management.
• Financial soundness.

Joe’s teams met their goals within budget and deadlines.

But Joe was always passed over for promotions to leadership.  Why?  Basic operational savvy isn’t enough to make leaders even partially successful.

To read the rest of this article from the Memphis Business Journal, see: Leaders who ignore the human element will fail http://www.bizjournals.com/memphis/stories/2007/10/01/smallb4.html

When I explained to Joe that he was missing the human savvy I’ll describe below, he said he couldn’t change.  He had strength of character and responded successfully to the ups and downs, and the challenges of business.  But he said he was an introvert.  He could achieve high performance in operational areas but it wasn’t his personality to excel in people areas.

Joe’s response is nonsense.  He doesn’t need to become an extrovert or develop the personality of an archetypal used-car salesman.  But if he wants to advance his career, he does need to master his innate human savvy—the universal human attributes for empathy and sympathy, for knowing what makes people tick, and for transmitting and enhancing passion and dedication.

Joe’s progress was halting when he was simply memorizing lists of how-to’s.  But his learning took off when he modeled himself after the subject of one of the best leadership books, “Team of Rivals: The Political Genius of Abraham Lincoln,” by Doris Kearns Goodwin.

Joe saw himself as having a personality similar to Lincoln: a melancholy introvert who could come out of his shell to make human contact.  Lincoln’s human savvy was a crucial component of his success.  Joe resolved, “If Lincoln could do it, so can I.”  Joe drove himself to use Lincoln as his guide and to learn what Lincoln learned.

One of the important personal skills Joe learned was critical listening.  Instead of listening only to the dictionary definitions of words, he trained himself to hear “the message behind the message.”

That essential information taught him what concerns other people have and what they really want.  Joe used what he learned in order to connect with his team on an emotional level, so he could help them dedicate to their mission.

Lincoln said that the most important task of a leader, once he has finally decided on a course of action, is to educate people so they are inspired to proceed on that course.  Lincoln used insightful comparisons and memorable stories to transfuse people with his vision, dedication and perseverance.  Joe realized that appropriate stories have an emotional impact greater than the effects of logical arguments.

Like Lincoln did, Joe can now tell memorable stories of his team’s effort and progress.  His staff is now enthused to achieve team and personal goals in the face of challenges that demand their best.

Joe also sets high behavioral standards and holds his staff accountable for behavior that reflects good attitudes.  He’s stopped bullies and even had some success getting difficult messages across to abusive, toxic staff.  His best workers are happier now that he’s weeded out the slackers and bad apples.

Now his superiors say:

• “Joe seems to guess what the next steps are, even when I haven’t said them.”
• “He’s a good confidant. I can count on him to rally the rest of my leadership team and to see that his people are on top of what’s truly essential.”
• “He’s a go-getter.  He’s stopped bullying, manipulation, negativity and meeting sabotage in his new department.   He can inspire people to overcome change and adversity, as well as to keep innovating when times are good.”

Many people teach basic operational savvy as if it’s all that’s necessary for leadership success.  But good administrators aren’t necessarily good leaders.  Basic operational savvy is necessary, but it’s not enough. Leadership success is more all or none.  You can succeed only if you master human savvy.

High standards protect everyone from unprofessional behavior.  You can learn to:

• Master the human element.
• Eliminate the high cost of low attitudes, behavior and performance.

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

Fixing Your Business? Keep the Best, Churn the Rest

What if you showed up for work to find a new sign posted by the owners: “Keep the best, churn the rest”—and you knew the best, and the rest meant you and your colleagues at all levels? Chances are, it’d get your attention.  And that’s exactly what business owners Dick and Harry (made up names for a true illustration) had in mind when they posted that sign at their medium-sized company.

To read the rest of this article from the Houston Business Journal, see: Fixing your business? Start at the top with managers http://www.bizjournals.com/houston/stories/2007/10/29/smallb5.html

Dick and Harry had allowed their company to drift into unprofitability.  Though they brought in more business, profits never increased.  And the more jobs they took on, the crazier their lives became.  They were so exhausted trying to stay afloat, they didn’t have time to plan how to get out of the mess—until a stress-induced fight finally forced them to stop and think.  It was change or lose the business.

They realized they had a lackadaisical staff, lackadaisically managed, producing minimally.  The big problem was their poor leadership.  Dick and Harry had let their standards slide.  They’d stopped being leaders and had become conflict-avoidant fixers.

They complained whenever something was done wrong, but they fixed it themselves.  They worked harder and dumber.  No one was re-trained or fired.  They never stopped bullies. The result?  The more business that came in, the worse their quality and the more profit gushed out of their pipeline.

The more frantic they had become, the less they enforced behavioral standards.  Over time, narcissism, cranky complaining, criticism, whining, demanding, bullying, emotional drama, back-stabbing, sabotage, negativity, hostility, cliques, cyberbullying, personal vendettas, turf fights, entitlement, claims of unhappiness and poor morale, control-freaks, toxic nastiness, gossip, disruptive actions and lying increased.  These behaviors are the typical signs of problems.

When standards slid, the best people left because they got tired of being forced to work with jerks who prevented success.  And they hated being paid the same as jerks.

Dick and Harry started demanding excellence from themselves.  Before they could fix problem employees, they had to fix themselves.

To let their staff know that there would be a new culture of high performance and accountability, they started an internal campaign: “Keep the best, churn the rest.”  To show that wasn’t a punitive exercise or mass downsizing, the slogan meant four things:

• They began at the top.  If they didn’t perform, they’d leave because they weren’t worthy of leading the company.
• Fixing managerial problems was urgent because problems at the top cost more.  One problem manager caused more damage than one problem employee.
• “Keep” meant increasing rewards because each quality worker is worth more than two jerks.
• “The best” meant competent, productive employees, not just shooting stars.

Although Dick and Harry needed to reward good performers, they also needed to demand high quality and accountability at all levels. That meant honest evaluations, with rewards and consequences.  They knew they had to stop bullying.

Dick and Harry didn’t expect a quick fix.  And there wasn’t one.  During the next 18 months, they turned over about 35 percent of their staff, including managers.  But they stuck to their plan. They walked the walk and talked the talk.

The company turned around.  The more they kept the best, the easier it became to churn the rest.  At all levels, unmotivated or incompetent people were gone.

High standards protect everyone from unprofessional behavior.  Learn what you can do to eliminate the high cost of low attitudes, behavior and performance.

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

Stop Bullying Diet Saboteurs

Sue Shellenbarger’s article in the Wall Street Journal, “Colleagues Who Can Make You Fat,” focuses on people at work who try to sabotage coworkers’ diets.  People reported that colleagues and bosses made them uncomfortable admitting they were on a diet 23% of the time. In contrast, dieters said they were uncomfortable admitting that they were dieting to people in personal life – friends, relatives and spouses – 63% of the time.  That is, there are almost three times as many diet saboteurs among those who are closest to us.

What’s wrong with this picture?

Diet saboteurs use many techniques.  They:

• Tease, taunt and mock.
• Criticize, pressure and manipulate.
• Gleefully predict failure.
• Get upset because we’re spurning their offerings of fatty, starchy, sugary, calorie-loaded food.
• Lecture that we’re harming our body by dieting.

The article says that these saboteurs usually mean well.  I disagree. When diet saboteurs continue harassing and abusing us relentlessly, they don’t mean well.  They’re narcissistic bullies who have their own agenda that they think is more important than ours.  They’re righteous. They know better and they’re out to change us – usually by beating us into submission.

Typically, they try to sabotage our diets because:

• They may feel abandoned because we no longer eat the same food with them.
• They may be striking back because they take our change as a put down of their old habits.
• They may feel jealous that they’re not losing weight.
• They may see our being thinner as a threat.
• They may simply not like us and are finding another reason, excuse or justification to mock, ridicule, or put us down.

Who cares what their reasons are?  Understanding their reasons won’t help us stop them.  After the first time we’ve asked them to stop, their reasons for continuing now become excuses and justifications for continued harassment, abuse and bullying.  Bullies always find excuses to continue inflicting pain.

What’s wrong with this picture?

1. People who are closest to us – toxic spouses, family, friends – are the most relentless saboteurs.  Things are not as we would wish. Notice that I didn’t say, “Things are not as they should be.”  Things are as they are.  That’s not what’s wrong with this picture.
2. What’s wrong with this picture is that people feel uncomfortable and that feeling keeps them from doing what they need to.  Their discomfort is their excuse to become victims.

As William Boast said, “It’s important that people know what you stand for.  It’s equally important that they know what you won’t stand for.”

Don’t debate or argue with their justifications.  Don’t accept apologies unless their behavior changes.  They won’t change their behavior; they won’t give up their desire for domination and control.  Instead, stop bullies or get them off our Isle of Song.

These bullying spouses, family members and friends are telling us to examine what kind of behavior we will and won’t allow around us and our families.

To have the wonderful lives we want, we must stop bullying behavior in our personal spaces.  We wouldn’t allow family members to push an alcoholic to have “just one drink” and we wouldn’t allow family abusers or perverts access to our children.  The need to stop diet saboteurs is no different.

Of course, we can start resisting gently by asking them, one-to-one in private, to stop. Or we could ignore it or laugh it off in public.  Those approaches become tests of them.  Do they stop or do they identify themselves as bullies?

We know what doesn’t stop bullies: ignoring, minimizing, conflict-avoidance, begging, bribery, defeatism, forgiveness, appeasement, understanding, unconditional love, the Golden Rule.  Relentless bullies misunderstand our kindness. They take our “rising above” as weakness and, like sharks or hyenas, they’re encouraged to attack us more.

Their relentless attacks force us to confront the central issue: which is more important; good behavior or bad blood?  And when they continue their abuse, bullies force us into an all-or-none choice.  Are we willing to defend the behavior we need to have, even if it breaks the old family dynamic, the code of silence that enables the nastiest spouse or relatives to continue getting away with their abuse for the sake of, “family?”

That choice thrusts us into the second stage of maturity – we’re called upon to decide, as independent adults, what behavior we will or won’t allow into our lives, no matter what the relationship is called.  We’re called upon to have more confidence and self-esteem.

For some examples, see the case studies in “Bullies Below the Radar: How to Wise Up, Stand Up and Stay Up,” “How to Stop Bullies in Their Tracks” and “Parenting Bully-Proof Kids,” 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.

You Can Change Attitude Problems at Work

Increasing productivity is relatively easy because you can measure and quantify production, and then respond effectively.  But how do you fix poor attitudes, which you can’t quantify? Actually, it’s not that hard.

A list of poor attitudes typically presented to me by managers and employees includes negativity, insubordination, narcissism, hyper-sensitivity, bullying, abuse of power and lack of responsibility.

To read the rest of this article from the Silicon Valley/San Jose Business Journal, see: You can Change Attitude Problems at Work

http://www.bizjournals.com/sanjose/stories/2007/11/19/smallb3.html

A typical list of behaviors that result from those attitudes is: chronic gossip, back-stabbing, sarcasm, negativity, manipulation, sabotage, formation of cliques, nepotism, favoritism, critical complaining, whining, demeaning comments, bullying bosses, dishonest evaluations, flaming e-mails, disrupting meetings, abusive remarks, ignoring suggestions, “Drama Queens,” blowing up in response to feedback, turf-control, crabbiness, over-reactions, lack of communication, mind reading, people who want their minds read, pointing fingers, taking things personally, the loud, silent treatment and my all-time favorite: “not my job.”

I use a straightforward, action-oriented approach that changes company cultures infected with poor attitudes.  The key is to be clear and specific about which attitudes and behaviors you want, and then to require participation in a culture that has them.  Don’t be a conflict-avoidant manager.

