Identify types and tactics of bullies

Learn to identify and label different types of bullies and the tactics they use.  That will give you power.  You’ll know what you’re up against.  You won’t second-guess yourself.  You’ll be able to align and focus your energy and action.  You’ll get the help you need. Some ways many people think of bullying are:

• Mental, emotional, physical bullying (including harassment and threats).
• Verbal bullying, non-verbal harassment, physical violence (attacks on people, pets or things).

But I focus on 5 types of bullies and their tactics:

1. Overt bullies.
2. Covert bullies.
3. Cyberbullies.
4. “Professional Victims.”
5. Self-bullies.

Often there are no clear and fixed lines between these types of bullies and bullies often use different tactics.  I don’t include sexual bullying as a separate category because that can be done using all the tactics.

Overt bullies act out in public.  They’re easier to see and to get evidence against.

Covert bullies are sneaky, manipulative and controlling.  They abuse in secret; it’s much harder to get evidence against them.

Some of the techniques overt and covert bullies use:

• They get out of control and throw temper tantrums (like children).  They’ll have physical or verbal explosions or give the “Loud Silent Treatment.”  They get power by anger and rage.
• They indulge in personal vendettas and scapegoat victims.
• They make harsh judgments or remarks or put-downs.  They’re experts in personal criticism and negativity.
• They talk down to people.  They push sensitive places in order to make other people feel bad.
• Their feelings matter; yours don't.  They make the rules; you don't.  Their reasons make sense; yours don't.  They're right; you're wrong.
• They’re instigators.  They pour gas on the fire, get other people to fight and they create “uproar.”  They’re splinters.
• They’re control-freaks and turf protectors.  They’re always right and righteous.
• They’re relentlessly negative, critical, naysayers who are impossible to please.  They complain until they get attention.
• They tease, taunt and use name calling put-downs.  They use people as emotional punching bags.
• They make nasty, ugly, vicious, snide jokes or cut you down, followed by “I was just kidding” or “You’re too sensitive” or “I didn’t mean anything bad” or “I was only having a little fun.”
• They mock with non-verbal, disrespectful “editorial” comments like eye rolling or snorting.
• They form school yard cliques to cut out their targets. They’re passive-aggressive.  They manipulate, triangulate, and stimulate unhappiness and drama.
• They spread rumors, gossip, innuendos and lies.
• They’re great debaters who never let you win.  They’re antagonistic, boundary pushers who do the minimum and undercut authority and systems.
• They always blame others.  Nothing is ever their fault.  They have endless excuses and justifications while showing little-no improvement.

Cyberbullies are hostile and personal.  They encourage or organize “mobs” to pile on.

“Professional Victims” – most people overlook this category.  Professional victims act fragile and have hurt feelings in order to gain power and control.  People walk on egg shells near them.  They’re hypersensitive, spoiled brats who cry and blame.  They’re hysterical Drama Queens-Kings.  They make a big deal over things you think aren’t worth fighting about.  They use shame, guilt and anger.

Self-bullies beat themselves up all the time.  They feel unworthy and have low self-esteem.  They wallow in self-questioning and self-doubt, and stay stuck and insecure.  They’re easily manipulated by overt and, especially, by covert bullies.  They’re the hardest people to help.

Please watch the following YouTube videos:

• Five Types of Bullies
• Types of Bullies - General

Knowledge is power.  Learn to recognize all types and styles of bullying so you can protect and defend yourself and your children.

Protect your personal environment from pollution.  Get bullies out of your personal space.

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 sneaky workplace bullies

Learn how to recognize and stop covert, sneaky bullies and narcissistic control freaks in the workplace. Overt bullies – whether they’re bosses, coworkers or supervisees – are easy to recognize; they’re loud, obnoxious, threatening and in your face.

Sneaky, stealthy bullies are harder to recognize.  If we don’t recognize their tactics and label them, we can’t energize ourselves to develop and carry out an effective plan to stop them.

