To move up, be willing to take risks, responsibilities

If you think your company keeps you from advancing appropriately, you’re not alone.  But even if your organization’s leadership isn’t clear or doesn’t play fair, the responsibility for rising is yours. For example, at a particular company many managers often complained about the reasons their company hadn’t encouraged their promotion to leadership positions.

To read the rest of this article from the Business Journal of Jacksonville, see: To move up, be willing to take risks, responsibilities http://www.bizjournals.com/jacksonville/stories/2005/12/26/smallb2.html

But all their explanations revolved around their fear and hesitancy.  They blamed eternal circumstances, they were waiting for someone else to make their paths simple and easy, and they took no individual responsibility.

But external conditions are not the problem.  Conditions may be difficult or easy, but the problem is always in the individual.

One of the managers, Dave, had an epiphany: He was the problem.  His boss had said the same thing during their mentoring sessions.  His boss had said that Dave had passed the first test – he was competent and the boss could trust his numbers.

Next, his boss wanted to know if Dave had enough ambition and courage to take the initiative for his next steps; to speak up professionally at meetings, to risk being corrected and to learn in public.

There was no clear and specific list of stepping-stones for promotion, like there was when Dave was learning technical skills and was told exactly what would be on each test and how the test would be given.

This was the real world.  Tests were frequent and came without warning.  People didn’t play fair and there were winners and losers.

Also, Dave would have to deal with the way things are, not how he wants them to be.  For example, if Dave had hurt feelings in a hostile interaction with his boss, Dave would have to rebuild the bridge between them.  His boss wouldn’t approach him to make Dave feel better.

His boss could help him, but the ultimate responsibility for success would lie with Dave.  Was he willing to struggle and learn to play the game?

The fact is that path to advancement is never risk-free.  You will get your wrists slapped in public.  But if you never take those risks, you won’t advance.

As Wayne Gretzky said, “You miss 100 percent of the shots you don’t take.”  In order to advance, Dave would have to impose his ambition and will on himself in order to overcome his fear and hesitancy.

What happened to Dave?  You may be expecting me to say that Dave’s real name is Sam Walton or Bill Gates.

No, Dave is simply Dave.  But he succeeded in his first steps.  He’s ambitious: he got help and took the responsibility and risk, and he has been promoted.

Often, people need coaching to help them overcome their hesitancy and self-bullying, and to build the strength, courage, determination and skill needed to take the right risks in a way that increases their chances of success.  To get the help you need, call Ben at 1-877-828-5543.

Stop Bullies: Get Evidence

What can you do if:

• Teachers, principals and school therapists are the bullies but they won’t admit it?
• Teachers, principals and school therapists minimize school bullying or won’t believe that your child is being bullied?
• Bosses won’t stop bullies in the workplace?
• The police won’t stop bullies at home?

The first step is always to document – that’s called “getting compelling evidence.”

But how?  Modern technology puts getting evidence in the hands of everyone.

For example, as reported by the Huffington Post, “Stuart Chaifetz sent his 10-year-old son to New Jersey's Horace Mann Elementary School wearing a hidden audio recorder.  The move came in reaction to accusations from the school that his son Akian was having ‘violent outbursts,’ including hitting his teacher and teacher's aide -- claims that Chaifetz claims are against his son's "sweet and non-violent" nature.  Akian, who has Autism, returned with a tape containing hours of apparent verbal and emotional abuse from his classroom aide and teacher -- whom Chaifetz identifies as "Jodi" and "Kelly" -- a recording which his father later published on YouTube.”

“As the tape continues, the teacher and teacher's aide's behavior turns from inappropriate to cruel.”

Also, “This was the case for parents of a special needs student at Miami Trace Middle School in Ohio, who sent their daughter to school with a hidden tape recorder last fall after the girl repeatedly complained about teacher bullying.  The revelation was shocking: the educators on the recording called the child lazy and dumb, and forced her to run on a treadmill with increasing speed.”

In those cases, the teachers were bullying the students.  But the same method would be effective for gathering evidence about other kids who are bullies and for stopping bullies at work and at home.

It’s hard to ignore that kind of evidence, even for do-nothing principals who want to look the other way, who won’t stop bullying.  Those negative, do-nothing principals are usually a major factor in suicides of victimized kids.

Those teachers and principals will need to be forced before they’ll do anything.  You won’t make things better for your child by being a peacemaker.  Begging, bribery, endless praise, appeasement, endless ‘second chances,’ unconditional love and the Golden Rule usually encourage more harassment, bullying and abuse.  These incompetents may initiate processes but they won’t do the difficult work of getting results.  They won’t stop emotional bullies or physical bullying.

The take-home message is always to give the responsible authorities a chance, but if they don't do their jobs to stop a pattern of school bullying, solve the problem yourself.  Don't be a victim waiting forever for other people to protect you.  Use your own power.  Say “That’s enough!”  Say “No!” Stopping bullies is more important than never using violence.

I’m not a lawyer.  Check your state laws about what you’re allowed to do to get evidence in secret and what’s illegal.

The steps are:

1. Get evidence.
2. Get a lawyer.
3. Get publicity.
4. Get a law suit started.

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

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

Stop School Bullies: Fighting Back Can Have Four Rewards

A nine-year-old, third grade student from Colorado Springs was recently suspended for fighting back against another student who had bullied him repeatedly  The target had complained to school authorities, but they had not protected him. Both boys were suspended for fighting.  The school defended its actions: "If a student is involved in a physical altercation on school property, they are automatically suspended. District 11 schools employ many anti-bullying teaching techniques … and none of these methods include violence or retaliation," the school said in a statement to KDVR.

What should you tell your child:

• If he's in elementary school and is being bullied and the responsible teachers and principal do not stop bullying?
• How should he stop school bullies?
• Is the punishment fair?

The school officials are saying that even though they can't stop school bullying, even though they don’t stop negativity, harassment, abuse or physical, mental or emotional violence, even though there’s a pattern of bullying, the targets are not allowed to defend themselves by fighting back.  According to the school officials, not using violence, even if it makes you helpless, is a more important value than protecting yourself.  Being a victim is not as bad to them as fighting back.  Process counts more than results.

Maybe the school principal should be suspended for not doing his job.

The school officials are saying that process and techniques are a more important value than getting results, even if they create victims because their techniques don't protect the targets.

I disagree.

Protecting targets is more important than clinging to their ineffective techniques.  In desperation, and unlike parents who sabotage their children by preaching non-violence, the target's parents had told their son that since the school officials weren't protecting him, he should fight back.

I go further.  I've told our elementary school-aged grandchildren - in secret so their parents don't know:

• Try everything peaceful you can think of to stop bullying – be nice and friendly, ignore it, ask the bully to stop, tell the bully he'd better stop.
• If those techniques don't work, learn to use verbal come-backs and put-downs.
• If those techniques don't stop the bully, tell your favorite teacher and the principal.  Get your parents involved.  They'll talk with the principal and teachers.
• If they don’t stop the bullying, use your own power, beat up the bully.  And I want them to learn how to really hurt the other kid, swiftly and effectively.
• Of course, they'll suspend you because teachers and principals who don't protect kids are do-nothing jerks and jerks do jerky things and they don’t wan to risk making a wise judgment about who the bully is. When you get suspended, act contrite.  Say you're sorry, promise you won't fight again.  When no one is looking, wink at the bully to let him know that you'll beat him up again, if necessary.

If you follow this plan, you'll get at least four wonderful things:

1. The bully will leave you alone.
2. You'll respect yourself and feel like you can succeed in the world.
3. Other kids will respect you.
4. While you're on suspension, I'll take you to Disney World for a big celebration.  After all, winners of  Super Bowls get to go; why not winners on the playground?

I also tell them that there are some caveats to my advice:

• If the bully is much bigger than you or if there is a gang of kids, we'll devise a different plan
• When you're old enough (maybe high school) that kids are carrying weapons, we'll devise a different plan.

But the take-home message is always to give the responsible authorities a chance, but if they don't do their jobs, solve the problem yourself.  Don't be a victim waiting forever for other people to protect you.  Use your own power.  Say “That’s enough!”  Say “No!”  Stopping bullies is more important than never using violence.

For some examples, see 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.

To Stop Workplace Bullying, Don't Turn the Other Cheek

Many of us have been taught to ignore putdowns.  It’s considered morally superior to rise above them. That’s a big mistake.  Respond quickly when someone attacks you.

For example, Sybil continually put down her peer, Henry, in private and public.  Each demeaning comment might have been mere insensitivity.  But taken together they represented a hostile pattern.

To read the rest of this article from the Philadelphia Business Journal, see: When insulted by a co-worker, don’t turn the other cheek http://www.bizjournals.com/philadelphia/stories/2008/08/11/smallb3.html

Sybil harassed and abused Henry in meetings, in front of the bosses and in the hallways.  Henry tried to defend himself against her negativity with facts, logic and excuses. But he never mentioned the obvious hostility in her attacks.  His arguments didn’t stop her. He felt defeated and gave into despair.

Their coworkers called Sybil “The Queen of Mean” and tiptoed around her because they were afraid of her retaliation.  With her vicious tongue, she controlled the office.

Henry obsessed on her demeaning comments.  He continually complained to co-workers, family and friends.  Then, he’d be angry at himself for getting enraged.  He wished he could let Sybil’s cracks roll off his back.  He didn’t know how to make her stop bullying.

I convinced Henry he was taking the wrong approach.  He shouldn’t ignore Sybil’s assaults.  By allowing her to continue whacking him verbally, his confidence, self-esteem and credibility were undermined.  His staff saw him as likeable but weak.

Henry had some common, self-imposed rules that keep him from acting:

• “It’s just the way she is.  I should forgive her.  Since I can’t change her, I can’t do anything.”
• “The nicest, most reasonable people should tolerate bad behavior, rather than ask the most difficult, hostile person to change.”
• “If I’m nice and reasonable, people will respect me and change.”
• “If I’m angry, if I can’t think of the perfect, polite way of acting, I shouldn’t do anything.”

Henry believed in the Golden Rule.  His psychological explanations for Sybil’s narcissistic behavior also kept him from acting.  He decided she was simply jealous of him and thought he should forgive her.

I disagree: Just because someone was a victim when they were young or feels hurt now, doesn’t give them a free pass to hurt other people.

The first changes Henry made were internal:

• When he stopped taking the attacks personally, he stopped obsessing and began planning effective responses.
• He acknowledged that he should have responded rapidly to Sybil’s initial attacks. The more he allowed them to pass by unchallenged, the more bold she became.
• He committed to protecting himself.  He’d had enough and it was time to say, “No!” And he promised himself that if his first tactics didn’t succeed, he wouldn’t go back on his commitment. He’d simply try different tactics.

So what did Henry do?  He tried an escalating set of responses, increasing in firmness at each new step.  When he got far enough up the staircase of firmness, Sybil finally showed him what was enough.  She stopped.  The rest of their team now saw Henry as strong and smart.  Their respect for him increased

Don’t be a Henry and ignore insults outwardly, while they tear you up inside.  Don’t be a conflict avoidant manager. Immediately, counter any attacks from the Sybils in your life.  Use Henry’s method of escalating firmness to stop bullies.

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.

Best Methods to Stop Bullying in Schools

The principal and teachers at Sheila’s school were proud of their efforts to stop bullies.  They had a team, including a psychologist, to deal fairly with students accused of bullying. They were certain that:

1. Students became bullies because they’d been bullied at home.
2. Bullies had low self-esteem and weren’t aware of other ways of making friends.
3. Bullying was in retaliation for bad treatment and that if provocation decreased, so would bullying.
4. If other students stopped hurting the feelings of bullies, bullying would eventually stop.
5. Since bullying was not the fault of one person, negotiation and mediation, would eventually stop bullying.
6. The best way to stop bullying was through forgiveness, sympathy, compassion, understanding, education and compromise.

These educators were not going to let those poor, damaged kids who’d turned to bullying be harassed, taunted or abused, verbally or emotionally, or through unjust accusations.

What’s wrong with this picture?

For example, when Sheila finally had enough and complained that a clique of mean girls made disparaging remarks about her weight, hair, pimples and un-cool clothes, her teacher asked for proof.  Sheila could only offer her word against the girls who denied being mean to her.

Since there was no proof, and the accused clique was composed of popular girls, Sheila’s teacher told her that she didn’t believe those girls would act so mean and Sheila better watch her false accusations.  The teacher said that Sheila was probably jealous and maybe she should dress better, lose weight, make friends and avoid antagonizing the popular girls.

Sheila’s mother met with the teacher, principal and school psychologist.  They assured her that there was no evidence for Sheila’s accusations.  Then they asked many questions about Sheila’s home life and psychological state.  Maybe Sheila was going through something difficult at home.  Or maybe she was simply jealous and suffering from some teenage turmoil because she didn’t fit in.

They suggested that Sheila try to make friends with the popular girls – be nice to them, ask them what upset them and try to change that, give them friendship offerings, open her heart to them or turn the other cheek if she was misunderstanding what they said to her.  Maybe Sheila was simply too sensitive to the way high school girls naturally were.

They told accused clique of girls that Sheila had complained about them and encouraged them to be nice to her, despite her complaint.

Having been forewarned and directed at Sheila, but having no consequences to make them stop bullying, the accused girls escalated their attacks and got sneakier.  Sheila was subjected to daily barrages of hostility, venom and meanness.  When nothing happened to the clique, they got bolder and eventually beat Sheila up in the bathroom.

Unfortunately for them, a teacher happened to be in one of the stalls and heard the whole scene.

The school officials now initiated their program to stop bullies.

• They investigated to find out what Sheila had done to provoke the attack.
• They told Sheila’s parents to trust them.  They were working on the problem, but because of confidentiality issues, they couldn’t share what they were doing.
• They encouraged Sheila’s parents not to talk with the parents of the clique girls.
• They encouraged Sheila’s parents not to go to the media or to a lawyer.
• They assured Sheila’s parents that the quieter the issue was kept, the more likely there would be a rapid resolution to the situation.

The principal and therapist had Sheila meet with the girls to mediate the situation by themselves.  They told the girls that they thought the students could solve the hostility on their own and that Sheila was willing to compromise with them.

At that meeting, the girls pinched Sheila, punched her, pulled her hair and threatened her with worse after school.  Then they told the principal and therapist that they’d apologized and promised not to do anything if Sheila would treat them nicer, but that Sheila had called them names, insulted them and refused to compromise.

Over the next six months, the attacks on Sheila increased, and the principal and his staff kept trying to educate the bullies.  Subjected to repeated teasing, taunting, harassment and physical abuse during this time, Sheila’s inner demons emerged, she gained more weight, became morose and depressed, and often had suicidal thoughts.  Her confidence, self-esteem and grades plummeted.  She even went through a period of guilt, thinking that the way the girls treated her was, indeed, her fault.

It took a lot to overcome her sense of despair and defeat, activate her fighting spirit and help her recover a sense of purpose, determination and hope.

By the way, the truth of Sheila’s accusations was later verified because one of her narcissistic persecutors had proudly used her phone to record most of the attacks.

There were many early warning signs that could have alerted Sheila’s parents that school officials would do nothing to stop the bullying. There were:

• No school-wide program including parents to stop bullies.
• No training for teachers, administrators and other personnel (janitors and bus drivers) to recognize the early warning signs of overt, covert, verbal, emotional, physical and cyberbullying.
• No effort to monitor areas of the school where most bullying occurs.
• No proactive effort on the principal or teacher’s parts to look for bullying.
• No effort to gather proof before it dropped unexpectedly into their laps.
• No effort to keep Sheila’s complaint confidential.

I could say a lot about specific steps that the principal, teachers and therapist could and should have taken to protect Sheila.  But they were the kind of do-nothing administrators who eventually make the headlines.

However, for this article let’s focus on the assumptions these educators had that assured that they wouldn’t consider protecting Sheila effectively.

1. There are the ones listed at the beginning of this article.
2. These supposedly responsible authorities cared more about understanding, educating and forgiving the bullies than about protecting their target or about creating a safe environment at their school.
3. They thought that the feelings and confidentiality of the bullies were more important than Sheila’s pain.
4. They were willing to sacrifice Sheila for the sake of education and therapy on the bullies.

Almost every student at the school knew what was happening and recognized the accepted culture of bullying.  That’s why there were no witnesses; the students knew better than to risk their necks when they wouldn’t be protected by the adults.

As is usually the case, in a school in which bullies are not stopped, Sheila’s treatment was not an isolated case.  When Sheila’s parents made her situation public, many other parents came forward with reports of how their children had been bullied by other students and how the administrators had not protected them.  Even after many other cases surfaced, the principal and his staff maintained the same approach.

Only the results of extensive media publicity, a court case and the intervention of a district administrator changed the situation.  Actually, more publicity resulted in a faster resolution of the situation.

Obviously, I don’t think that education, compassion and therapy are the best methods of stopping bullying.  The best method is to stop the behavior:

1. Create an atmosphere in which bullying is not tolerated.
2. Remove bullies.
3. Protect targets; don’t convert them into victims.
4. Encourage witness to come forward, not to become bystanders.

Then we’ll see which bullies respond to education, compassion and therapy.

I won’t sacrifice the targets for the sake 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.

Don't ignore new hires after they start work

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Who Should Stop School Bullies on the Bus?

James Jones, the Florida father who boarded a school bus to protect his 13 year-old daughter from school bullies, has been raked through the media for his over-reaction.  He’s apologized profusely that he threatened the bullies and the bus driver who hadn’t stopped the bullying. The episode was captured by the bus surveillance camera.  No doubt about what he did.  The case will wind its way through the courts.  No doubt he should have been more active in contacting the school instead of boarding the bus.  He admits it.

But I think the discussion has focused on the wrong aspect of the situation; on his over-reaction.

The more important aspect is whether there was indeed bullying and, if there was,

• How come the school principal was unaware?
• How come the driver didn’t report it?
• How come the videotapes weren’t scoured to see if there was evidence for the alleged bullying?
• How come the principal didn’t talk to kids on the school bus about acceptable behavior at the beginning of the year?
• How come none of the witnesses were willing to come forward, knowing that the principal and teachers would protect them?

A possible answer to these questions might be that there was never any bad behavior on the school bus.  But that would be surprising.  What was your experience on the school bus?  Ask your friends.

Jones, of Lake Mary, Florida, and his wife claim that their daughter, who has cerebral palsy, had been called names and pushed around.  They also claim that they had complained to Seminole County school administrators in the past, but nothing had been done to help their daughter.  Jones told deputies that boys placed an open condom on his daughter's head, smacked her on the back of her head, twisted her ear and shouted rude comments at her.

The response of the school administrators is the usual, “We didn’t know; they never contacted us.”  They focused on Mr. Jones’s over-reaction instead of on the alleged bullying on the bus.  “Changing the focus” is a typical tactic of bullies and people trying to gloss over their failure to respond effectively.

We don’t know the facts.  School bus tapes haven’t been scanned.  Complaints to the school officials by the Joneses haven’t been documented. However, I’m suggesting that in too many cases, school administrators are not proactive in creating an environment in which:

• Every kid knows that bullying is wrong and won’t be tolerated.
• Adults are monitoring areas in which most bullying occurs.
• Every child (every potential witness) knows what to do and that their reports will be confidential and they’ll be protected.

The huge outcry in support of Mr. Jones demonstrates the lurking fear that all parents have: principals, teachers and staff too often look the other way and don’t actively protect our children.  There’s the lurking fear that our child will be the next bullying-caused suicide.  We empathize with Mr. