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.

Bosses who avoid conflict create a big mess

You probably don’t want an angry, confrontational, bullying boss.  But, do you want the other extreme – a conflict-avoidant boss? I vote, “No.”  Conflict-avoidant bosses create breeding grounds for passive-aggressive employees and self-appointed tyrants.

For example, Helen’s boss is nice and sweet.  And that’s her problem.

To read the rest of this article from the Austin Business Journal, see: Bosses who avoid conflict create a big mess http://www.bizjournals.com/austin/stories/2007/07/23/smallb3.html

Larry is always thoughtful and considerate.  He tries to agree with everyone.  Although he inspects each employee’s results and asks penetrating questions, he won’t tell them what they must do.  If two of his staff disagrees, he won’t intervene and make a decision, or force them to resolve the issue.

Helen has frequent and critical deadlines, but in order to do her job she needs information supplied by Lindsay, another employee in Larry’s department.  Lindsay says she’s too busy to give Helen the necessary information within the agreed-upon timelines.

Helen asks and asks but nothing seems to work.  She tries begging, twisting Lindsay’s arm and even explaining her predicament at team meetings.  She tries every communication and management technique her friends and human resource professionals suggest.  Lindsay simply goes on her merry way and stonewalls Helen.  She’s a sneaky bully.

In public, Lindsay always agrees to do that part of her job but then simply ignores the commitment.  In private she says Helen’s not important enough.  She doesn’t like Helen and she’s going to sabotage her.  In one-to-one meetings with Larry, she undercuts Helen’s needs, communication skills and performance.

Larry says he can’t do anything.  If he tried to force Lindsay, it’d create conflict – and he doesn’t want confrontation.  Larry is so sweet and nice.

Larry avoids conflict with Lindsay but creates conflict with Helen.  He’s upset with not getting what he needs from Helen but not upset enough to break the deadlock.  He’s more afraid of Lindsay than he is of Helen.  Lindsay knows she’s secure.  She has no pressure to serve Helen and no consequences for resisting.

There are numerous variations on this theme but they all lead to the same symptoms.  Performance decreases.  Behavior sinks to the lowest level tolerated.  Narcissisism, incompetence, laziness, 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.

Absentee bosses – whether they’re waiting for retirement, have distracting personal concerns, are mentally tuned out or are cowards – create sanctuaries for unprofessional behavior.  When there’s a vacuum of authority, the most aggressive, ruthless and controlling people are drawn in to fill it.  It’s like the worst behavior of children coming out when their teacher leaves them alone for the day.

Conflict-avoidant bosses don’t implement decisions necessary for overall productivity because they won’t face resistant people and get them to do what’s necessary.

If you avoid facing someone who’s unhappy, you’re abdicating your responsibility as a leader.  You’ll probably live to regret the pain caused by abandoning your duty.  Your good employees certainly will regret it.

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 battles between "leapers" and "steppers"

If you have a “leaper” and a “stepper” on your staff who are at war with one another, you have a big problem that needs immediate attention. Leapers are people with fast biological clocks.  Steppers approach the world slowly and cautiously.  Their very different views of the world can lead to disastrous results if they’re put into roles that make them dependent on one another to complete tasks.

For example, Larry the leaper and Steve the stepper are on the same technical team.

To read the rest of this article from the Charlotte Business Journal, see: Stop battles between ‘leapers’ and ‘steppers’ http://www.bizjournals.com/charlotte/stories/2008/12/08/smallb4.html

The more invested they are in the rightness of their styles, the faster the gulf between them will widen until their differences become irreconcilable.  When they go to war, they’ll both look to you as their manager to punish the other (guilty) person and to excuse their own transgressions.

The war will feel like a crusade and become toxic through out the office.  They’ll misunderstand and see negativity or evil intent in almost every action and email.  They’ll begin to harass, bully, abuse and sabotage, and attempt to line up supporters.

Intervene as soon as possible, before hostilities engulf the whole office.

Be careful yourself; don’t empower one to be the controlling bully on your team.  Don’t harass, coerce or force your preferred pattern on everyone.

Learn what you can do to eliminate the high cost of bullying, 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.

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.

Will Fearless Kids Become Bullies?

In her article in the New York Times, “Fearless Preschoolers Lack Empathy,” Pamela Paul reports on a study that claims that fearless kids lack empathy and warns that fearless kids are at risk for growing up to be aggressive, bullies and to exhibit “severe antisocial behaviors.”  They claim that these 3 and 4 year-olds “Are curious, easygoing and friendly…may be charming, but they’re also highly manipulative and deceptive and skilled at getting their way – even at age 3 or 4.” Wow.  There’s another way-over-the-top study designed to scare parents into beating their children into submission.

I love kids with great engines; kids who are physical, active and fearless, and learn how to manipulate their parents to get what they want.

I also love kids who hold back, test the water one toe at a time and learn to manipulate their parents to get what they want.

What 3-4 year-old kids can survive without trying everything in order to get what they want?

Look at each one of your 3-4 year-olds as an individual.  Each is unique.  Each comes from a different place.  I’ve seen fraternal twins coming from these two opposite sides.  So what?  All it means is that we encourage each child to move in a different direction to augment the tendencies and approaches they seem born with.  It’s no big deal.  It’s simply the direction we’ll encourage them over and over, maybe with increasing firmness as they grow older.

The worst thing parents can do is overreact.  To correct your child at age 3-4 as if they’re already firmly on the path to having “severe antisocial behaviors” is a good way to increase their self-doubt and destroy their confidence and self-esteem.  Intense correction plants a thought virus that there’s something wrong with them; that they carry a bad seed that will destroy them or inevitably make them bad people.

They don’t have to choose between fearlessness and empathy.  You don’t have to react as if they have an all-or-none choice.  Or as if, if you don’t stamp out their natural tendencies immediately or at least by the time they’re 5, they’ll grow up to be little sociopaths.  What nonsense.

Stay calm and carry on.  Teach them to make the most of both fearlessness and empathy.  Oh, yes; there’s also a downside to too much empathy.

With expert coaching and consulting we can overcome the voices of our fears and self-bullying.  We can calmly look at individual situations and plan tactics that are appropriate to us and our children.

Stop Bullying by "Self-Esteem Police"

George Will reported in his Newsweek column, “More Stimulating that the Stimulus,” that “In Ottawa, the sensitivity police in a children’s soccer league announced that any team attaining a five-goal lead would be declared to have lost, thereby sparing the feelings of those who were, if you will pardon the expression, losing.” This was confirmed by many other articles including, “Win a soccer game by more than five pints and you lose, Ottawa league says.”  Although the title says enough, here are some quotes from the article, “In yet another nod to the protection of fledgling self-esteem, an Ottawa children’s soccer league has introduced a rule that says any team that wins a game by more than five points will lose by default… Club director Sean Cale… said the league’s 12-person board of directors is not trying to take the fun out of the game, they are simply trying to make it fair. The new rule, suggested by ‘involved parents,’ is a temporary measure that will be replaced by a pre-season skill assessment to make fair teams.”

The Club fields teams between the ages of 4 and 17.

It’s hard to keep calm when we hear this kind of idiocy.  I suppose next they’ll want the Ottawa Senators to stop shooting if the ever get a two goal lead.

The bullies here are not good soccer players who score many goals, although they might be if they go overboard into vicious fouling and nasty taunting against overmatched opponents.  The bullies here are the members of the Club Board who act like self-appointed “Self-Esteem Police.”

Bullying by “Professional Victims” One of the 5 types of bullying that we deal with regularly is the “Profession Victims” who use their hyper-sensitivity and hurt feelings to manipulate and control their environment.  They win when you accept that your job is not to hurt their sensitive feelings.  Professional Victims and their supporters say your job is to do everything they want in order to please them…and they’re never satisfied. They win when everyone else is walking on eggshells to avoid hurting their feelings and causing them to blow up or withdraw into a pouting silence.

The rules of soccer, when followed, already make the game fair.

Professional Victims assume that their children’s psyches and self-esteem are weak and fragile The slightest problem will damage them forever.  As if kids can’t maintain their self-esteem when they’re beaten badly by a better team. I assume, on the contrary, that children begin strong and have to be taught to see themselves as weak and fragile Children are not damaged by failing or learning their present location in the hierarchy of inborn gifts and hard work.  I assume that when children fail it’s because they haven’t worked hard enough.  The solution to not succeeding is to work harder to fulfill your potential.  Children survive intense pressure, challenge and struggle.  When they improve, their self-confidence and sense of competence increases. Also, we all have much more choice about how we feel You have to be taught to have low self-esteem after you lose at something you know you’re not very good at.  You have to be taught to have stress, anxiety and depression after you lose.  You have to be taught to wallow in negative self-talk and self-bullying.  You have to be taught to give up. People who succeed in life respond by directing their energy into a vow to do better and a determination to work harder, get better and win at life We’ve all been beaten down at times.  We’ve all found out where we stand in the hierarchy of who’s faster, stronger, smarter, prettier.  And our position in that hierarchy has nothing to do with happiness or self-esteem.  Ask any great athlete how they motivate themselves after having been beaten.  Ask any great mother or father how they motivate themselves to do better after they’re done something really dumb in their family.

The general rule is never to give the Self-Esteem Police or the Professional Victims credence or power.  Treat them as bullies and learn to stop them.  Tell them to suck it up; stop creating and wallowing in hurt feelings.  The lesson for these kids is to have more inner strength, courage and perseverance and to get more skillful so you can succeed in the real-world.

We need to learn how to win.  Winning is critical for our survival as individuals and societies.

The general rule in winning big is to not be a jerk about it.  Grownups are supposed to learn not to thrash their kids when they’re young,  The big kids in any extended family are supposed to learn how to make it fun for the little kids to play ball with them.  We’re supposed to learn how to be gracious winners when someone isn’t in our league in any game. The general rule in dealing with defeat is to gather yourself, get more skillful and do better next time.  And if you’re not good enough to be a champion, decide to be happy enjoying playing at any game in life, whether it’s sport, dance, music, art or any other area of endeavor where there are only a few “work class” players.

Expert coaching can help you design a plan for each individual child; from those who tend to be aggressive and nasty to those who tend to withdraw and need lots of encouragement.

By the way, so much scorn was heaped on the Ottawa soccer club that they did get rid of that rule.  They now have a new mercy rule “under which a game will be called once one team has a lead of eight goals. Whichever team is ahead at that time will be credited with the win,”

Stop Bullies: Mean Moms Raise Mean Girls

In her article in the New York Times, “The Playground Gets Even Tougher,” Pamela Paul points out that Mean Girls begin their nasty, vicious harassment, bullying and abuse on the playground and in pre-school.  They don’t wait until fifth grade or junior high school. In my experience, mean girls put down targeted kids for whatever reasons they can find – from poor, discounted, unfashionable clothes or the lack of the latest cell phones and bling, to race, religion, physical differences and hair color.  Mean girls also form cliques that ostracize, exclude and cut-out their targets or scapegoats.  Mean girl behavior cuts across all socio-economic categories – inner-city, rural, suburban and expensive, private schools.  The movies, “Mean Girls” and “Camp Rock,” give some graphic examples.

Consequences for the targets can include stomach aches, throwing up and pulling hair out before school, as well as anxiety, nightmares, sleep walking and excessive crying.  Even worse are self doubt, negative self-talk, self-hatred and loathing, loss of confidence and destruction of self-esteem.  Too often, suicide and its effects on families and communities follow. Childhood bullies and mean girls who aren’t stopped usually grow up to become bullying adult as spouses, parents, friends, and at work as co-workers and bosses.  Similarly, targets who become victims unable to stop bullies usually grow to become adult victims as spouses, parents, friends, and at work as co-workers and bosses.

Of course, mean boys are just as bad as mean girls and mean dads are just as bad as mean moms.

In my experience, mean behavior is a natural tactic for many girls to try – children naturally try to take all the toys and to feel powerful and superior by putting down other girls.  Even when they’re very young, some shift into forming mean girl cliques. Let’s point the finger at the source: With children this young, the problem is their parents.  Mean girls have parents who fail their responsibility to channel their daughters into better ways of acting.  The four-fold problem is:

• Mean moms who ignore mean girl behavior at home, on the playground and in preschool.  These moms have many opportunities to step in and teach their daughters how to do better in age-appropriate ways, but they don’t.  I think of these as absentee moms, whatever their reasons – whether they’re simply uncaring or not paying attention or don’t want to deal with it or not physically present.  Nannies can be even less responsible, especially if their employers don’t want to hear about it.
• Mean moms who set a bad example by acting mean to their extended families, to their children and to helpless servers in all forms – waiters, checkout clerks, nannies, maids, etc.  Mean girls imitate what they see and hear from their mean moms, not pious platitudes or empty commands thrown at them.
• Mean moms who encourage mean girl behavior.  They enjoy watching their daughters be popular, superior and controlling.  They may think it’s cute and a sign of leadership potential, but whatever they think, they train their daughters to be mean.
• Mean moms who protect and defend their mean daughters when they get feedback about mean behavior.  Of course, one-in-a-million children will be sneaky enough to be mean only when their parents aren’t looking.  Sneaky, mean girls can bully targets by acting as if the target did something to hurt their feelings and get their protective moms to get the target in trouble.  Or mean girls will simply threaten a target by saying they’ll get their moms to get the target in trouble.  Mean moms collude and often encourage this behavior.  Draco Malfoy in the Harry Potter series is an example of a mean boy protected by his mean father.

Suppose you’re the parent of a child who’s bullied by a mean girl, what can you do?  If you’re convinced that your daughter was not a provocateur who tried to get the other girl to react and get in trouble, should you talk to the mean girls, their moms, teachers and principals?

• Know your daughter; will she assert and defend herself?  Since she might not talk about the meanness, you have to watch carefully on the playground and look for signs after school.  Mean girls are bullies who try to assert themselves over less assertive and less aggressive children.  Don’t ask your daughter to suffer or “rise above” because a mean girl and mean mom don’t know any better or have difficulties in their lives.
• You might encourage your pre-school or kindergarten daughter to stand up for herself, but you should give plenty of encouragement and specific direction.  Even though your daughter is young, champion her inner strength, courage and perseverance.  She might be a target but she doesn’t have to become a victim.  Never believe mean girls’ opinions and don’t give in to their demands.
• Intervene rapidly when your daughter seems unable to defend herself.  Don’t let the behavior continue.  Say something strongly and firmly to the mean girl.  Girls who were merely experimenting with a mean behavioral tactic will stop and not repeat it.  That’s a test of the girl – nice girls stop when you set a behavioral standard but mean girls don’t.  Mean girls think they’re smarter than you and that they have their own mothers’ protection.
• If the mean girl doesn’t stop, test the mean girl’s mom one time.  Calmly detail the behavior and listen carefully for the response.  Is the mom appalled at her daughter’s behavior or does the mom blow it off or explain it away?  Just as in sports and childhood, your daughter might have been provocateur and then looked innocent when another girl retaliated.  So it’s natural for the other girl’s mother to try to discover the whole context and behavior before the incident.  But does the other mom immediately get defensive and angry, and twist the facts in order to blame your daughter?  Does she insist that her daughter is never wrong?  Is the mean girl’s mom too busy with her own life to educate her daughter or has she turned her child over to a nanny who won’t correct the child?
• If these attempts change the girl’s behavior, you weren’t dealing with a hard-core mean girl and a mean mom.  But mean girls and mean moms aren’t stopped by the easy tactics.  Now you have to cut off after school activities including parties, despite the ramifications.  Also, get the pre-school teachers and principals involved.  Some will be helpful; they’ll keep it confidential, they’ll monitor to get their own evidence and then they’ll intervene.  They’ll get the mean girl out of your daughter’s class, they’ll break-up the clique, they’ll stop the behavior at school and they’ll have proactive programs to talk about mean girl behavior.  Depending on the age of the girls, they’ll teach witnesses what to do.  Unfortunately, unhelpful, uncaring, lazy, cowardly teachers and principals will look the other way or condone or even encourage mean girl behavior.  They’ll put you off with excuses.  Don’t let this happen.  Remember, principals fear publicity and law suits.

Of course, every action plan must be designed for your specific situation; depending on the children, the parents, the school and the relationships.  That’s where expert coaching will help.

Teach your children what’s right and also how to defend themselves.  Don’t convert your daughter into a victim.  Don’t sacrifice your child on the altar of your ignorance, fear or sympathetic heart.  Protect and defend your child even though there may be a high cost socially.

Whose Job is it to Stop Bullies in Schools?

In his recent ABC news opinion column, “Want to Stop Bullies?” Lee Dye cites new studies that claim that:

1. Girls are more likely than boys to intervene to stop bullying than boys are.
2. Girls intervene more because they’re expected to by their parents, best friends and favorite teachers.
3. Popular males are more likely to pick on weaker boys, while unpopular, weaker but aggressive boys are more likely to pick on girls.