Seven warning signs of sneaky, passive-aggressive bullies are:

1. They want to control all the turf. They form hidden, unofficial power centers on their teams.  They want you to ask their permission before you do anything.  In subtle, manipulative, bullying ways they’ll harass and abuse you until you walk on egg-shells around them.  Sometimes they gain power and control by being nasty and vicious behind your back.  Sometimes they gain control by being hypersensitive, so you’re afraid to hurt their feelings and set them off.  I call these hypersensitive ones, “professional victims.”
2. Sneaky bullies think they know best about everything; just ask them. They make your life miserable if you don’t do what they want.  With a seemingly friendly smile, they point out your mistakes and failings.  Their absolute certainty seduces you into self-doubt and self-bullying.  You become unsure of your own judgment and wisdom; eventually you give in to them.
3. They know they’re more important than you are. They think your whole life should be devoted to their emotional needs, wants and whims.  Their desires, jealousies, issues and concerns (not yours) become the focus of all interactions.  They think they’re entitled to get what they want.  Their feelings are their justifications for their anger, retaliation and revenge.  They’ll fight to the death over things you think are trivial.  They never really apologize or compromise, even if they say the words.  You may think that by giving in one time, they’ll give in the next time.  But they never give in.  They push each new boundary endlessly.
4. They think their sense of humor is correct. They think they can say whatever they want and you’re supposed to take it.  They use you as an emotional punching bag.  They make nasty, vicious, demeaning, hurtful remarks to you and cut you down in public, or they tell your embarrassing secrets.  Then they laugh like it’s a joke.  They don’t care about your pain or wishes.  If you object, they say you’re too sensitive or they were kidding.  They think your feelings are stupid and not logical.  And you better not say anything they don’t like.  They think they don’t have anything to learn.  They insist on doing things their way.
5. Everyone is a pawn in their game. You have value only as long as you can help them or you worship them.  They’re selfish, arrogant and demanding; they think they should be catered to or waited on.  Anyone who doesn’t help or who gets in their way becomes an enemy.  They form cliques and mobs who support them or who do their dirty work.  Sometimes they are entrenched in the workplace – they have friends in high places.  You’re afraid that if you disagree, they’ll strike back at you.
6. They think their excuses, excuse them. They’re sure their reasons are always correct and are enough to justify what they do.  They think that if you don’t agree, you simply don’t understand or you’re evil.  Self-deluded narcissists think their jealousy, anger and hatred, their manipulation and back-stabbing are not bad characteristics.
7. They think their logic, reasoning and rules, rule. They think they’re entitled to do anything they want – to take what they want, to ridicule and attack you or to strike back in any way they want – but everyone else should be bound by their rules.  They think that if your feelings are hurt by what they’ve said or done, it’s your fault and your problem.  They know they’re right and they’re righteous.  They’re great debaters or they simply talk so loud and long that eventually you give in.

Ignore your self-bullying; that little voice that doesn’t like you, that tells you that the narcissistic control-freak might be right.  If you don’t trust your own guts you’ll get sucked in, just like you would into a black hole.

You’re never going to change them.  They’re bullying, control-freaks.

Don’t debate or argue with them.  Find someone high up on the totem pole to help you.  Make a business case for how damaging their tactics are.  Get allies who also want to stop them.  Shine a light on their tactics and their cliques.

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

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

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.

Select leaders who are excited by challenge, change

If you think that fear of change is normal human nature, you’re wrong.  That’s especially true for the leaders you select. For example, Harry was slated to move up to Senior Vice President in a few years.  In the meantime, his division needed to change its direction and way of doing business.  He must groom a great leadership team and weed the appropriate people.

To read the rest of this article from the Denver Business Journal, see: Select leaders who are excited by challenge, change http://www.bizjournals.com/denver/stories/2007/03/12/smallb8.html

One member of Harry’s present, six-person team had to be let go.  He was an excellent project manager and he liked being custodian of repeatable processes.  However, he couldn’t handle the changes required.  His need for controlling every detail led him to resist fluid goals, processes and relationships.  He got rattled, constantly threw up roadblocks and underperformed.  In order to solidify his position, he also tried to sabotage his competition.

Another member of the team felt threatened because there wasn’t enough lead-time to prepare for shifting hurdles or moving targets.  She found a cookie-cutter job with fewer challenges.

Harry got the standard leadership advice:

• Change makes people fearful.  They feel like victims.
• Normal people are slow adapters or resist change forever.  They’ll be negative, critical and complaining.
• People must go through five psychological stages before finally accepting forced change.
• Don’t expect too much during a transition.  Before your staff performs at high levels again, they’ll need lots of pampering and time to feel safe and confident.

