Stop bullying by sarcastic teens and tweens

Do you think it’s normal for tweens and teens to be sarcastic toward their parents?  You know: the non-verbal hostility and sarcasm of eye-rolling, snorting, laughing.  You know: the openly sarcastic remarks, put-downs and talking back directly to us or in front of us while they’re talking to their friends. I think it’s normal for people to try to discover what works easiest for themselves: to think their opinions matter, to think that they’re entitled to express themselves in any way they feel like at the moment, to try to assert themselves and to push boundaries in order to gain control and power.

What’s not normal is for parents to allow their children to treat them that way.

Some typical reasons why parents don’t insist on better treatment:

• Parents complain that it’s hard to resist the bad influences of tween and teen television, movies and internet shows, and the bad influences of their friends.  Yes, that stuff is out there.  Yes, we have to put out more effort to counterbalance bad influences.  Don’t wallow in analysis of those factors.  So, it’s hard?  We can’t wait for society to make things easy for us.  Who said parenting would be easy?  We must act as soon as we can to teach our children to see what’s wrong with the media and the behavior of some of their peers.
• Many parents are afraid their children won’t like them if they’re “strict.”  As if being liked is more important than setting boundaries and high standards.  We do know that our children will understand a lot better when they have teenagers of their own.  Of course, there’s a balance.  I’m not talking about beating or abusing our kids.
• Many parents think that it’s very important to be best friends their kids.  As if their kids will reveal more secrets to them or that kids will be helped to adjust better when they’re friends with their parents.  I even saw an official name for that style of parenting, “Peerenting.”  What nonsense.  If your children know as much as you, you don’t know enough.  They may be technically more savvy, but they’re still kids and we’re still parents.  They don’t know more about what constitutes good character, attitudes and values.  They don’t know more about the effects sarcasm and nastiness will have on their careers or families when they grow up.  We must teach them.
• Many parents do not believe in punishing their children.  They think their children will grow out of all bad behaviors by themselves.  As if denying children what they want or thwarting their self-expression will create psychological problems for them later.  As if, when they become 21 or get married or have children, those kids will suddenly become polite, civil and responsible citizens who love their permissive parents.
• Many parents believe they shouldn’t set standards.  They believe that kids should determine their own standards as they grow up.  I think we are teachers.  We teach them a set of standards that we think is right.  When they grow up they can decide what parts of ours they want to keep and what other ideas they want to try out.

One of the most important lessons we can teach and model for our tweens and teens is that we determine what behavior we’ll allow in our personal space.  We must not allow harassment, bullying and abuse in our personal space.  Since tweens and teens are still dependent on living with us, we can’t simply remove them from our space, as we would any adult who attacks us, no matter what the relationship is.  Therefore we must require that they treat us well.  That’s the first price they pay for anything they want from us beyond food and shelter.

Do not show them that we give into bullies.  They’ll believe what we show them, not what we ask, beg, bribe, threaten and yell at them to do.

In addition to developing the will, determination, courage and strength to set standards of behavior, we need to learn skills.

Some effective parental responses to smart-mouthed kids, all delivered with good cheer and smiles and a matter-of-fact firmness, are:

• Take charge of the TV and internet.  Allow them to watch only certain shows or internet sites.  Sometimes, watch with them.  Teach them to resist bad influences they see.
• The kids will say, “All the other kids act that way.  I’m just trying to fit in”  We can say, “If the other kids told you to murder someone or commit suicide, would you?  We don’t do what jerks or losers do.  We’re better.  We (last name) set higher standards.
• They’ll say, “You’re just forcing me; you’re just blackmailing me.”  Answer, “Yes.  Of course I am.  I’m showing you how much I care about teaching you good behavior and what behavior I allow in my personal space.  I’m showing you that good behavior is so important I’m willing to make you unhappy.  Usually I try to make you happy.  There’s a price you pay for getting what you want from me.”
• They’ll say, “I can say what I want.  It’s free speech.”  Answer, “Actually, there’s a lot that we as a society have decided you cannot say, like joking about carrying a bomb on an airplane or insisting you can play ‘Words With Friends.’”  Answer, “What you’re really arguing is that there should be no consequences for your being nasty; that no one should get upset when you’re a jerk.  I’m saying that there are consequences for expressing yourself any way you want.  People might not like you; people might not want to do nice things for you.”
• Some other ideas to share with them

• Treat the people you’re closest to, the nicest.  You know you have to be polite with strangers, teachers and cops.  Be even nicer to your parents.
• If kids are left to create their own society, without wise adult input, you get “Lord of the Flies.”  Read it.  Would you like to be the target of those tweens expressing the worst of themselves?
• No matter what we do, our kids will grow up disliking something about the way we raised them.  So what?  Say, “Do differently when you’re a parent.  Be prepared to be shocked when your kids protest about you even though you think you’re a wonderful parent.”

Even if they’re better debaters, require the behavior you want.  You don’t have to convince them you’re right or to get their permission or acceptance for your standards before you demand compliance.

Signs that you have a real problem child. It's a bad sign when children fight to the death to resist reasonable rules of polite, civil behavior.  Civility requires some effort compared to selfish, spoiled behavior and childish temper tantrums to get their way.  Therefore, I expect kids to push back at first.  Tell them that this battle is a waste of their precious time.  Encourage them to put their energy into struggling to succeed in school, to develop good friends, to prepare themselves with skills for being effective adults living a wonderful life.  If they still focus on fighting us, they have a real problem

What if you get no support from a bullying spouse? Again, this simply adds to the degree of difficulty.  Two very bad situations are if your spouse actively encourages and participates in abusing you, or if, for example, your extended family culture supports male children in abusing females.  Stand strong and openly set high standards.  If they won’t change, you may have to get rid of them.

What if you’re just beginning to set standards now that they’re teens? Of course, it’s always easier to start when they’re young.  If you let them get away with mistreating you when they’re five, you’re setting yourself up for a very big problem when they’re fifteen.  If you’ve let an older child grow up to be a rotten teen, don’t hesitate to learn from your mistakes with the younger children.  You can be open and honest, “I was wrong when I allowed your older brother or sister to act rotten.  I’m sorry I let them grow up spoiled, selfish and arrogant.  But I’ve learned and I’m doing better for you.  I know it may seem harder on you, but you’ll be much better for it.”

Prepare your children for being adults in a world where bosses and spouses won’t be permissive and all-forgiving.  They will require high standards of behavior.  They won’t plead with you and negotiate forever and neither should will I.

If your children have already become teenagers who think they’re entitled to do what they want, set boundaries immediately, as long as they’re under your roof.  And then demand good behavior toward you when they move out on their own.

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.

How to make values meaningful in your company

Do the leaders, managers and employees of your company really embrace and live its values?  Or do they treat your company’s values as nothing more than words on paper?  If you answered “words on paper,” you’re not alone. To read the rest of this article from the Business First of Columbus, see: How to make values meaningful in your company http://www.bizjournals.com/columbus/stories/2005/10/31/smallb5.html

Why?  Because all too often, the words merely represent what leaders want values to be.  Executives often don’t follow their own stated values, and/or create those phrases with little or no involvement from managers and employees, and no one requires compliance with values.

Typical management styles that create meaningless value statements include these examples: See complete article.