How do you clarify attitudes you can’t quantify?  The first step is to acknowledge that although you can’t quantify attitudes like “narcissistic control-freak,” you can recognize and document behaviors without resorting to mind reading, moral judgments or personal attacks.  Then you can act on your documentation of non-professional versus professional behavior.

Make sure it’s legal.  Then everyone from the owner on down is required to subscribe to or sign off on the new code of professional behavior.  The code then becomes a significant part of everyone’s evaluations.  Be consistent in rewarding the desired behavior and having consequences for actions against your code.

You won’t get everyone to buy in immediately.  So what?  Band together with the core group that wants to turn things around or to improve what you already have.

As you weed out a few resistant bullies, you’ll find that merely going through the process will change most employees’ behaviors.

Reinforce your expectations with new employees; publicize your code during hiring interviews.  Don’t bring people on board who argue with the code or who think the team should adjust to accommodate their personality or favorite styles that violate your code.

If someone has toxic behavior in another department, don’t bring them into your team in hopes you can change their long-term patterns.

High standards for positive attitudes protect everyone from unprofessional behavior.  Learn what you can do to eliminate the high cost of low attitudes, behavior and performance.

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

Don't ignore new hires after they start work

You’ve spent a lot of money finding and hiring the perfect employee.  Do you kick back, feel the thrill of success, and throw the new hire into the jungle in hopes they’ll become productive rapidly? If you do, you’ve just wasted all the time and money you spent making that great hire.

To read the rest of this article from Business First of Louisville, see: Don’t ignore new hires after they start work http://www.bizjournals.com/louisville/stories/2008/01/28/editorial1.html

For example, Helen was a highly skilled manager with a great track record.  On the first day at her new company, she was introduced – then senior management abandoned her.  Thus, the predators on her team felt emboldened, and immediately tried to see how far they can push her.  Who’s really going to be the alpha wolf and control this turf?

Helen wanted to start off on the right foot.  So she talked reasonably to each of them, one to one.  She tried to understand why they were so hostile and tried to get them to understand how much her feelings were hurt.

The bullies interpreted her reasonableness as weakness and her hurt feelings as vulnerability.  They remained hostile and righteous.  They escalated their emotional harassment and abuse into a feeding frenzy.  They claimed it was Helen’s fault their feelings were hurt.  Her feelings didn’t matter to those narcissistic bullies.  They told her they had nothing to apologize or make amends for.  Their threat: If Helen didn’t leave them alone, they’d complain to the senior manager.

Helen felt like she was the new kid trying to break into a clique of junior high school princesses.

Leadership spent a lot of time, energy and money hiring Helen but they failed to support her.  They didn’t set the tone for how new hires are to be treated.  When they didn’t support Helen’s attempts to set high behavioral standards, they enabled a toxic workplace and she moved onto bigger and better things.

Imagine your company beginning with a vacuum of standards for behavior.  If you and the highest quality staff don’t set the tone for the workplace, the most vicious and nasty members of your staff will fill the vacuum with their standards.

I discovered that the leaders at Helen’s organization weren’t merely absentee, they were conflict-avoidant cowards.  They weren’t successful leaders.  They tried to avoid stopping bullying while they whined and complained, “Why can’t we all just get along?”

Don’t throw new hires to the turf-building jackals.  The simple solution is to develop and implement an effective “How We’ll Welcome the New Employee” plan.

The welcoming process may sound like a huge expense.  But compare it to the cost of losing a perfect hire, having to repeat the hiring process and probably watching your next generation of leaders leave or sink down to the lowest level.  Problems welcoming new hires are a sign of widespread bullying and abuse, and lack of planning and oversight.

Don’t let that happen.  Your job as a leader is to actively set the tone.  You can’t allow the most predatory members of your organization to feed on other staff.

Learn what you can do to eliminate the high cost of low attitudes, behavior and performance.

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

Can Forgiveness Keep Us from Stopping Bullies?

Many people believe that forgiveness – complete, unconditional and true – is necessary for spiritual development and for stopping bullies. These people struggle so they can see all people as completely spiritual and good, they strive to love them unconditionally, and they aspire to rise above earthly concerns and values.  That makes them feel very spiritual and virtuous.

However, much more often, I see the trap that “ineffective forgiveness” leads people into.

There’s a better way – “effective forgiveness.”

What I see are the many women and men who I’ve coached or who have written comments about their years of trying to love and forgive bullies who haven’t changed and who continue to harass and abuse them and their children.  Ineffective forgiveness becomes a trap when:

• We don’t stop thinking about the incidents and we generate the same repeating cycle of strong emotions.
• We don’t take precautions so the bully repeatedly attacks us.
• We don’t learn how to avoid the same traps or how to stop bullying by toxic, selfish, narcissistic bullies’ sneaky manipulations, control, back-stabbing, or overt violence or threats of violence.

Ineffective forgiveness means that we hope the other person won’t be mean or nasty next time.  We hope that our believing this bit of wishful thinking helps bullies become better.  And to show that we’ve forgiven, we must put ourselves back into the same position in hopes bullies won’t take advantage of our good nature and kindness.

Ineffective forgiveness means people have put the value of forgiveness and the value of self-protection at the same level.  This trap leads to despair, defeat, depression and, maybe, suicide.

Almost all of the women who have interviewed me on radio and television were raised to be “nice girls.”  Their mothers taught them to forgive the mean girls who tormented and terrorized them, because those girls must have had terrible home lives.  They were taught that it was wrong to fight back and to protect themselves.

This kind of ineffective forgiveness doesn’t stop relentless bullying at home, at school or at work.

What do we try to gain by replaying incidents of bullying and abuse? Replaying is a motivational strategy.  We’re trying to develop enough fear or pain, suffering or sorrow, isolation or depression, anger or rage so that we’ll finally take steps to protect ourselves.  We’re trying to develop enough energy to act effectively.

Therefore, once we know that we’ll protect ourselves, we can stop the rehashing the incidents, stop regenerating the strong emotion in order to keep us suspicious and alert.  Then we can forgive effectively.

What are the goals of effective forgiveness and what do we usually require to get there?

• The goal of effective forgiveness is simply to stop thinking about the other person so they occupy no space in our mental or emotional worlds.
• In order to relax our vigilance, either we have to know that the perpetrator won’t try bullying us again or that we’ll protect ourselves, naturally, automatically and easily, if they ever try again.  Because we’ll stop them automatically, we don’t need to replay and re-analyze all the terrible incidents to keep us on guard and full of energy.
• Sometimes we’ll get bullies out of our environment, off our isle of song, but sometimes we’ll allow them to stay, although we’ll protect our personal space next time.  Effective forgiveness does not mean that we must still relate to them in the way they want.  Whoever tries to require continued interaction as evidence of “forgiveness,” is still trying to control us.
• Usually, we test a bully’s sincerity by requiring public apologies and amends.  If they won’t do these, we correctly don’t trust them.  Even if they do these, we still can choose to get them out of our space.

What if no apologies or amends are possible? I saw a program about the Amish in America, in which a portion was devoted to a young man who invaded an Amish school, sent all the boys out and started shooting all the girls. He killed five and seriously wounded more.  Then he killed himself.

What can we say?  There are no apologies or amends that would make that okay.

I’m saying that in such cases, the task of the Amish families is not to forget, but somehow to move on with the children who are alive and with each other.  Whatever they can think and do to reduce this horror to a size that makes it only a part of life, to a size that still allows them to find joy, for the children to grow up and love and have their own children, whatever allows them to do that is effective.  If they use the work “forgiveness,” that’s fine.

How can we forgive ourselves? Follow the same approach.  Beating ourselves relentlessly; negative self-talk, self-bullying, self-doubt, self-questioning, perfectionism, blame, shame, guilt and self-flagellation are simply ways of continuing to remind ourselves to do better.  But that’s a hard way to keep the reminder in mind.  The price is pretty high – loss of confidence and self-esteem, loss of will and determination.  When we change our way of being in the world, so we know we won’t act that way again, we won’t need the self-bullying.  Or when we make ourselves into people who are so filled with the best of us that we won’t act that way next time, we won’t need the self-bullying to motivate us to stay on track.

The goal of effective forgiveness is always about behavior:

• We don’t waste our time and energy obsessing on the bullies.
• We recognize bullies, especially sneaky, narcissistic, manipulative ones.
• We protect ourselves.

No specific process is required or is the best, as long as we get to the goal.  Whatever our explanations, psychological rationalizations, excuses or justifications are for bullies’ behavior or whatever make us feel good about forgiving them, the only criterion that really matters is that we get to the goals of effective forgiveness – we don’t waste our time and energy obsessing on the bullies and we protect ourselves.

Notice that I haven’t gone into abstract discussions about the existence of evil, or whether bullies are sinners or whether this world of pain and suffering, of joy and beauty is real or whether it’s a delusion to see through.  Those considerations might be important to some people, but they’re irrelevant to learning how to stop bullies and to protect ourselves from their attacks.

For some examples, see the case studies in “How to Stop Bullies in Their Tracks” and “Parenting Bully-Proof Kids,” 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.

Stop Critical, Complaining Bullies from Undermining Your Leadership

Being open to suggestions from your team is an important part of being a good leader. But don’t be bullied by whining complainers who always find fault, no matter what you do.  They’re not interested in improving teamwork or performance in the workplace.  They’re interested in feeling superior and in bullying and controlling you by getting you to try to please them.

To read the rest of this article from the Pacific Business News (Honolulu), see: Stop Critical, Complaining Bullies from Undermining Your Leadership http://www.bizjournals.com/pacific/stories/2008/03/10/editorial4.html

For example, Claire is a dynamic manager who wants to resolve problems and get results through team effort.  She asks for input and strives to incorporate it.

Heather was an unhappy employee who always found something to complain about.  She was never pleased; nothing was ever good enough.  She was demanding, abusive, nit-picky and delighted in pointing out when Claire had, once again, failed to please her.

No matter what Claire did, Heather found something to be angry about.  She always had reasons and justifications for her criticism. Heather complained bitterly and encouraged the rest of the team to express their unhappiness and to harass Claire as well.  Heather’s small clique also gossiped about and was disdainful of Claire’s efforts.

When Claire had accepted the idea that she should make Heather happy, she gave Heather control of the whole team.

Heather was a manipulative bully.  She used her unhappiness to dominate Claire and the team.  She was haughty, sarcastic and demeaning.  She acted as if everyone’s job was to satisfy her every whim.  She was like “the belle of the ball.”  You can imagine her as the leader of a clique of snotty high school girls.

The first question most people have is, “Why didn’t anyone stop this long ago?”  Usually, there are two reasons:

1. As in Heather’s case, her previous manager was conflict-avoidant and had allowed Heather to control the team.
2. Many managers naively believe that happy employees are always productive employees.  These managers assume that if they give all employees what they want, they will build high morale and encourage teamwork.  They think that employee satisfaction is the way to increase performance and elevate attitudes and behavior.  Instead, they usually encourage a few selfish, spoiled brats to victimize the rest of the team.

Heather’s unhappiness, verbal abuse and negativity triggered a pattern in Claire that I call “self-bullying.”  Claire assumed that if she were a better manager, Heather would be happy.  Since Heather was unhappy, Claire thought she wasn’t good enough.  Her self-doubt and self-questioning increased, and her confidence and self-esteem were eroded.  She felt defeated.

With coaching, Claire stopped assuming that every one of Heather’s complaints was worth satisfying.  She saw that Heather used her unhappiness and negativity to control people.  Heather was like a bucket with no bottom.  No matter how many times Claire did what Heather wanted, she’d never be able to fill the bucket.  Heather’s unhappiness was not Claire’s fault.  Heather wouldn’t be pleased, no matter what was done for her.

Claire’s big lesson: Bullies don’t take your acquiescence as kindness.  They take your giving in as weakness and an invitation to grab for more.  If you enable them, they’ll be toxic to the whole team.

Learn what you can do to eliminate the high cost of low attitudes, behavior and performance.

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

Can We Stop Bullies if We Love Them?

Many comments are similar on the articles:

• Get Away from a Controlling, Bullying, Abusive Husband
• Abusive, Manipulative Husbands Who Control Wives
• Top 12 Warning Signs of Controlling Husbands

Abused, bullied and battered women often end their comments with some version of:

• But I still love him.
• Sometimes he’s nice to me and I still think I can change him, if only I was good enough.
• He still says that he loves me.
• I’m afraid to leave because I’m worthless and won’t be able to make it without him.
• I’m afraid to leave because he’ll kill me.

Today, let’s focus on the idea that woman can’t dump him because they love him.  Of course the same reasons are true for men facing negative, critical, harassing, manipulative, abusive, bullying, battering women.

For a moment, forget what we were taught about love, especially the importance and moral value of unconditional love, when we were young – what it is, what it feels like, how we know we’re really in love and what we’re supposed to do when we feel that way.

Now that we’re adults, we can decide for ourselves what we want to call “love” and how we’ll act when we “love.”  Is love merely lust, or feeling complete or whole, or feeling that we can’t live without the other person?  Do those feelings mean that we’ll be happy because we’re mad for the other person or that we can work out how to live together?  If we feel those feelings, must we move in together and maybe get married?  When we love, must we believe what he says or accept whatever he does, must we be submissive and obey him, must we accept his reasons, excuses, justifications and promises, must we forgive or appease him endlessly, must we debate until he accepts our point of view..

As long as the answers don’t affect our lives, we might have fun speculating about those questions.  But even though love is usually accompanied by real feelings, it’s still an abstract concept that really isn’t a tangible noun, like a physical object is.

A more useful path is to choose how we want to be loved.  That is; what kind of behavior will we allow in our personal space, whether the actions are called “love” or “bullying” or “abuse.”

Also more useful is to choose which of our thoughts and feelings we want to follow in our lives.  Or, which feelings, if any, do we want to let blow us over or sweep us away.

Now that we’re adults with more experience, we can see that when we let some feelings sweep us away, we’re like a sail boat without a rudder or keel.  We’re blown whichever way the wind and current takes us.  We’ve lost control and we’ll never get where we want to sail to.  We’re at the mercy of external forces – his whims and actions at the moment.  Do we want to continue letting ourselves get blown away?

It’s even worse after kids come.  So many women make mistakes about which values are most important.  For example, they think that it’s most important that their kids have a father even if that father abuses and bullies them or only their mother.  Or they think that they most important value is never to say anything bad about their children’s father, even though their observations are accurate and especially necessary to reinforce what their children see and think.  People are being beaten and that’s being called “love.” Children must learn that they are seeing reality and they can trust their perceptions.  Covering up the truth or lying creates self-doubt and undermines their confidence and self-esteem.

I think that it comes down to knowing, in our heart-of-hearts, that we can’t let whatever feeling we call “love” take over our lives when that feeling keeps putting us and our children in harm’s way.  There are higher standards of behavior than that feeling we call “love.”  And that the word “love” doesn’t remove all the pain caused when narcissistic, righteous predators attack their targets.

If “love” means that we’ll never stop the perpetrator and never leave him, he’ll never stop bullying.  Why should he; he’s in control and gets what he wants.  If “love” means that the victim must follow the Golden Rule, never confront or upset the bully and only beg him to change, but never have serious consequences, we’ll never stop bullies.

On the other hand, if we love our spirits, our children and our high standards of behavior that are required in our personal space, then we can stop bullies or get away from their bullying.  The number one factor in changing the behavior of relentless bullies is serious consequences.

We know we must live up to our best aspirations and standards, we must demand only the best for ourselves and our children.  Don’t suffer in silence.  We must say, “No. That’s enough.  I won’t let our lives be ruined for that kind of love.”

Of course, it may be scary, dangerous and difficult to get away.  Of course, we may be poor and suffer at first.  But it’s the only chance we have to clear our personal space so that someone wonderful can come into it; someone who treats us good.  We must not be defeated by defeats.

Three steps are necessary:

1. Taking power for ourselves, and counting on the strength and determination that will come to us when we keep making good decisions by dumping the jerk.
2. Getting help to create a plan and carry it out with determination, perseverance, strength, courage and resilience.
3. Having a wiser and more mature sense of love and which feelings to pay attention to.  That means straightening ourselves out so we’ll love better people who treat us well.

Feelings and thoughts are like the bubbles of carbonation on a soda.  They’re always, always, endlessly bubbling up to the surface and then drifting away.  Some of those bubbles can smell pretty bad.  Pardon the crudity, but we’ve all had brain farts.  And like the other kind, we know that if we wait a minute, the stinky, scary, self-bullying fears, put-downs and “shoulds” will drift off on their own.  We can decide not to act on them and simply let them go.  We can throw ourselves into other thoughts or activities to speed the process.

I’ve focused on bullying spouses, but the same can be said about demanding, bullying, toxic family members, like parents, siblings and extended family.  They bully and say that we should accept the bad treatment because we’re “family.”  But requiring good behavior is a better standard than tolerating bad blood.

For some examples, see the case studies in “How to Stop Bullies in Their Tracks” and “Parenting Bully-Proof Kids,” 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.

Stop School Bullying: Don't be a Victim

Most of us have been targets of harassment and bullying, but that doesn’t mean we must be the victims of bullies.  If fact, when we’re not victims, we can more effectively stop bullying and abuse. For example, imagine a child who’s subjected to teasing, taunting, harassment and bullying at school.

It could be a boy targeted by one bully or a group or gang.  The bullying could be physical or verbal – name-calling, ridiculing or demeaning.

Or consider a girl who’s targeted by the mean girls at school.  She’s abused, harassed, cut-out and cut-down because she’s not as pretty or rich, doesn’t have the newest fashions or is liked by a boy who is wanted by one of the mean girls.  All the girls pile on to attack the target, verbally, physically and by cyberbullying.

To make it worse, teachers and principals often do nothing to protect targets.  Sometimes, they don’t know what to do or they’re afraid to confront bullies and their bullying parents or they blame the target.  Sometimes, they even enable, encourage or collude with the bullying.  Sometimes the mean girls are encouraged by their parents, who are happy their daughters are in the in-crowd and couldn’t care less about the target.

Often, principals and teachers focus on changing the targets.  These irresponsible authorities seem to think that if only the targets would change and please their attackers, the nasty kids would stop targeting them.  Or they think bullying is natural selection, survival of the fittest, so anyone who can’t blend in should suffer the consequences of being different.  Or they think it’s merely kids being kids and the persecutors will eventually outgrow their youthful indiscretions.

I hope I’ve made you mad about the injustice of these situations.  These are not far-fetched situations.  I get many coaching calls from frustrated parents who have tried, without success for more than six months, to stop the bullies and make the teachers, principals and district administrators protect their children.

Victims think they’re to blame. Victims minimize, ignore, forgive, appease, beg, bribe, are nice, accept excuses and justifications, sympathize with and try to understand and use reason with relentless, real-world bullies.  Victims use the Golden Rule to stop these ignorant, insensitive predators.  Victims suffer in silence.  Eventually, victims accept the abuse and bullying.  Victims give in to fear, despair and defeat; they give up; they feel helpless and hopeless. They’re overwhelmed by anxiety, stress, negative self-talk and self-doubt.  They lose confidence and self-esteem.  Often, they suffer from depression and an increased risk of suicide.  Do-nothing principals are always involved in school bullying-caused suicides of victims.

Targets keep a fire burning inside them.  They don’t take it personally; they know they’re okay and the fault lies with the bullies, their narcissistic parents and the failures who are running their schools.  They fight and learn how to fight better.  They maintain their courage, strength, determination, endurance, perseverance and resilience; they're not defeated by defeat.  Targets seek allies who are willing to act together – not merely whine, complain and feel sorry together.

Targets may be angry at the injustice, but they’re not overwhelmed and beaten down.  Since we can’t win every battle, even if justice is on our side, targets may simply move on and create a wonderful life somewhere else.  And hope that someday, they can get their oppressors.

We can see the same distinction between targets and victims in wives or husbands who are criticized, corrected, scolded, chastised, controlled, isolated, subjected to hostility, jealousy and negativity, manipulated and blamed, shamed and guilt-tripped, and beaten by their controlling spouses.  The task of these adult targets is the same as that of the kids.  Don’t be a victim.  Don’t take it personally; learn how to resist, say, “That’s enough,” say “No.”  Get help, take your own power, fight back, get away, start poor if you have to but start again.

The same distinction applies to harassment, hostility, bullying, manipulation, toxic coworkers, abuse and even violence in the workplace.

You may be a target, but don’t be a victim.  Learn to be skillful in fighting back.  And fight to win.  That’s our best chance of stopping bullies.

For some examples, see the case studies in “How to Stop Bullies in Their Tracks” and “Parenting Bully-Proof Kids,” 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.

Handling the marginally troublesome employee

You probably wouldn’t have many second thoughts about dismissing an employee who’s extremely unproductive or behaves outrageously. But what about an employee whose performance is mediocre, but not horrible?  Or whose behavior is bad, but not outrageous?  That can be a tougher call.  But ignoring these problems can have a huge negative impact on productivity, morale and your career as a leader.

How do you know whether to let the situation continue or when it’s time to give him a last chance to straighten out before you remove him?

To read the rest of this article from the East Bay Business Journal, see: Handling the marginally troublesome employee http://www.bizjournals.com/eastbay/stories/2008/09/01/smallb6.html

For example, Carl manages a support group whose productivity is adequate.  But the managers Carl is supposed to support complain that he’s too difficult to work with.  He always has facile excuses when he misses deadlines.  He conveniently forgets promises he made.  Worse, he feels defensive and blows up at meetings and verbally attacks other managers.  His negativity is catching and toxic to the rest of your team.

As his department head, you can see Carl’s problems and the unhappiness of your other managers.  But you can also see the benefits Carl brings. He’s technically skilled and admired by people who don’t work with him.  He’d be difficult to replace.

In essence, Carl is abusing and bullying you by doing just enough to get by.  If you don’t act you’ll create multiple problems for yourself with the rest of your staff.

Real leaders bite the bullet when they have a bad situation on their hands.  If Carl is unhappy with your oversight but won’t change his behavior, help him find a job somewhere else.  Plan ahead; start looking for a replacement when you begin to hold him accountable.

When Carl is gone, your credibility will increase and you’ll get lots of positive feedback.  Other managers will heave a great sigh of relief. There’ll be a decrease in insubordination, tension and complaining.  Sick-leave and turnover will also decrease. People will thank you and tell you more stories about how bad it really was.

The simple fact is that failing to deal appropriately with a problem employee like Carl is a formula for disaster.  If you have a Carl you don’t want to deal with, ask yourself: Are you willing to sacrifice your career to avoid confronting an employee who’s creating problems within your organization?

Learn what you can do to eliminate the high cost of mediocre and poor attitudes, behavior and performance.

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

Will Being "Nasty" Stop Our Bullying Teenagers?

Single mom Joan didn’t know what to do.  Her teenage daughter, Mindy, was often so nasty to her that Joan would shake with rage, and cry with pain and frustration. Sometimes, Mindy would call Joan names, tell her how much she hated her, tell her that she was ruining her life, tell her to get out of her room and leave her alone, and demand that she never ask about school.  Even when Joan cooked Mindy’s favorite meals, Mindy would grab and gulp, and never say “Please” or “Thank you.”  Over the phone, Mindy would vent and yell at her mother.

Joan admitted that Mindy had always been that way and she’d always let her get away with it.  Sometimes Mindy was sweet, but then, for no apparent reason, she’d blow up and verbally attack her mother.

Joan could never bring herself to do anything “nasty” to her daughter no matter how negative she was.

What could Joan do to stop her daughter’s bullying?

First, we established that there was nothing really wrong or crazy about Mindy.  She had good self-control with everyone else and was always polite.  Next, we established that Joan wasn’t doing anything bad to Mindy.  Joan was simply Mindy’s punching bag.

Joan had told Mindy how much her behavior hurt. Joan had tried to bribe Mindy and she pleaded with her daughter to stop, but she never took effective action.  She never punished her or imposed serious consequences.  Joan might threaten, but then she’d always relent.  Mindy might apologize, but then she’d soon repeat her behavior.  Joan thought she might be letting Mindy get away with being abusive because she felt guilty that Mindy didn’t have a father.

Joan’s reasons for letting Mindy bully her were typical. Joan:

• Wanted her daughter to love her and be a best friend.  She wanted Mindy to approve of her.
• Didn’t want to hurt Mindy’s feelings.  Also, she was afraid that Mindy would be pushed over some edge into depression and suicide if she didn’t have Joan’s unconditional love.
• Was afraid that if she punished Mindy, her daughter wouldn’t like her or trust her or open up to her.  She believed that her love for her daughter was more important that any behavioral standards.
• Believed that if she could understand Mindy’s reasons completely, she could say something to change Mindy’s attitude toward her.
• Didn’t believe nastiness ever worked.  And she considered “nasty” as anything that wasn’t kind, sweet or forgiving, or that Mindy didn’t like.
• Didn’t want to stoop to Mindy’s level.  She believed that if she was kind enough, eventually Mindy would see the light and change.  She believed in the Golden Rule.

When Mindy went to college, Joan thought her daughter’s behavior would finally change.  But she was wrong.  On the phone, Mindy berated Joan even more.  When Mindy came home for Thanksgiving, she treated her mother even worse.  When Joan suggested that Mindy seek help just in case Mindy was feeling more pressure and stress, and taking it out on her mother, Mindy exploded.

By the time we talked before Mindy’s Christmas break, Joan was desperate.  She felt beaten beyond endurance and she didn’t think she could take much more.  She realized that her own daughter was toxic to her.

By then, Joan was willing to try a new approach:

• Open a previously unassailable belief system to new data. Joan removed her old definition of “nasty” and replaced it with one that labeled her as being nasty to herself and to the person she hoped Mindy would become, if she continued to let Mindy act nasty to her.
• Describe the new tactics. Joan would demand the “magic words” again, just like we do when little kids ask for anything.  Mindy would have to say, “Please,” and “Thank you” or she wouldn’t get anything.  Demanding and bullying would no longer be rewarded.
• Demand high standards of behavior from everyone, especially, from our beloved children. Joan would not let her daughter harass, bully or abuse her; that behavior was no longer acceptable. She wanted Mindy to learn that we must treat best, the people we’re closest to and depend on most.
• Don’t debate, argue or try to reason extensively about what’s fair or right. She’d simply state how she saw it, what she’d do and then do it cheerfully.
• Have effective consequences for nasty behavior. Joan would let Mindy show her what consequences were enough, by how much it took for Mindy to change.  The first time Mindy yelled at her over the phone, Joan calmly said, I won’t allow anyone to talk to me that way,” and she hung up.  Despite her fears, she didn’t call back.  Mindy called a few hours later and said, “Don’t you love me?”  Then she started yelling at Joan for not calling back.  Joan said, “I love you so much, I won’t let you talk to me like that.”  And she calmly hung up again.
• Be sweet, firm and cheerful as we apply consequences.
• Read “cue cards.” Stay firm and calm by pulling out cue cards we’ve prepared and simply read them as we apply consequences.
• “If you want something from me, make it enjoyable for me.” When Mindy was nasty, demanding her mother take her to the mall, Joan said, “I won’t be bullied, but I might drive you if you make me like going with you.”  Mindy said, “I won’t suck up to you.”  Joan sweetly responded, “Then I won’t take you,” and she turned cheerfully and left the room.
• Be open to bribery. When Mindy was nasty at Christmas, Joan read a cue card she’d made, “Be nice to me, you may want something from me, like a Christmas present.”  Mindy said, “That’s bribery!”  Joan sweetly replied, “Yes.  I’m glad you understand.  I work hard for my money and I spend it only on people who are nice to me.”
• Have them act like a guest in our home. Before spring break, Joan told Mindy that she’d packed up all of Mindy’s things into boxes she put in the garage.  She was converting Mindy’s room into a guest bedroom.  Mindy was welcome to come back as long as she behaved like a nice guest in Joan’s home.  Mindy was furious and began to yell, but Joan hung up.  Mindy later called back and said she’d act like a guest.  Joan was delighted and cheerfully said, “I’m so happy.  I hoped you would.  That’s the kind of relationship I want to have with you.  But you should also have a back-up plan just in case you forget, because I’ll only allow good guests to stay.  Three weeks is a long time and you may forget what the standards are and need to have somewhere else to go.”

Pushing the boundaries.

• Joan expected Mindy to resist because Mindy had always been able to beat her mother into submission.  She’d still think she could do the same.
• Joan was prepared and steadfast; she expected Mindy to be nice for a while, then to push the boundaries again.  She was right.  But this time, when Mindy pushed back a little, Joan immediately and sweetly imposed a consequence.

By the next summer, Mindy was treating Joan well.  She was polite, civil and sweet.  Joan was glad to have Mindy stay as a guest that summer, as long as Mindy had a job.  Joan didn’t collect any money, but she knew that if Mindy got lonely and bored, she’d probably slide back to her old, nasty habits.

When should we start requiring good behavior? How about, as soon as we can?  Of course we respond kindly to angry babies.  Of course, the process of teaching them new ways of getting what they want is initially very slow and speeds up the older they get.  So it’s really our good sense and close observation of each individual child’s growth and development that must guide us.

But the goal is always clear.  “We ask for what we want.  But we’ll get what we’re willing to put up with.”

For some examples, see the case studies in “How to Stop Bullies in Their Tracks,” and “Parenting Bully-Proof Kids,” 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.

Managers must be decisive in handling problems

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.

Snitches, vendettas hurt productivity

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 team.  Harassment, 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.

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.

Stop Angry Obsessing; Start Acting Effectively

Cindy was up again at 2 AM, infuriated at her mother and her older sister.  They were so mean and cruel.  What they’d said and done hurt so much.  It was like she was a child again, subjected to their verbal beatings.  The more she thought of what they had done, the angrier she became.  She couldn’t stop her racing mind from obsessing on what they’d said. She linked the episode yesterday afternoon to the thousands of times she’d felt the same pain and frustration.  She wanted to beat them, even kill them, or never see them again.  But they were her family and she thought she couldn’t talk back or leave them.  She felt frustrated and stuck.

As the rage took her over, guilt and shame started growing.  How could she feel that hateful about her family?  Maybe they really were trying to help her?  The more she tried to get back to sleep, the more she jumped back and forth between rage and guilt.  She hadn’t seemed to make any progress in becoming a better, more spiritual person.

Cindy is stuck in “The Emotional Motivation Cycle.” The episode yesterday was like the key that started her emotional motivational engine.  And the more she thought about it, the faster ands hotter the engine went.

This cycle can be triggered by external events like Cindy’s mother and sister attacking her, or by thoughts and memories of previous episodes of harassment, blame or put-downs.  Once triggered the cycle repeats and builds in intensity and speed until we are taken over by it.  At 2 AM, in a half-sleep state we are most vulnerable to simply watching it run, as if on its own, and take over our minds and bodies.

Stages of typical cycles are:

1. Hurt, Pain --> Frustration --> Anger --> Self-Bullying (Blame, shame guilt) --> Frustration -->
2. Fear --> Run, Freeze --> Self-Bullying (Blame, shame guilt) --> Frustration --> Anger, Fear -->

Of course, the crucial question for each of us is, “What are the repeating stages in our cycle?”  We probably know exactly which thoughts, memories and words will follow in which sequence because we’ve done it to ourselves so many times.

Notice the stage in which we indulge in self-bullying: negative self-talk, blame, shame and guilt; loss of confidence and self-esteem; even suicidal thoughts.

What’s the Purpose of the Cycle? The purpose of the cycle is not really to make us feel angry and bad, even though it inevitably does.  The purpose is to motivate ourselves to make effective action.  Feeling is a tool; make us feel bad enough and we’ll finally break out of the iceberg that traps us and do something so they can’t hurt us again.

The purpose might seem to be to change the behavior of the bullies, but I think a better way of thinking about it is that its purpose is to goad us so that we simply won’t have bullies and their harassment, abuse, nastiness and bullying on our “Isle of Song.”

We may or may not be able to change their behavior.  We must accept that they have free will and they may not stop their toxic behavior.  All we can do is have effective consequences for their behavior and not put ourselves in harm’s way.  If they won’t change, we can’t allow them on our Isle of Song.  We won’t accept their control of us even or especially when they’re righteous.  We won’t be slaves, scapegoats or whipping boys/girls.

The major downsides to the Emotional Motivation Cycle method of self-motivation are that:

1. It can make us too depressed to act.  We make ourselves feel like we did when we were children; all our strength, energy, adult wisdom, determination and skill are sucked out of us, and we feel helpless and hopeless again, like we did when we were children.
2. If we wait until we’re enraged, we’ll explode and do something ineffective that we’ll regret.  We’ll go too far and then repeat the cycle with emphasis on the self-flagellation.  Or our oppressors will change the subject and use our over-reaction to attack us on a different front.

Two responses, often championed in self-help literature, do not work:

1. Stop thinking about it.  However, ignoring the insistent call of our spirit is not effective, and who would want it to be?  Our spirit wants us to do something effective; to stop bullying on our Isle of Song.  Nothing less will satisfy our spirit.  Why should we settle for less?
2. Become more spiritual, understanding, forgiving – act like the Golden Rule requires.  The assumption here is that our unconditional love and perfection will convert bullies and they’ll stop abusing us.  Or we’ll get into heaven faster. That’s simply not true for real-world bullies.  Our spirit knows that also; that’s why it won’t stop bringing us back to the problem.

Instead, I recommend:

1. At 2 AM, wake up so we can be mentally, emotionally and spiritually strong, not weak.  Get out of bed, eat a little chocolate, shower if you need and plan what to do to act effectively.
2. Connect with our spirit’s call and pledge to answer it.
3. Connect with our spirit’s strength, courage and determination.
4. Then we can coach that inner voice to help us by giving us the necessary strength, courage and determination, and by helping create an effective plan.

But what if the bullies won’t like us or will think badly of us? Who cares what jerks and sociopaths think – just stop them from abusing and harming us?  We don’t owe toxic parents or relatives anything, even if they fed us when we were children.  Good behavior is the price for admission to our Isle; blood, especially bad blood, doesn’t get them on our Isle.  Maybe we can even measure our success by how unhappy they are?

Often, the desire to protect our children from obvious, blatant rotten behavior motivates us to break the cycle and stop the abuse.

We can train ourselves to respond to our spirit when the situation is merely an irritation or frustration.  We can develop good habits that function naturally, automatically, easily.  The more we start listening to our inner voice, the more we’ll respond effectively in the moment of an assault or at the first self-hating thought.

You’ll find many examples of these responses 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.

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.

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.