I disagree. While resistance may be the norm in our society at this moment of time, that doesn’t make it normal.  In other cultures and in America in the past, “normal” was to be excited by change.  That’s where the great rewards are.  Think of Edison, Rockefeller and Ford, for example.

Whenever our ancestors came to America, last year or 30,000 years ago, they faced huge changes and took great risks.  They thrived, or we wouldn’t be here.  We have those hardy genes.  People who thrive today will have the same qualities their ancestors had.  They won’t be brainwashed into feeling fragile.

Our normal reaction to change can be eager anticipation; just as we had before our first day of surfing or skiing.  Like life, these activities are inherently dangerous and exhilarating.

In truth, our only security is in ourselves; not in false guarantees of employment for life.  Anyone who needs guarantees will fight to make an organization stay the way it is, which will kill it.  They won’t rise on their teams.

If we try to force things to stay the same, 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.

The higher you go in a company, the more you have to keep your head in the game when things change suddenly.  Harry’s company isn’t downsizing, but most people who stay will have to learn to function well in continual change.  He’ll provide training, consulting and coaching – but not hand-holding.  And he won’t be conflict-avoidant in protecting the high standards he needs.

Of course, there’s tremendous risk in moving ahead.  But there’s more risk in fighting to stay the same.  A static organization will become unprofitable and all staffers will become unemployed.  Since only a few basic processes will stay the same, people who are comfortable only when repeating a known process will become uncomfortable.

Get over discomfort.  Our feelings aren’t handed to us in stone.  Don’t wait until we’ve developed a sense of safety and confidence, or an abundance mentality.  Take responsibility right now.

Life is an open system.  Get used to it.

High standards for how to respond to challenges and change 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.

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.

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 School Bullying: It's a Pattern, not an Incident

Kenneth Weishuhn, a 14-year-old high school sophomore in Paullina, Iowa, died of self-inflicted wounds after months of relentless bullying.  Articles in Cedar Falls, Iowa, the Washington Post and the Huffington Post have described the town’s outcry. It’s true; Kenneth tried to minimize the bullying so it didn’t become worse.  And he got some relief when the gang of bullies turned some of its attention on a pregnant student.  And the school did hold an assembly after he reported the bullying.

After his suicide, school officials tried to cover themselves in the usual way.  “Dan Moore, the superintendent of the South O’Brien Community School District, said administrators knew of only one incident regarding Kenneth and that he believes they dealt with it well.  ‘I feel the school did address the issue that they were aware of when it came to their attention,’ Moore said. ‘Obviously, we had no idea that we’d have an end result like this, or what was going on outside of here.’”

There’s much more hidden below the surface of the principal's and Mr. Moore's lack of an effective response; especially the real fault that the administrators are trying to cover up.

Let's understand clearly.  Mr. Moore thinks they addressed the bullying and abuse well because he did some processes, procedures and techniques, even though the harassment and bullying didn't stop and, in fact, got worse.  And Mr. Moore thinks that performing some processes relieve him of responsibility.

What’s hidden here?

1. The school principal, teachers and district administrator put all the responsibility for knowing about bullying on the reports they receive from students.  They take no responsibility for knowing what’s going on under their noses.  Every kid in school knows who the relentless bullies are and who leads the cliques and gangs.  But they don’t tell.
2. The school principal, teachers and district administrator haven’t created an environment, a culture, in which at least some of the many witnesses come forward, instead of remaining as bystanders. Why didn't the witnesses come forward?  They know that nothing serious will happen to the bullies, but they’ll be exposing themselves to retaliation.  They don’t want to become the next victims of bullying.  What was the principal’s "stop school bullying program" at the start of the year, before there were any incidents?  Were parents involved in the program?
3. Despite their years of education, their advanced degrees and their special training on how to stop school bullies, the school principal, teachers and district administrator treated bullying as an “incident,” not as a pattern.  Yet everyone knows that school harassment, bullying and abuse are rarely an isolated incident.  These behaviors may start as an incident perpetrated by one kid instead of by a gang, but when nothing happens to the bully, bullies become bolder and more overt.  When there are still no serious consequences, other bullies join in and bullying becomes a pervasive pattern.  Pretty soon, other kids pile on.  Bullying expands from emotional and physical abuse into cyberbullying – on and off campus.  When relentless bullies get away with their worst behavioral impulses – taunting, teasing, harassment, physical, mental and emotional abuse – other kids let their worst impulses out.