Some truths about effective values: See complete article.

Some effective guidelines:

• Leaders can begin the process of values clarification and specification, and then get staff at all levels involved in discussing and modifying them.
• At each level, managers should lead discussions and reinforce organizational values with their actions.
• Feedback must go in all directions, not only downward.
• Create written statements through an iterative process that never ends, so people have an opportunity to buy-in or leave on their own.
• Values become powerful through examples that demonstrate, “When that happens, we do this”
• Stories are the best way of spreading values in action.
• Effective implementation occurs when leaders work in concert with other leaders, and when managers work with their teams and interface with other managers to give immediate feedback – private and public.
• Poor technical performance and out-of-control behaviors, such as physical violence and embezzlement are usually easy to measure compared with behavior that reinforces or opposes attitudes and relational-communication processes.
• Values begin to affect behavior when they are evaluated, praised, rewarded and punished, using as rigorous and non-bureaucratic a process as possible.
• Internalization of values takes time and actually never ends, because people often hesitate and fear reprisals, and there are always new situations and new staff.

There are no formulas, but there are guidelines. If you consistently live your values, no extra effort is required.  It’s second nature for you.

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

Forgive Your Toxic Parents and Move On

Suppose your toxic parents want you to forgive them for the way they treated you years ago.  They sound sincere and they say that they need you to nurse them now that their health is failing.  They don’t have enough money to live well so you should support them like they once supported you.  Also, they need your help to deal with a health-care bureaucracy they don’t understand. Can you forgive them and do what they want?

Forgiveness is a loaded word. To most people, especially toxic ones, forgiveness means not only you opening your heart to them, but also you giving them what they want.  At the very least it means increased relationship and, usually, endless arguing and debating, endless servitude.

But, suppose also that, trying to help them, you’ve bounced between anger and feeling guilty.  Suppose that the last ten times you’ve forgiven them and tried to be a dutiful child, you’ve gotten entangled in painful interactions.  Every time you get close, they try to control you and you feel angry again.  They don’t listen to your needs; they think their need to have you help them is more important than your values of independence and freedom.

Forgive them and move far away – physically, mentally and emotionally. What I mean by that is:

1. Forgive them, have compassion for their struggles, and also stop thinking about them – about 2 minutes a week might be okay.  Forgiveness means that you don’t replay all the old incidents; you don’t get angry; you don’t try to justify yourself in your eyes or theirs; they occupy very little of your mental and emotional space.
2. Get far away physically so there are no more incidents that will trigger you again.  End contact by telephone, email, social networks.
3. Test the relatives and acquaintances.  Who begs you to relieve them of the burden of taking care of your needy parents?  Who tries to twist your arm so that you take care of those toxic parents?  Who tries to convince you that you still owe those toxic bullies loyalty and duty?
4. You don’t have to confront your toxic parents.  You can simply tell them the way it is for you – calmly, firmly; no debates, no arguments, no justifications, no asking for their approval or permission.  Don’t waste your time in further confrontations.
5. When they pursue you, keep your distance.  Don’t engage.  Of course they won’t respect your desires and boundaries.  They’ve always known what’s right.  Disappear again.

Think of your personal space as a target with a bull’s eye and many concentric circles going out from the center.  The more toxic people are, the further away from the center of your life you move them.  Every time someone pollutes your environment, for whatever reason, move them at least one circle further away from you; or more if they did something you particularly don’t like.

If someone apologizes, do not move them closer.  Watch their behavior.  How long before they revert to the old harassment, bullying or abuse?  Keep moving them further away.

What if they don’t want you to forgive them?  They just want you to forget what happened and do what they want and need now.

What if they’re angry at you for what they claim you did?  What if they want you to apologize to them before they’ll forgive you?

In what circle do you want to put your toxic parents? You’re in charge of your personal space.  “Because I want to” is more than sufficient reason for placing them in any particular circle and moving them closer or further away.  At what circle do you drop them off your map?

I’d also take the same approach with toxic friends, extended family and adult children.

It’s your life; take charge of it.  Be the hero of your life.

Many situations are examined in “How to Stop Bullies in Their Tracks” and “Parenting Bully-Proof Kids.”

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.

How to deal with persistently negative employees

Dealing with employees who miss deadlines or whose work is below standard is relatively easy and straightforward.  Dealing with persistently negative employees who don’t make big mistakes or openly violate organizational policy is tougher for many supervisors. But it’s important that you deal swiftly and firmly because negative employees create suspicion, tension, cliques and hostility, and undermine leadership.

To read the rest of this article from the Dallas Business Journal, see: How to deal with persistently negative employees http://dallas.bizjournals.com/dallas/stories/2006/01/30/smallb3.html

Most insidious are negative employees who come to work on time each day and are good workers technically, so traditional performance evaluations will grade them adequate or even better. They use negativity for bullying to get control.

Sally’s behavior is typical – see article:

Sweet and placating supervisors excuse Sally’s behavior because each incident is too minor to make a big deal about, because “that’s just way she is,” or because they hope that if they give Sally what she wants, she’ll repay their kindness with a positive attitude and support.  But Sally is never satisfied.  She’s just a bully.

Inexperienced supervisors don’t know how to intervene effectively or are afraid that Sally will accuse them of harassment.  They feel isolated and helpless even though they’re supervisors.

But if you aren’t willing to face the difficulties and learn to act skillfully, Sally will take control of your team.  You don’t deserve to be a supervisor.

Some suggestions for dealing with a “Sally” in your organization – see article:

If Sally leaves but later wants to return, don’t allow that possibility.  If you waffle, you’ll be perceived as weak and no one will believe you in the future.

If you manage negative supervisors, you must act more swiftly because each person on your supervisory team affects more people than a frontline employee does.

How to deal with antagonistic 'rule people' in the workplace

Company rules and employees who follow them are essential for the success of your business.  But antagonistic “rule-people” can reduce team effort and sabotage your operations. To read the rest of this article from the Denver Business Journal, see: How to deal with antagonistic ‘rule people’ in the workplace http://www.bizjournals.com/denver/stories/2006/02/13/smallb6.html

Rule people aren’t necessarily malicious.  But their rigid inflexibility can cause as many problems as any troublemaker.  Rule-people:

1. See everything in black and white, need all procedures and boundaries clearly defined and labeled, with rewards and consequences spelled out exactly – no gray areas and no choices.  They need uniformity and repeatability, can’t handle ambiguity, uncertainty and what they perceive as mixed messages.
2. Insist on clear titles and privileges.  They want to know everyone’s exact job description, authority, responsibility and accountability.  They can’t handle matrix management – multiple reporting and task relationships.
3. Use authority and experts to back up their opinions.
4. Don’t like change unless they can see immediate and obvious advantages.
5. Need closure, want decisions made and set in stone, even if nothing has to be begun for years.
6. Compare themselves with everybody on every criterion.
7. Relate only through power dynamics – command, control and obeying orders. They’re bullies.  They don’t get things done through relationships or by simply pitching in.  They need to know where everyone stands.  They’re more comfortable knowing they’re on the bottom, than wondering where they are.

We all follow the rules sometimes, but “Edna” is a good example of an antagonistic rule-person. She uses the rules to intimidate people and advance herself at the expense of your supervisory authority and departmental productivity.  For example:

Other typical examples of rule-people in crucial roles are human resource and financial managers, and administrative assistants.

To work with an antagonistic, rule-person, you’ll have to:

• Be exacting and clear about rules, and demand what you need specifically in writing.
• Be prepared to be challenged if you treat the rule-person differently from anyone else.
• Include “professional, team behavior” rules – specific, detailed behaviors, not abstractions or attitudes – as important components in performance evaluations.
• Clearly label your actions; indirect cues, kindly suggestions, informal messages or casual conversations will not be counted as important.  You must say, “This is a verbal warning” or “This is a disciplinary action.”  Antagonistic, rule-people take any softening to mean that your feedback doesn’t have to be acted on.
• When they excuse their bad behavior with innocuous labels like, “It was a misunderstanding,” or “I’m just an honest person,” you must re-label it clearly as unprofessional.  For example: “Yelling or name calling is not a misunderstanding or honesty.  Neither is acceptable behavior at this organization, no matter how you feel.”
• Document everything.

Overly rigid rule-people who use the rules to serve their own selfish interests are problem employees.  They need to be dealt with promptly and decisively – or they will create big problems for you and your organization.

Generally, rule-people who want to help can become good managers and administrators, but they won’t be outstanding leaders.  They can oversee repeatable operations, but they won’t be able to act creatively and appropriately in the face of uncertainty, novel problems and risk.

Nitpicking, control-freak bosses always lose their best employees

Are you a nitpicking perfectionist?  You might not think so, but what does your staff think?  If so, it’s time for change.  Because for all their good intentions, control freaks generally do more harm than good. To read the rest of this article from the Business Journal of Portland, see: Nitpicking control-freak bosses always lose their best employees http://portland.bizjournals.com/portland/stories/2006/07/31/focus7.html

Of course you want to make sure things are just right, especially on documents that might have legal consequences or if they’ll be seen by big customers or big bosses.  But what are the consequences of going too far?

For control freaks, there is no “too far.” They nitpick every document and e-mail.  They red-pencil every word and choice of layout, font style and size.  They’ll even correct their own changes if you feed them back a second time.  They think no one is quite as good at anything as they are.

You know the type: The boss who plans the details of every small event, spends an afternoon directing exactly where to place balloons or strings of lights, designs the organization’s web site, takes a day to oversee re-painting stripes in the parking lot or argues directly with vendors about minor details.

They used to be called “seagull bosses” because they flew in sporadically, squawked a lot, left a mess and flew off to squawk about something else.

A steady diet of bullying and correcting staff – especially in minor details or matters of taste and style – means that control freak bosses don’t have time to do their real jobs.

Inevitably, staff motivation, morale and productivity suffer.  Nitpicking perfectionists gloat while using sarcasm, put-downs, negativity and yelling.  Even staff not directly involved are affected by the waves of discontent and ridicule that spread to every part of the organization.

The most creative and responsible staff will leave.  Those who stay are willing to endure more micromanagement because they think it ensures they won’t get blamed for mistakes.

How do you recognize if you’re a control freak?

Most nitpickers get the wake up call the hard way: Someone tells them the harsh truth.  It could be a big boss, letting you know that you’re wasting your time nitpicking and you’d better deliver on your real tasks.  It could be a colleague or supervisee telling you why you’re overworked, why people laugh behind your back or why your best people are leaving.

The key to stopping compulsive nitpicking is hiring and training people who are at least as good as you are and then giving them their appropriate turf.  But of course, controlling bullies usually lack the guts to have good people around them.

How can you deal with a control freak boss?  Don’t take the attacks personally.  It’s not about you; it’s simply how they operate. Some choices are:

Cultivating tomorrow's leaders should be a priority for execs

The key to cultivating the next leaders of your organization is to work every day to help the candidates get what they need in order to make their next steps.  By “cultivation,” I mean gardening – not training, grooming or developing.  Cultivation takes time, sunshine, water and manure. You should require candidates to make the same investment of themselves.  Any potential leader who isn’t willing to do that should be removed from your list.

To read the rest of this article from Austin Business Journal, see: Cultivating tomorrow’s leaders should be a priority for execs http://austin.bizjournals.com/austin/stories/2006/08/07/smallb4.html

Sometimes the next steps are easy – mastering and demonstrating specific skills.  The methods for learning may also be easy – training and practice.

More often, though, it’s not that easy.  The biggest challenge is mastering more difficult people skills – for example, making necessary adjustments of personal attitudes, learning how to lead different types of individuals.  You will have to weed out individuals who have poor attitudes – negative, defensive, arrogant, righteous, narcissistic, abusive bullies.

Many small business leaders concentrate on what they’ve been told they need to do in the workplace: develop vision and goals, bring in new clients, oversee daily details and monitor monthly earnings. Their meetings focus on tasks and tactics, on the urgent and daily business.

Since they don’t take time to cultivate their leadership team, they end up complaining that their candidates aren’t stepping up.  But cultivating the personal capabilities and people skills of the individuals they depend on is their most important task.

Managers of leadership candidates can play crucial roles without overburdening their schedules.

The key is offering yourself and your time – continuously, honestly and frankly.  Give up your excuses for not doing this personal, on-going mentoring, such as “too busy, don’t like emotion and personal interactions, I’m a big picture person, the worthy people will learn by themselves.”

If you keep putting off cultivating, you’ll continue being overwhelmed.  And you’ll wonder why your best people don’t develop – or why they quit.

Leaders who overreact can poison workplace, infect staff

Leaders set the tone for the whole workplace.  Like a deadly infection, your emotions and reactions are catching.  Generals who panic will create panicky troops.  It’s the same at work. No, you can’t be yourself if you overreact to sudden changes, crises, bad news or big mistakes.  Your team will also overreact and blow it if you act:

• Agitated, panicky.
• Discouraged, negative, hopeless, helpless.
• Stubborn, stuck.
• Defensive, harassed, victimized, paranoid, abused, explosive, bullying.
• Thrilled by a desperate adrenaline rush.

To read the rest of this article from Business First of Columbus, see: Leaders who overreact can poison workplace, infect staff http://columbus.bizjournals.com/columbus/stories/2006/10/16/smallb5.html

Over reactors always have excuses for why they must react the way they do.  But remember the fire drill that every public figure, including athletes and celebrities, must learn in order to be followed – keep your head, have fortitude, persevere.

Don’t get sucked into any situation as if it’s life-or-death, no matter how important you’re afraid it is.  Step back, put it in a long-term context that restores your spirit, and start thinking and strategizing.

Sometimes a walk around the block is enough; sometimes you have to talk it out in order to see the big picture; sometimes you simply have to give up fear and control, and just go for it.

The ultimate goal of all the methods is that you rally yourself so you can rally the troops, no matter how bad the situation appears.

An effective attitude begins with, “We can handle this. Here’s my plan.”  Or you first go to the appropriate leaders, develop the best plan you can and then spread it to the troops.

You need a plan, but you don’t need a perfect, 10-year plan.  Don’t become immobilized by over planning.

By the way, “all-staff” meetings carry an underlying message of overreaction – unless there’s been a public disaster and everyone needs to see the leader calmly, energetically and resolutely explaining the plan for dealing with the situation.

Otherwise, have the manager of each team champion the plan with determination.

Practice courage and strength by taking on challenges and risks.  Be capable of rallying yourself from setbacks and handling seemingly overwhelming crises, or let someone else lead in the face of adversity.

There is an upside; leaders can also set the tone for the good.  Like inherited immunity, calm, vigor and stamina are also catching.  When you’re spirited and resolute, you’re testing everyone else.  People who continue overreacting have to be weeded out before they infect your workplace.

Different Principles and Tactics Needed in Different Situations

Clara had finally created a family life with her husband and three children in which they could open up their feelings, fears, hopes and dreams and know they’d be listened to with understanding, caring and tenderness.  They wouldn’t stab each other in the back, throw up old mistakes and fears, put each other down or try to control the turf.  Instead, they’d be polite and civil in sorting through disagreements and in trying to find solutions they could all live with.  Acts of charity and compromise would be reciprocated. But with some of her extended family and some of her co-workers those tactics and her principles of openness, honesty, kindliness, consideration, compromise and tenderness got her routinely bullied, putdown and taken advantage of.

She didn’t want to violate her most cherished beliefs.  She didn’t want to treat people as if they were evil; she wanted to see the good in them.  She didn’t want to turn into a self-centered, narcissistic, uncaring, vicious, manipulative control-freak in order to protect herself.

So what could she do?

Let go of prejudices and abstract principles. Clara saw that as much as she wanted to see the best in every member of her extended family, she often was treated by their worst.  Their spirits might be pure but their personalities ruled their behavior.  After decades of contact, the alcoholics and rage-aholics still lashed out at her if she was in their line of sight, the jealous, manipulative, negative relatives still whacked her with their poisoned tongues; the weak and insecure relatives still put her down in order to puff themselves up.

No amount of sweetness, no amount of holding back and biting her tongue, no amount of defending herself and her family, no amount of asking politely, no amount of offering to compromise had changed their behavior.

After one particularly brutal family occasion, she saw things as they really were: she had held back because she hadn’t wanted to give up on them, she hadn’t wanted to see them as evil, she hadn’t wanted to hurt them in retaliation.  Her values and principles were leading her to put her head in the dragon’s mouth – her need to treat all people the same way no matter how they’d treated her; her hope that if she was nice enough, they’d be nice in return.

So what could she do?

Test the world – nature and people. Clara finally broke through to a new way of being in the world.  Instead of having universal principles determine how she’d act, she’d test the world and let nature and people tell her the way they were.

Of course, she’d already done that with nature.  She’d already figured out how to live in a world where things fell downward, where if she turned her steering wheel she’d go in a certain direction, where if she didn’t put gas in her car or charge her cell phone they wouldn’t work.

Now she’d test other people, not herself.  She’d assume that when people were nasty or blamed on her, that didn’t tell her anything about her.  Because they weren’t happy didn’t mean she was a failure or bad person.  She didn’t need to wallow in blame, shame or guilt.  She didn’t have to do everything to please them, it wasn’t necessarily her fault.  What they said and did told her about them – their habits, standards and ways they related to people; what they wanted and how they tried to manipulate, coerce or verbally abuse other people in order to get their way.

Create an environment that’s rich, gracious, inspiring and thrilling. Clara finally realized that her most important value or goal was to create and maintain the wonderful environment she had with her immediate family.  She’d do her best to create as much of that as she could in other areas of life – with her extended family and in the workplace.

But did she have to let everyone in or could she be judgmental?

Let people show us how they’re likely to act and what it will take to protect ourselves. Every person had shown Clara what treatment to expect from them.  They’d also shown her what to do to get them to stop hurting her.

Some people showed her they’d reciprocate kindness with kindness.  Others told her that to get them to stop hurting her, she might have to smack their noses (figuratively, verbally or literally) just like when she was training her dog.  Sometimes she might have to maintain a distance of 2,000 miles and no phone or internet contact.  She’d simply have to pay careful attention to how they acted, not what they said, and adjust her tactics accordingly.

Clara would not have to judge their identity or try to decide whether they were good or evil.  She would not get involved with their reasons, excuses or justifications.  She’d simply be discerning and accurate about their behavior.  She’d also assume that they’d continue behaving the way they had until she got long-term evidence of change.  Then she could decide whether to trust that change – tiny bit, by tiny bit.

Use different tactics to succeed in different situations. Clara had a lot of control within her extended family as long as she was willing to invite people into her environment if they behaved in a way that supported it and to exclude people who might pollute or destroy it.  Acting that decisively would probably result in huge rifts in the extended family, but Clara had to decide what was more important for her.  Then she could adjust her approach depending on the situation and people involved.

At work, Clara had less control.  But, if she had the strength, courage and determination, she still could adjust her tactics.  She could see the few people at work who had taken advantage of her and she knew, in her heart of hearts, that because she’d tolerated their hostility and attacks, they’d simply become bolder.  The more she had allowed them to push her boundaries, the more they’d push.

She knew she’d have to assert herself and learn to push back.  She needed to free herself to push back and learn to use her tongue and political savvy to get them to focus on someone else.

But did protecting herself make her a bad person? She decided that it didn’t.  Those bullies, like many pets, had showed her what it would take to get them house-trained.  And now she was willing to do the training!

When she adjusted her tactics to fit the different people, she was able to stop their bullying.

Don't be Blackmailed into Choosing Between Bullies or Your Spouse

Sneaky, manipulative, covert bullies try to force us into difficult, all-or-none choices.  They figure we won’t make the hard choice; we’ll choose them instead.  Don’t accept the choices they present to us. Don’t give them control of how to look at things. For example: Tim’s first wife had died 20 years ago and he’d been happily married to Jennifer for 15 years.  She’d tried to be a good step-mother to Tim’s daughter and son, despite hatred and intense provocation, especially from Tim’s daughter, Coral.

Coral was now 28.  She’d harassed, abused and bullied Jennifer all during her upbringing.  Two years ago she’d even slapped Jennifer in the face.  Coral’s excuse was always that she was still suffering because her mother had died, because Jennifer didn’t give her everything she wanted and because it was Tim’s fault that he wouldn’t defend her.

Actually, Tim had been riddled with guilt and, although he’d pleaded with Coral to be nicer to Jennifer and to himself, he’d never enforced any consequences that mattered to Coral.  In fact, he’d trained Coral to believe that if she was nasty and negative, and threw temper tantrums long enough, he’d relent and give her what she wanted.

Jennifer had always felt like a second-class citizen, lower on Tim’s priority list than Coral.  Tim always excused Coral by saying that she was young and still suffering from her mother’s early death.  He excused his tolerating Coral’s behavior, his not protecting Jennifer by saying that eventually, if he loved and forgave Coral enough, she’d come around.  He didn’t want Coral to feel unloved.

Jennifer thought Tim simply avoided conflict with his daughter because she’d never be reasonable, apologize or compromise.  He gave Coral control because Jennifer was reasonable and understanding, so he could more easily ask her to give in.

Finally Coral had the leverage she wanted.  She gave birth to Tim’s only grandchild.  Then she laid down the law.  He’d have to choose: either her and his grandson or his wife.  If he chose Jennifer, he’d never see his grandson and Coral would bad-mouth him to everyone.  She’d also turn his grandson against him.