Of course.  So what?

I’m glad Mr. Dye is speaking out and I share his desire to stop bullies and harassment, bullying and abuse in schools.

The reason I’m sarcastic is that I think these studies, done by interviewing 269 middle school students in four schools in North Central Florida, are typical of the thought process and pseudo-scientific research that says that if we knew more we could design better programs to stop bullies.  And they imply that we can’t have successful anti-bullying programs until we have more research.

However, this research adds nothing we didn’t already know.  And the generalizations are contradicted by evidence from the recent suicide deaths of four girls in Schenectady, New York.

We already know that getting the kids involved in anti-bullying programs is critical.  We already know that it’s crucial to teach children what to do when they are bystanders and see bullying.  In order to incorporate that knowledge into anti-bullying programs, we don’t need to wait until there’s more pseudo-science research to prove that point.

In summary, we know that it’s everyone’s job to stop bullying in schools and everyone’s help is necessary, especially the kids.  No one group can make a program work if the other members of the local community resist or are uncaring.  The programs in New Hampshire are only the latest reports documenting what we know already.

Successful programs have the seven elements crucial to success:

1. The programs specify acceptable and unacceptable behavior
2. Children are taught specifically what to do if they’re bullied or if they’re bystanders
3. The programs involve everyone – school board members, police, principals, teachers, administrative staff and bus drivers, the kids, and at least a vocal, core group of parents.
4. Consequences are clear and effective action rapid
5. Courageous and proactive administrators, school principals and teachers
6. Kids are also trained at home not to bully and how to stop bullies
7. All steps are implemented simultaneously

Anti-bullying laws are necessary to force reluctant or uncaring district administrators and principals to act.  They’re also necessary to protect principals and teachers who do act from bullying parents who defend their little terrorists and threaten to sue the principal and school for harassing their little bully.  That’s like in the Harry Potter series where Lucius Malfoy protects his vicious son, Draco.

The biggest problem in stopping bullies is not the lack of research about bullying: It’s the lack of skillful effort being put forth by the most caring people.  At many schools, well-meaning principals and teachers need to join forces with a core group of parents to get programs in motion.  At other schools, frustrated and angry parents need to rally other parents in order to force uncaring or cowardly school district administrators and principals to make effective school policies and then take act promptly and strongly.

Backlash: Women Bullying Women at Work

In an article in the New York Times on May 9, 2009, “Backlash: Women Bullying Women at Work,” Mickey Meece describes numerous cases of women bullying women at work. Of course, women abuse, harass and sabotage other woman at work, just like men do to each other.  Sometimes they’re overt and sometimes they’re stealthy, sneaky.  Isn’t that your experience?

More important than distracting questions and considerations about how much they do it, why they do it or do they do it more or differently than men, are:

• Do you recognize the early warning signs of bullies?
• Do you know how to stop them skillfully?

Women often say that other women aren’t as overt about bullying; they’re more likely to be stealth bullies.  Some use tactics that are sneaky, manipulative, backstabbing; some form cliques and start rumors or demeaning put-downs; some pretend to be friends and bad mouth you behind your back; some are negative, whining, complaining “professional victims;” some are passive-aggressive.  And some can be nit-picking, control-freaks just as much as men.

How about Meryl Streep and other unsavory characters in “The Devil Wears Prada?”

Some are splinters, rotten apples and cancers – at all levels in your organization.  Just like men who bully.

As I show in my books and CDs of case studies, “How to Stop Bullies in their Tracks” and “Eliminate the High Cost of Low Attitudes,” bullies are not all the same, but their patterns of behavior, their tactics, are the same – whether they’re men or woman.  That’s why we can find ways to stop them.

Ignoring the problem or begging, bribery, appeasement, simply reinforce low attitudes and behavior at all levels.  A major part of the problem are conflict-avoidant leaders, managers and co-workers who think that if we all talk nicely to each other or try to make bullies happy, they’ll stop bullying.

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

When women and men learn how to stop bullies in their tracks, we develop strength of character, determination, resilience and skill.  We need these qualities to succeed against the real world bullies they face – men or women.

Of course, individual coaching will help you design tactics that fit your specific situation.

Often, the strong and clear voice of an outside consultant and coach can change these behaviors or empower managers and staff to remove these bullies.  I’ve often helped companies and even non-profits and government agencies create and maintain behavioral standards (team agreements, ground rules for professional behavior) that promote productivity.

Top 10 reasons people form bullying cliques at work

Bullying cliques (or vicious gangs) are apparent early in life.  They’re rampant in junior high school and high school.  You can see the same type of behavior perpetuated in the workplace.  O, the bullying is more harsh and twisted, and the justifications are more slick, but you can see the same ugly bullies, only in bigger bodies. What’s been your experience with cliques at work?

What do you think the top reasons are that people gang up on others?

Do women or men do it more – and to whom?

Typical clique behaviors that create a hostile workplace include, but are not limited to:

• Bullying, intimidation and overt physical violence.
• Cutting out and passive-aggressive attacks.
• Harassment (verbal, physical and sexual).
• Belittling, humiliating, demeaning, insulting, sarcastic comments and contempt.
• Backstabbing, gossiping and spreading rumors.
• Negativity, nit-picking, know-it-all, continual criticism.
• Bad reviews and denial of benefits and promotions.

The top ten reasons I’ve seen people form hostile, nasty cliques at work are:

1. They’re jealous of other people’s intelligence, talent, skill, potential or success.
2. They’re insecure and hate or are threatened and scared by differences and get to feel superior when they disparage other people.
3. They use the clique to gain power, promotions and publicity.
4. They want to attach themselves to the “in” crowd.
5. They feel a thrill at the power of making someone suffer or beg for mercy.
6. They feel justified because the victim did something bad to them.
7. They feel powerful that they’re in control of punishment and retribution.
8. Habits – they grew up that way and don’t know any other way to organize their emotional lives or get what they want.
9. Narcissism and arrogance – “I’m the greatest.  Kneel before me or feel the whip.”
10. It’s human nature.

What are the reasons you see most often?

In another post we’ll go into how to get the coaching you need to stop a clique that’s going after you or a coworker.

When women derail other women in the office

In her article in the Wall Street Journal, “When women derail other women in the office,” Rachel Emma Silverman comments on Peggy Klaus’ article in the New York Times, “A Sisterhood of Workplace Infighting.” Both discuss an estimate that female office bullies who commit verbal abuse, sabotage performance or hurt relationships, aim at other women more than 70% of the time.  Both discuss the psychological reasons why women hurt other women and why they don’t protect them.

Of course, women abuse, harass and sabotage other woman at work.  Sometimes they’re overt and sometimes they’re stealthy, sneaky.  Isn’t that your experience?

More important than distracting questions and considerations about how much they do it, why they do it or do they do it more or differently than men, are:

• Do you recognize the early warning signs of bullies?
• Do you know how to stop them skillfully?

Women often say that other women aren’t as overt about bullying; they’re more likely to be covert, stealth bullies.  Some of the common tactics and perpetrators are:

• Sneaky, manipulative, backstabbing.
• Forming cliques, starting rumors, mastering demeaning put-downs.
• Pretending to be friends, but bad mouthing you behind your back.
• Negative, whining, complaining “professional victims.”
• Passive-aggressive behavior.
• Nit-picking, control-freaks, just as much as men.

How about Meryl Streep and other unsavory characters in “The Devil Wears Prada?”

Some are splinters, rotten apples and cancers – at all levels in your organization.  They need removed just like men who bully.

As I show in my books and CDs of case studies, “How to Stop Bullies in their Tracks” and “Eliminate the High Cost of Low Attitudes,” bullies are not all the same, but their patterns of behavior, their tactics, are the same – whether they’re men or woman.  That’s why we can find ways to stop them.

Ignoring the problem or begging, bribery and appeasement simply reinforce low attitudes and behavior at all levels.  A major part of the problem are conflict-avoidant leaders, managers and co-workers who think that if we all talk nicely to each other or try to make bullies happy, they’ll stop bullying.

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

When women and men learn how to stop bullies in their tracks, we develop strength of character, determination, resilience and skill.  We need these qualities to succeed against the real world bullies we face – men or women.

Of course, individual coaching will help you design tactics that fit your specific situation.

Often, the strong and clear voice of an outside consultant and coach can change these behaviors or empower managers and staff to remove these bullies.  I’ve often helped companies and even non-profits and government agencies create and maintain behavioral standards (team agreements, ground rules for professional behavior) that promote productivity.