Kids know who has the power.  If the responsible adults turn the other cheek and bury their heads in the sand, kids know that the bullies are in charge.  Behavior sinks to the lowest level.  The culture becomes the "Lord of the Flies" on the playground, in the bathrooms and in the hallways.

When Kenneth Weishuhn reported what was happening, he faced an accomplish-nothing principal and district administrator who weren’t proactive in protecting him but, instead, would excuse and justify themselves by saying that they did the minimum required - even if it didn't work.

Would you want to pay those people’s salaries?  Would you want your child at those schools?  Maybe, but only if your kid was the leader of the bullies.

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

Since all tactics depend on the situation, expert coaching by phone or Skype helps.  We can design a plan that fits you and your situation.  And build your will and skill to carry it out effectively.

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.

You Can Change Attitude Problems at Work

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Don't let bullies create a hostile workplace

Work bullies can ruin a culture, destroy productivity and make your life – and the lives of everyone else they target – miserable. And it’s not just bullying bosses who are the problem.  Co-workers and employees also use bullying behavior that creates a hostile workplace.

Excluding lethal weapons, here are the top dozen techniques bullies use to ruin a workplace.

To read the rest of this article from the Dallas Business Journal, see: Don’t let bullies create a hostile workplace http://www.bizjournals.com/dallas/stories/2008/06/09/smallb3.html

Most bullies use combinations of these methods.  The relentless application of these harassing, abusive techniques reinforces humiliation, pain and fear.  Cliques and mobs rapidly form. Bullying can make the targets feel helpless and situations seem hopeless.

These methods cause increased hostility, tension, selfishness, turf wars, sick leave, stress-related disabilities, turn over and legal actions.  People become isolated, do busy work with no important results and waste huge chunks of time talking about the latest episodes of bullying.

Effort is diffused instead of aligned.  Teamwork, productivity, responsibility, efficiency, creativity and taking reasonable risks are decreased.  Promotions are based on sucking up to the most difficult and nasty people, not on merit.  The best people leave as soon as they can.

Your operational system may look wonderful on paper, but the wrong people in the wrong culture can always find ways to thwart it.  Your pipeline leaks money and profits plummet.

A common mistake in dealing with repeated bullying is to spend much too much time and effort trying to educate, explain, understand, accept, forgive, beg, bribe, ignore, reason with or appease them.  These approaches won’t convert dedicated bullies into reasonable, civil and professional people. These approaches only stop people who aren’t really bullies, but have behaved badly one time.

During the time well-meaning or conflict-avoidant supervisors, human resource and civil rights professionals are trying these techniques to educate or rehabilitate bullies, they’re actually victimizing everyone else in the organization.  The monetary and emotional cost of tolerating or enabling bullies can be astronomical.

Determined bullies don’t take your understanding and acquiescing as kindness. They take your giving in as weakness and an invitation to abuse you more.  Bullies bully repeatedly and without real remorse.  They might appear to apologize sincerely, but you should accept only behavioral change, not good acting.

The best way to stop a bully is to stand up to them.  Expose and isolate them.  Or catch them doing something outrageous or illegal in front of witnesses.  Stopping them and having serious consequences for repetitions are also the greatest stimuli for change.

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

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.

Members of Whiners' Club definitely bad for business

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Expert coaching by phone or Skype helps.  We can design a plan that fits you and your situation.  And build your will and skill to carry it out effectively.

Eliminate the High Cost of Low Attitudes at Work

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

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

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

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

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

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

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

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

More Bullies in Public or Private Schools?

In his New York Times Op-Ed column, Charles M. Blow reported on the experience of his three children and the results of a study conducted by the Josephson Institute Center for Youth Ethics, which interviewed more than 43,000 high school students.  He reports that the study showed:

• “Boys who went to private religious schools were most likely to say that they had used racial slurs and insults in the past year as well as mistreated someone because he or she belonged to a different group.
• Boys at religious private schools were the most likely to say that they had bullied, teased or taunted someone in the past year.
• While boys at public schools were the most likely to say that it was O.K. to hit or threaten a person who makes them very angry, boys at private religious schools were just as likely to say that they had actually done it.”