There are many other examples in which bullies below the radar try to force these difficult choices on us:

• New husbands or wives who try to force spouses into choosing between them or the kids from a previous marriage.  It’s especially difficult on the parents if the biological kids are going through a troubled time and spreading their unhappiness around.
• Toxic parents who want us to choose between them or our spouse.

In all these examples, a bully presents us with a difficult choice: them or someone else we love.  In all these examples, we know the truth we’ve been trying to avoid acknowledging: someone we love is bullying us.  They’re trying to beat us into submission in order to get what they want.  We also know the difficult truth: if we give in to this blackmail, it’ll never end and the price will keep increasing.

So what can we do?

In all these examples, the same process opens the door to the rich and grand future we yearn for:

1. Accept that we’ll never get what we want if we give in to blackmail. Accept that the blackmailer wants to control our lives – they want to tell us what’s right and what we must do; or else.  Accept that we’ll never change these narcissistic predators by begging, bribery, peace-making, the Golden Rule or unconditional love.  Tim had to accept that although he loved his daughter, he didn’t like her and he dreaded any interaction with her.
2. Decide what behavior we must have and what we will tolerate in our personal space. Forget about the name of the relationship and focus on the behavior. Set high standards for how people have to behave in order to be invited into our space.  What values are more important than which others?  What’s the life we want to live, given the givens that other people try to force on us?
3. See the choice for what it really is.  Tim finally saw that the choice was not between his daughter or his wife; it was between being beaten and controlled by his daughter or his life. In order to have the life he yearned for, he had to choose to be a person worthy of that life.  He had to have the courage of his deepest desires.
4. Protect our personal environment from pollution, even by those we love.  That meant that Tim had to act with courage and determination to defend his personal space from any toxic polluter, even from his daughter and from the weakest, most needy, most cowardly part of him.

By choosing the life he wanted, which he shared with Jennifer, Tim chose the possibility of a wonderful life.  He and Jennifer started doing things they’d always wanted to.  They stopped wasting their time thinking about Coral.  Tim stopped being depressed and riddled with shame and guilt.  They started being happy.

But what about Tim’s broken heart because he couldn’t see his grandson? There’s no way around that.  Tim’s daughter was adamant: she wouldn’t let him see his grandson.  However, we must remember that we can never appease predators and vampires.

But eventually, Coral and her husband divorced and her husband, who had finally seen how Coral operated but was no longer afraid of her, let Tim and Jennifer bond with his grandson.  Eventually Coral needed money and Tim had to decide if he wanted to put her on a pay-for-play plan.  Should he give her a little money each time he and Jennifer saw his grandson?

For some examples of different tactics, see, “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.

Fire People Who Think They're Entitled to Run Things

Imagine you’re a newly appointed project leader of an existing management team.  How do you know if you’re walking into a club of entrenched buddies who want to run the show and will sabotage your efforts?  And what can you do about it? To read the rest of this article from the Business Journal of Jacksonville, see: Fire people who think they’re entitled to run things http://jacksonville.bizjournals.com/jacksonville/stories/2007/04/23/smallb3.html

I recently observed a team of a dozen managers with that dynamic.  Harry was the newly appointed project leader.  His two predecessors, also experienced leaders, had been unable to move the team forward.  Both reported problems building team agreement and developing aligned effort.

Sitting in on a team meeting, I saw two people repeatedly cast furtive glances to a third, who signaled displeasure by frowning, eye rolling and head shaking.  After each instance, the trio resisted the direction being taken by the rest of the group.  During a break, the three clustered outside, reinforcing caustic personal comments about Harry.

A little investigation on my part revealed the extent of the pattern.  One person was the Queen Bee, obediently supported by her attentive court.  She thought she should run the whole team because she always “knew best.”

The core of the pattern is that righteous and arrogant people feel entitled to special privileges.  They make their own rules and have double standards.  They’re self-reinforcing, and ignore or don’t care about what other people think.

The pattern is a common one.  It’s especially prevalent on boards of directors and in government offices and nonprofits.  People like this trio will fracture any group, destroy productivity and subvert the next generation of potential leaders. Their personal agendas to achieve power and esteem take precedence over the job.

What can you do if you find yourself in a similar situation?

• Recognize that fixing it will take determination and skill.  A powerful image of the situation will help keep you on track.  Harry saw them as a grown-up version of a high school clique; three princesses who know they’re the best and deserve to be in charge.
• You can try reaching out to the offenders in an effort to get them working with the rest of the team.  But don’t count on that approach succeeding.
• Harry tried a conciliatory approach but the trio was so arrogant and deluded that every gesture he made to find common ground was interpreted by them as an admission that he was wrong, was begging forgiveness and was ready to follow their direction.  The previous two leaders had also tried to placate them and failed
• But, whether you’re a peer or a project leader, you can’t afford to ignore them.  If left unchallenged, they form a not-so-secret power structure that will sabotage your best efforts to succeed.  They will force you to take sides.  For them, it’s about control and adoration.
• Don’t be a faithful drone.  Take steps to take away their power to do harm the organization.
• Reasoning and evidence won’t change these people.  And only a small percentage of them learn their lessons from their obvious failures.
• This is not a task for wimps.  You’ll need the help of your management, which means you need to do your homework and document your case.  Look for a smoking gun.  When you’re ready, shine a light on the pattern and confront the offenders head on.

If you find yourself in a situation like this one, quietly build an airtight case, gather allies and act decisively.  And be prepared for a battle.  People like that trio are a cancer in any organization. Remove them surgically before they metastasize.

If we don’t act promptly and decisively, performance decreases.  Behavior sinks to the lowest level tolerated.  Narcissists, incompetent, lazy, gossip, back-stabbing, manipulation, hostility, crankiness, meeting sabotage, negativity, relentless criticism, whining, complaining, cliques, turf control, toxic feuds, harassment, bullying and abuse thrive.  Power hungry bullies take power.

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

To Stop Bullying, Clarify Your Hierarchy of Values

Sometimes we must fight ferociously to stop bullies at school, at home and in the workplace because the responsible authorities won’t act, despite the evidence. But other times, we are the problem.  We have conflicting values we can’t choose between so we don’t act effectively; we stay stuck – uncertain and indecisive.  We vacillate instead of acting with determination and perseverance.  We give in.

A few examples in different areas of life are:

• Stopping school bullies – some people tell their children to believe that all people are good underneath, that the best method to stop bullies is to be nice and to befriend them, and never to use violence.  Or the kids may be stuck because they don’t want to squeal to teachers or the principal, but they can’t stop bullying by themselves.  Because they can’t choose which value is more important, they become victims.
• Stopping bullying spouses – some people accept control, manipulation, harassment, bullying and abuse because they think their most important value is that they made a vow for life, no matter what, or they’ve been taught to honor old rules about what their role is marriage requires, even though their spouse is selfish, narcissistic and insensitive.
• Stopping bullies in families – some people might not want to confront family bullies, even adults who have and/or still are molesting children.  They hold back because they think that they shouldn’t tell family secrets or they don’t want to disrupt family unity or peace and quiet.  Or they’re stuck because they wouldn’t want to lose the relationship with a parent, child or sibling – even when that relationship hurts almost every time.  Or they give in to temper tantrums or put up with bullying teenagers because they think that having children like them is more important than setting behavioral standards and consequences.
• Stopping toxic friends – some people maintain unhealthy, controlling relationships because they value forgiveness and friendship even though it’s extremely painful and debilitating.  So they suffer in silence.
• Stopping bullies at work – some people don’t complain because they wouldn’t want to hurt anyone else’s feelings or get someone fired.  If they can’t choose between protecting themselves since that might mean harming someone else, they won’t be able to stop bullying.

While many other values and reasons can factor in, including important ones like keeping a job that puts food on the table or even survival.  I hope you can see that if all of our values are held to be equally important, then when they contradict each other, we’ll be stuck.  Or, if one value is always held to be most important, for example, non-violence, or being nice and sweet, or never disagreeing or upsetting someone, then we’re guaranteed to fail in some situations.

The way out of this impasse is to:

1. Rank our values in importance; have a hierarchy of values. Then we know which one is more important in which situations.  For example, is it more important that your children have contact with an angry, hostile, bullying, controlling, abusive, brutal parent because children need parents or is it more important for your to set an example of standing up to bullies and protecting them from being beaten, even if that means they don’t see that parent?
2. Honor the most important values first. Don’t honor a lesser value if that means you won’t be able to honor a more important value.  If honoring a more important value conflicts with a lesser value, honor the ones that are most important.
3. Plan a strategy that’s most likely to succeed. Children tend to blurt things out.  They think that if they’re right, that’s enough.  Everyone will follow them or some protector will rescue them and make things right.  Adults know that in order to succeed we often have to be careful in how we do things.  And there may be no rescuer, no matter how right we are or what we think we deserve.
4. Carry out the strategy with single-minded focus, determination, courage and perseverance. Be relentless in a good cause – your most important values.
5. I am not recommending situational ethics; I am recommending situational tactics.

We won’t make things better for ourselves or our children by being a peacemaker.  Tactics like begging, bribery, endless praise, appeasement, endless ‘second chances,’ unconditional love and the Golden Rule usually encourage more harassment, bullying and abuse.  We won’t get the results we want; we won’t stop emotional bullies or physical bullying unless we’re clear about which values are more or less important to us.

If we don’t create a hierarchy for conflicting values, we’ll wallow in negative self-talk, blame, shame and guilt.  We’ll get discouraged, depressed, despairing and easily defeated.

We can use many techniques to clarify our patterns and to prioritize our values in a way that will make us more effective and successful.  The take-home message is always to cut through impasses and solve our problems.  Don't be a victim waiting forever for other people to protect you.  Use your own power.  Say “That’s enough!”  Say “No!”  Stopping bullies is more important than never using violence.

For some examples, see “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.

Positioning Wars can Ruin a Business

Turf wars are a well-known fact of life in many organizations.  Lesser known, but far more destructive, are positioning wars – struggles by two or more opponents for the top spot in an organization. Turf wars aren’t any fun.  But they’re mostly defensive – people trying to protect their turf from encroachment by a real or imagined rival.  Positioning wars are far more aggressive and destructive.  They involve a fight to become No. 1 immediately or, at least, the heir-designate to whoever’s in charge now.

Turf battles often lead to bureaucratic slowdowns.  Positioning wars can ruin the very kingdom being fought over.

To read the rest of this article from the Dallas Business Journal, see: Positioning wars can ruin a business http://www.bizjournals.com/dallas/stories/2007/04/30/smallb2.html

Imagine the consequences when two powerful, competent princes, who run different operational units, fight to determine who’ll inherit when the king retires:

• Political in-fighting takes precedence over vision, mission, productivity or clients.  Good staff stops trying to make a productive difference.  Meetings degenerate into skirmishes.  Soap opera flourishes.
• The princes circle each other like birds of prey seeking to uncover hidden agendas. Unofficial power centers are established.  The princes’ teams reflect their antagonism.    They focus on the faults of the other team and the hidden meanings behind looks, words and deeds.  They score trivia points by publicizing the other faction’s setbacks or their own minor victories.
• Innocent bystanders aren’t safe.  Neutral parties are inevitably drawn into choosing sides. Tension and terror activate childhood coping strategies.  Everyone watches their words more carefully than their productivity.
• Bad apples suck up to each prince looking for protection and power.  Slackers try to turn their protector against managers who pressure them to be more productive.
• Previously productive people become double agents or assassins.  Even within teams, suspicion prevents aligned, concerted effort.
• Clients are ignored or entangled in alliances.

Positioning wars are even more debilitating if the princes had previously been able to work together effectively.  Most people don’t adapt effectively to the dramatic change in environment.  They’re blindsided, feel victimized and waste time bemoaning their undeserved fate.

Competition stimulates creative juices and inspires outstanding achievement.  But cut-throat, internal war inevitably scorches the land.  If you’re still the king, act decisively to aminimize destruction from the princes’ fighting.

Positioning wars create the same symptoms. Performance decreases.  Behavior sinks to the lowest level tolerated.  Narcissists, incompetent, lazy, gossip, back-stabbing, manipulation, hostility, crankiness, meeting sabotage, negativity, relentless criticism, whining, complaining, cliques, turf control, toxic feuds, harassment, bullying and abuse thrive.  Power hungry bullies take power.

Don’t waste your valuable people time on slackers.  You won’t make things better being a peacemaker.

Begging, bribery, endless praise, appeasement, endless ‘second chances,’ unconditional love and the Golden Rule usually encourage more harassment, bullying and abuse.  Stop emotional bullies and stop bullying.

High standards protect everyone from unprofessional behavior.  You can learn 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 Stress Out Trying to Motivate Slackers

You’ve heard it a hundred times, “A great manager can motivate anyone.” Hogwash.

The fact is some slackers simply don’t care and are beyond motivation.  And it’s a waste of your limited time and energy to keep trying.  If you’re sick and tired and stressed out because you’ve accepted responsibility for motivating slackers, prepare for the inevitable effects of continued frustration and emotional pain.  You’ll be exhausted, burn out and get physically ill.

Unfortunately, managers often find themselves pressured to motivate everyone.  And both they and their bosses may see these managers as failures when they can’t pull it off.  It’s time to give them a break.

To read the rest of this article from the Business First of Louisville, see: Don’t stress out trying to motivate slackers http://www.bizjournals.com/louisville/stories/2007/05/28/editorial3.html

Many slackers are like teenagers who don’t want to take out the trash or clean their rooms.  They pretend they’re not responsible or don’t know how.  They act as if there’s a debate going on between them and their managers, and they don’t have to do the work unless they like the bribe.  Slackers are sneaky, manipulative bullies.

Motivating your employees is an important part of being a good manger.  It’s also important to recognize the ones who can’t be motivated, so you don’t waste time trying to do the undoable.

If they’re not performing, let them know immediately and link consequences and rewards to performance.  You can’t make them happy enough to work hard.  If they don’t respond to praise or fear with increased productivity, let them look for a job where they’ll be appreciated for slacking.  Or, maybe, a termination will change their slacker attitude.

You’re not looking for people who require constant motivation and micromanagement.  You’re looking for people who come to you inspired and eager to face challenges, who take responsibility and who succeed.

Keeping a slacker forces good performers to pick up that slack.  You’re simply spreading the stress around so you don’t have to bear the whole burden.  That’s a poor reward for a good performer.  It’s as if you’re saying, “I can count on you so I’m going to give you a bonus of extra work.  We’re going to continue paying that underperforming slacker while you carry their slack in addition to the two jobs you already do.”

The most dismal cases are in organizations that promote slackers to management or allow slacking managers to stay.  That spreads slacking over a wider territory.

In the real world it’s everyone’s job, including a president or CEO, to motivate his supervisors that he’s worth keeping.  Why should it be up to your managers to motivate the slackers on your payroll?  Slackers should be working hard to motivate you to keep them.

Slackers create the same symptoms.  Performance decreases.  Behavior sinks to the lowest level tolerated.  Narcissists, incompetent, lazy, gossip, back-stabbing, manipulation, hostility, crankiness, meeting sabotage, negativity, relentless criticism, whining, complaining, cliques, turf control, toxic feuds, harassment, bullying and abuse thrive.  Power hungry bullies take power.

Don’t waste your valuable people time on slackers.  You won’t make things better being a peacemaker.  Begging, bribery, endless praise, appeasement, endless ‘second chances,’ unconditional love and the Golden Rule usually encourage more harassment, bullying and abuse.  Stop emotional bullies and stop bullying.

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

Office Moms, Slobs, Princesses Stir up Distracting Soap Opera

You’ve seen the sign, or some variation of it: “Clean up your mess.  Your mom doesn’t work here.”  It’s an obvious reminder to the slobs among us that they’re a real problem. But there’s a flip side to this problem: the office “mom” – male or female – who cleans up after the slobs.  That may sound like a good thing, but office moms create their own set of problems.

Office moms come in two flavors; those who clean up the physical debris left by others and “e-moms” who try to clean up other people’s emotional garbage.

To read the rest of this article from the Cincinnati Business Journal, see: Office moms, slobs, princesses stir up distracting soap opera http://www.bizjournals.com/cincinnati/stories/2007/06/25/smallb5.html

There are people who leave physical messes and people who leave emotional messes like hot-tempered, hostile staff no one wants to tangle with and bosses who want go-fers to take care of their personal, menial chores.

The fact is some people are lazy, uncaring and irresponsible.  They act like overgrown children or arrogant princes/princesses expecting to be waited on.  You have to decide which values matter most.  Is it leaving people alone, because of politeness or fear, or setting and enforcing communal standards of behavior, despite resistance?

If you ignore slobs, resentment will grow among staffers who get stuck cleaning up other people’s messes.  Weak staff will also want slob privileges.  Resentment will destroy productivity.

Volunteer office moms clean up other people’s physical messes.  Acting out of courtesy or martyrdom, office moms appear to be benevolent.  But even if they’re happy cleaning up after others, there’s an insidious side effect that can cost more than the immediate benefits.

When someone caters to grown “children,” the latter tend to remain children.  Lack of responsibility about break rooms usually leads to lack of responsibility about team effort.  It spreads to messy, worthless paperwork and incomplete projects.

The most insidious and destructive side of the slob-mom equation are people who dump emotional garbage around the office (e-slobs) and their partners, e-moms, who listen sympathetically and try to clean up the messes.  E-slobs continually vent their hurt, frustration, complaining and criticism.  They want support for personal agendas.

One variant of e-slobs are bosses who want emotional voids filled by endless praise and unconditional love.  They often create loyalty tests for you to prove your love.  For example, they’ll demand that you miss important family events in order to wait on them over trivial matters.

E-moms encourage melodrama and make feelings more important than productivity.

Of course, you want your staff to care about one another, but e-moms and e-slobs take a tremendous toll on overall productivity.  You need to intervene quickly if you have a slob team.

E-moms, e-slobs and princesses create the same symptoms.  Performance decreases.  Behavior sinks to the lowest level tolerated.  Narcissists, incompetent, lazy, gossip, back-stabbing, manipulation, hostility, crankiness, meeting sabotage, negativity, relentless criticism, whining, complaining, cliques, turf control, toxic feuds, harassment, bullying and abuse thrive.  Power hungry bullies take power.

Don’t be a slob or dependent boss who needs an office mom.  Don’t look for a warm, soft, friendly shoulder on which to cry at work.  And don’t waste work time on melodrama.  Handle your feelings on your own time.

On the flip side; don’t be an office mom.  You won’t make things better being a peacemaker.  Begging, bribery, endless praise, appeasement, endless ‘second chances,’ unconditional love and the Golden Rule usually encourage more harassment, bullying and abuse.  Stop emotional bullies and stop bullying.

Work is about work, not soap opera.  Stick to that agenda and you’ll be better off.

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

Get Rid of the Employee You Can't Count On

Don’t reward mediocrity.  You’d think that would be a no-brainer.  But, think again. Many larger companies and, especially, government, non-profits and public service organizations have unwritten policies protecting managers and employees who can’t be trusted to handle important, necessary tasks.  Small companies usually do a better job of avoiding this trap because they simply can’t afford to keep deadwood around.

To read the rest of this article from the East Bay Business Journal, see: Get rid of the employee you can’t count on http://www.bizjournals.com/eastbay/stories/2007/08/20/smallb5.html

I’m suggesting that you get rid of employees you can’t count on.  Or maybe I should say, get rid of employees you can count on:

• To deliver poor performance and low productivity – the mediocre, lazy slackers and bottom feeders.  For example, when critical projects are due, they often take unscheduled leave or won’t come early or stay a minute extra.  They produce sloppy, half-finished work.  They assume other people will be responsible for cleaning up their messes.  They do just enough that they’re not fired.  But they’re incompetent enough that you can’t give them projects that matter or are hard.  You’ll look bad when they fail.
• To have poor attitudes and mediocre behavior, at best.  They whine, complain, gossip, have low morale, create emotional drama, pursue personal agendas and fight over turf.  They’re negative, cranky, narcissistic, sneaky, manipulative, abusive control-freaks, meeting saboteurs and energy vampires. You’ve tried everything you can think of to please them – begging, bribery, appeasement, forgiveness, mediation – but nothing has motivated them.

Instead, reward and keep the solid workers as well as the shooting stars.  They work extra, partner to meet difficult deadlines and push to get things right.  Their personal and family time suffers because they’re dedicated but overloaded.  You’ll give them the tough projects with tight deadlines because you know they’ll do whatever it takes to succeed.  Everyone on their team and in other departments the team interacts with knows who can be counted on when the going gets tough.

In order to develop a company culture that can succeed, people who can’t be counted on can’t stay.  Be honest with yourself, and evaluate honestly and explicitly.  Be resolute.  Stop bullies; stop their bullying you.

As a manager, you must respond to the early warning signs that you don’t trust people and can’t give them assignments that count.  Find another place for them.

As a co-worker carrying someone else’s burden, make waves and polish your resume.  Don’t stay in a culture that rewards mediocrity and toxic behavior just the same as superior performance.  Barely good enough isn’t good enough for long-term company success and job security.

As a director or owner, don’t accept people who barely skate by.  Remove managers who are political animals and wimps, who’ll become just-good-enough, long-term managers and who’ll perpetuate a culture of mediocrity until the organization slowly sinks.

High standards protect everyone from unprofessional behavior.  You can learn 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: Say Goodbye to Toxic Friends

Sarah has been best friends with Heather for years, but she’s finally realized how much Heather has taken over her life and poisoned it. Sarah feels like Heather has been a toxic polluter in her environment, but she’s afraid that if:

• She didn’t have Heather, she’d be all alone.
• She said goodbye to Heather, Heather would get angry and retaliate with their friends and to Sarah’s family.

What should Sarah do?

Heather has been a sounding board for all Sarah’s decisions.  Heather always knows what Sarah should do to straighten her life out.  Sarah never married because Heather found faults with every guy that Sarah was interested in. Sarah stopped dieting because Heather told her she’d look bad if she was thin.

Sarah doesn’t have much time for herself since she has to be on-call in case Heather needs her.  Heather often has urgent requests for Sarah to do her chores or to meet her.  Sarah’s afraid to disappoint Heather because Heather gets so hurt and makes Sarah pay.

Heather criticizes Sarah relentlessly, spreads lies, rumors and malicious gossip, and gets other people angry at her.  Heather is angry and demanding, and nothing Sarah does is ever right or good enough.  Sarah is always to blame.

Within their circle of friends, Heather always takes center stage and even steals Sarah’s ideas.  Heather doesn’t allow Sarah to be with the others unless Heather is there.  Heather says it wouldn’t be kind, respectful or loving for Sarah to do things behind her back.

Sarah feels like she’s spent her life trying to please Heather and apologize to her and take the blame for everything.  But no matter how nice, kind and loving Sarah’s been, Heather hasn’t given her credit or changed her opinion or behavior.

How do you know your friend is toxic? I’d rephrase that into, “How do you know your friend is not really a friend?”  There are two types of warning signs:

• Your inner warning signs – you feel criticized, used, abused, harassed, unsafe, taken advantage of.  Your kindness, consideration, compromise, appeasement, apologies and efforts to please them are not rewarded by them doing the same for you.  They’re always right; you’re never good enough.  You’re afraid of what they’ll do if you displease them.
• Their external behavior – Their timing, agenda, feelings, desires, needs and wants matter much more than yours do.  If you start talking about your interests or feelings, they’ll rapidly shift the subject to theirs.  They can change the plans or be late but you can’t.  They say nasty things behind your back and justify what they did because they’re sure they’re right.  They make the rules.  If they’re angry over the slightest thing, they can retaliate in what ever outrageous, over-the-top way they want.  Their reasons are right.  It’s your fault and you deserve what you get.  They’re nice to you when they want something, but as soon as they get it, they’re mean and nasty or they put you down because you didn’t do it good enough.  You apologize but they never do.  You have 100% of the responsibility to heal any misunderstandings.

Make a list of behaviors that friends do. When Sarah made the list, she saw that Heather didn’t do these actions.  Since Heather didn’t, then whatever she calls herself or however Sarah thought about her, she’s not really a true friend.  In order to summon the strength, dedication and courage needed to stop bullies, we must see clearly how things really are and also name them accurately.

Can you get them to see they’re toxic and what if they don’t get it? Whenever Sarah asked or begged Heather to stop, Heather’s response for saying and doing such hurtful things was, “’I’m right.  You’re not trying to repress me, are you?”  Heather never thought she was wrong.  She always felt justified and righteous.  Sarah has tried to forgive Heather and to love her unconditionally, but that hasn’t changed Heather’s behavior.  Sarah didn’t think she could ever get Heather to admit how toxic she was.  She knew how quick Heather was to defend herself.  Nevertheless, Sarah tried to explain once more, just to give Heather a chance.  When Sarah brought up the subject, Heather got enraged and attacked Sarah for being a false friend.

Can you say goodbye just because you want to or do you need to be able to prove to them that they’re toxic? You don’t need an outside expert or a survey in order to decide how toxic your friend is (say, on a scale of 1 to 10) in order to give yourself permission to say goodbye to a toxic friend. You don’t need them to agree that they’re toxic.  If your toxic friend doesn’t get it and change their behavior, you can act on your own – just because you want to.  It’s important for you to use your own power to keep your personal environment free from toxic polluters.  Just because you want to is more than enough reason to do what you want.  In order to stop bullying and abuse by toxic people you’ve known for a long time, simply say, “No, that’s enough.”

What can you do if your toxic friend threatens to ruin you? They might tell your secrets or cut you down to everyone you know, including your family.  Of course it can be difficult.  But if you don’t say goodbye now, you’ll just prolong your pain indefinitely, maybe for the rest of your life.

If you don’t resist, you’re training that toxic person to do worse to you whenever they want.  Narcissistic control freaks and boundary pushers are relentless predators.  The only way they’ll stop is when they’re stopped or removed from the environment.

A better question is, “What behavior do you want to allow on your Isle of Song?” Ignore toxic bullies’ reasons, excuses and justifications.  Actions count; not apologies.  It’s your Isle; protect your personal ecology.  Say “goodbye,” no matter who the perpetrator is.

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 Bullying Backtalk from Your Kids

Nowadays, even young children talk back, roll their eyes, are sassy and snarky, and demand to know why before doing what parents want.  These kids act as if they can set all the standards, know everything and are entitled to express their thoughts and feelings in any way they want about anything. Many parents think this is their toughest disciplinary problem.  Many parents want to know why this behavior has trickled down from teenagers through tweens to children.  Is this behavior the result of the bad influence of the media – television, movies, internet – or their peers?  If so, these parents think, how can we control what children are exposed to?

These parents are looking for their solution in the wrong place.  These parents want to change the whole world so that the world sets the behavioral standards they want for their children.  These parents are looking outside themselves for the answer to what they see as a problem, when the answer lies within them.

Some hidden assumptions of the parents I’ve seen are:

• Repression is bad; any expression of self is good.  Thwarting children’s desires is bad.  Children know what’s best for themselves; let them control their lives.
• Kids will learn to be polite, civilized and sensitive on their own if we give them enough freedom and love.
• We can’t logically justify any limitations or boundaries or particular code of manners as the right way, so we shouldn’t force our arbitrary values on our children.  It’s a new world.
• Saying “no” to kids will damage their fragile psyches.  If you make kids unhappy, their lives will be ruined.   In fact, one bad response can destroy their whole lives.
• The most important thing is for our children to like us.
• By ourselves, we can’t resist the bad influences the kids encounter.

I disagree with all of those assumptions. The problem is the well-meaning parents who won’t set the boundaries, limitations and standards, despite the difficulties.

It’s really simple, although not necessarily easy.  And it’s not a new difficulty.  We parents must:

• Not allow children to think they know best and know everything when they don’t.
• Not allow children to express their most selfish, narcissistic, mean, nasty selves in any way they want.
• Begin at home to set the standards for our children.
• Stop begging the kids to be nice.  Stop appeasing them.  Take your own power.
• Stop their negativity, harassment, bullying, manipulation, abuse and temper tantrums.

The sooner we start, the easier it will be.  However, even if they’re a year from leaving home, start this minute.  Don’t let them think that the best way to get things from people they need (us) is to be nasty to them.

I’m not talking about becoming a bully, a “Tiger Mom.”  I am suggesting that we stand up to our responsibility to set standards that will help kids succeed in the world.

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.

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.