In addition, he says that, “While some public schools have issues with academic attainment, it appears that some private schools have issues with tolerance.  No person is truly better when they lack this basic bit of civility.”

Most of the discussion and argument will focus on whether or not his general conclusions are correct about most private versus public schools.  And many people will base their conclusions on their personal experience in each type of school.

But the important point is not about the generalizations.  Don’t get distracted by academic speculation about the generalizations.  The important point is about the schools your children are going to.

If your children are going to a school that tolerates or encourages other children to think that they’re special and, therefore, that they can tease, taunt, mistreat, bully or abuse people who are different, that’s the situation you need to focus on.

Children need to feel that they’re special and that high standards of behavior are expected of them.  The problem is caused by the idea that, therefore, they can scorn or torment other people who aren’t in their group or who are different.

Bullies will target any difference they can find.  It’s not the difference that causes bullying; it’s the bullies who find the difference.  Of course bullies will focus on race, religion, color, gender, sexual preference, etc.  But we all also know examples of mean girls and mean boys who bully people they decide are too tall or short, too skinny or fat, or who have different hair color or hair style, or different clothes, or who aren’t as fashionable or faddish.

Their bullying can range from verbal, emotional and cyber-bullying to physical violence.  They form cliques or gangs to harass, cut-out, put-down, torment and abuse their targets.  If responsible adults don’t intervene and stop the behavior, bullies will be emboldened to push every boundary and to take power.  Unfortunately, mean parents often encourage their kids; sharing their prejudices and hatreds or thinking that popularity is worth any price.  Also, bullying parents will protect and defend their bullying kids, like Lucius Malfoy protecting his rotten son, Draco, in the Harry Potter series.

I’ve consulted with principals, teachers and staff of both public and private schools, who won’t ignore, tolerate or support bullying.  And we have developed effective programs to stop bullying.  In addition, I’ve seen both public and private schools in which principals, teachers and staff look the other way or condone or even applaud harassment, bullying and abuse.  Some even think that building school spirit this way is worth sacrificing a few weaklings or sinners.

I’ve also coached families of children in both public and private schools to help them learn how to stop bullies and how to be skillful when dealing with reluctant, do-nothing principals.  The “reasons” for the bullying usually vary from situation to situation, but the tactics used by bullies are the similar across the board.

More than generalization to be discussed and disputed intellectually at a party, we’re hit home emotionally by what happens to our children.  If one school, whether public or private, doesn’t stop bullies and it’s your children’s school, that’s the one that counts in your life.

But there is one generalization that cuts across all lines; we can stop bullies before we’ve analyzed in detail the reasons why a particular kid or group of kids selects its target(s) and long before we can teach them to have increased empathy and tolerance.  The first step is always having clear, firm and immediate consequences for the perpetrators.

If we don’t stop bullying and abuse, we’ll continue the downward spiral of stress, anxiety, negativity and depression; of loss of self-confidence and self-esteem; and of increased suicides among targets who become victims because the responsible adults didn’t protect and defend them.

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.

Stop Abusive, Bullying Teachers

Which professions, in their teaching schools and in their on-the-job practices, foster or tolerate the worst and most flagrant forms of bullying?  I don’t know, but teaching is right up there with doctors and lawyers and others I may be overlooking. I see two kinds of principals running two very different kinds of public schools.

The smaller percent won’t tolerate bullying among the students, won’t tolerate bullying of the students by teachers and also won’t tolerate bullying of teachers by other teachers.  These principals and teachers are a pleasure to work with.  We can design policies and proactive programs to keep students and teachers safe and focused on teaching.  These people say, “We don’t tolerate bullying here.”

Unfortunately, the larger percent of principals and teachers tolerate or ignore bullying on the part of students and the faculty.  Even if they have anti-bullying policies, they don’t have effective programs and they won’t stand up to bullies – students or teachers.  They’re usually the schools at which principals and even counselors will look me in the eye and say, as if they believe it, “We have no bullying here,” – even though teachers and students know who the bullies are and where, when and how the bullying occurs, and they’ve complained publically about bullying, and even after there have been suicides.

By the way, not only public schools, but also colleges, universities and professional, post-graduate training schools (teacher training, medical schools, and law schools) are hotbeds of faculty harassing and bullying students, and faculty bullying other faculty.  Don’t believe me?  Check out the law suits and blogs.  Ask the teachers, doctors and lawyers you know personally.  Ask about arrogant, narcissistic, abusive control-freaks. How do teachers bully other teachers?

• Senior individuals, including principals, have power and control over junior teachers and will misuse that power for personal reasons, including sex.  One variant is, “Suck up to me or I’ll sabotage your career.”  Another is, “I’m powerful and I enjoy making you squirm.”  Or, “They did it to me and now I’ll do it to you.”  And, “It’s for your own good.  It’ll make you stronger.”
• Often, cliques of senior or even junior teachers try to run the show.  One variant is, “Join our clique and suck up to us or else.”  Another is, “Don’t change my perks or the status quo, and don’t threaten my job.  Don’t expose our failures or dirty laundry even though we’re not changing.  If you do, we’ll get you.”  Their favorite tactics are to ostracize the offender and to blame all the problems on him or her.  These vicious gangs will try to silence or remove offenders for nitpicky, trumped up reasons.

What can you do if you’re managing such an environment?

• In my experience, successful change starts from the top down.
• At a college, university or professional school, it takes a very powerful and very politically astute new administrator or new department head to change the environment.  The new person will have to weed through his staff slowly and carefully, replacing the worst bullies and narcissists for legal reasons and in legal ways.  He’ll have to have support because there will be widespread personal attacks and law suits.
• At a public school, change requires a new principal supported by the district administrators and school boards.  The new principal will have to be a master at enrolling a core group of supportive teachers and the media, and maneuvering around the union.  Entrenched people, like infected splinters, are hard to reach and remove.  But persevering and savvy principals can set a new tone in their schools.

What can you do if you’re a target?

• Notice the signs.  If you’re ignored, blamed or attacked in public, especially in front of students, you’re being set-up to be the target of a public media campaign as a troublemaker who needs fired for the well-being of the school.  There’s no negotiating with these righteous predators and flying low won’t get them to back off.  You won’t get the union to back you.
• Hire a good lawyer who knows how to get the right publicity – not the school lawyer.  Being right won’t prevent a smear campaign, full of innuendos and lies, against you.  Learn what to document on your home computer.
• You’ll probably end up looking for a job in another state with one of the few district administrators who can see the truth and are willing to take a chance on a “potential troublemaker.”

It’s particularly sad when the people who are responsible to guard our children against bullying are bullies themselves.  We each have to fight our own private battle against abuse by people in power or those out of power who want to gain power and control.

Hire an expert coach and read the examples in “How to Stop Bullies in Their Tracks.”

Stop School Bullies: Use Laws, People, Programs

In their article in the New York Times, “There’s Only One Way to Stop a Bully,” Susan Engel and Marlene Sandstrom focus on the educational aspects of programs designed to stop school bullying.  Let’s look at the whole picture and especially at the piece that’s usually missing from ineffective school programs:

• Laws: Over 40 states have passed laws to specify school bullying behaviors and to make them illegal.  That’s a necessary step.  Good laws give legal leverage to principals, school district administrators and teachers who try to stop school bullies.  Good laws can also force reluctant school principals to implement and enforce effective programs to protect the targets of bullies.
• Programs: Laws, by themselves, will not stop bullying.  Also, expensive, off-the-shell anti-bullying programs won’t stop bullies as long as the programs remain in their binders and are used merely as window dressing to show the appearance of compliance.  Furthermore, programs that are focused on rehabilitating or therapeutizing bullies are ineffective.  Since the only consequence for bullies in these programs is lengthy lectures, they have no reason to change their behavior and they victimize their targets more brutally.  Real bullies are adept at manipulating the system and do-gooders who run it.  Effective programs are designed for specific schools and school districts by participation between a consultant, principal and teachers that broaden to include staff, parents and students.

• Effective Programs: The motivating force behind these programs is proactive, responsible adults who don’t wait until a flagrant case is brought to them or they are surprised by a suicide.  Effective programs educate teachers and all staff to observe, intervene and report bullying situations.  These programs educate all staff, children and parents about behavior that’s acceptable, how that behavior will be rewarded and how to stop behavior that absolutely won’t be tolerated.

Effective programs have clear procedures and consequences at every step of the way.  Ineffective programs move much too slowly; they protect the rights of bullies to have a lengthy process of rehabilitation while they give bullies continued access to their targets.  Effective programs begin with protecting the victims; they move swiftly to remove bullies even if that interferes with the bully’s educational opportunities.  These programs begin the first day of school and are reinforced weekly.

• People: Everyone must be involved in backing an effective program.  Irresponsible adults pretend that they don’t know who the bullies are or where it occurs or they think that the Golden Rule will change the hearts of real bullies.  Responsible adults will have a strong commitment to making their environment safe.  The children must be taught what is expected of them and how to respond if they’re bullied or if they witness bullying.  Kids must also have a way of finding help with temporary urges to act like a bully.

A critical group is parents.  Principals need core groups of parents to support efforts to stop bullies, despite threats from bullying parents.  Also, parents can lead the efforts to communicate and to set the tone of acceptable behavior with other parents.  Vigilance and involvement are necessary to maintain the standards.

• How to recognize real bullies.  If you think of all students as fitting on some version of a Bell curve, you’ll see that some kids won’t ever bully while most are in the middle group – they’ll accept the prevailing tone and behave in ways that are praised or tolerated.  That’s where education and a tone of no-bullying can influence their behavior.

But no matter how much they are indoctrinated, they’ll try bullying when they’re having a bad day or a bad year in their personal lives.  If they’re not stopped, they’ll be encouraged to continue and they’ll even act worse.  If cliques get formed to pick on scapegoats, these middle-ground kids will be tempted to join or at least to look the other way.  If the individuals in the cliques are stopped and punished, kids in that middle group will tend to remove themselves from the cliques and to fit into the prevailing tone of civilized behavior.

None of the kids in those two groups are what I call real bullies.  Real bullies are at the end of the curve.  They come into school with bullying as their main tactic to get what they want and to assert themselves.  They are predators who won’t change because of lectures and indoctrination.  They must be stopped or they’ll set the tone of acceptable behavior and draw other kids into bullying and abuse.

• The missing and critical elements: Stop bullies; remove them; deal with their bullying parents.  The “one way” Engel and Sandstrom focus on, like most experts in this field, is to educate bullies and encourage other students to befriend and involve the bullies in inclusive activities.  They stress expressions like “be good to one another,” “be kind,” “cooperate,” “relationship,” “friendship” and “bullies require our help more than punishment.  These are important for everyone to hear and they can set the tone for the kids in the first two groups but they’re not enough to stop real-world bullies.

The missing elements that are critical to stop predators are swift and firm responses of adults to remove and isolate bullies, and to let parents of bullies know what is going on and what behavior will not be tolerated.  Principals, teachers and staff set the tone by their actions, not their words.  They show what behavior will be accepted and what won’t.  Too often, principals won’t be straight forward, clear and firm with the parents of bullies.  Too often, principals take the path of least resistance because they’re afraid of bullying parents who threaten law suits.

Good programs also teach children how to “defend” and “stand up” for each other.  Good programs make children feel safe in becoming active witnesses instead of remaining passive bystanders or reluctant collaborators.

Stopping bullies is the first and necessary step to gain leverage to teach bullies that their old tactics won’t get them what they want.  It’s more important than knowing if bullies are seeking love or power, or have low self-esteem, or simply don’t know better.  When bullies discover that their old tactics no longer work, they’re more willing to learn new tactics to make their way in the world.

Real bullies are very strategic in their behavior; they harass, bully and abuse kids who the other kids won’t protect.  Or, like little scientists, they’ll bully a kid once and keep score of that kid’s response.  If the targeted kid is ineffective in stopping a bully, bullies will take that as an invitation to do whatever they want with impunity.  They’ll continue to increase the frequency and severity of the abuse until they’re stopped.

All kids know whether the adults will protect them or if they’re on their own in a jungle in which power, not right, rules.  Just as all students know who the bullies are and what areas of school are unsafe, examples of the consequences meted out to bullies will spread instantly.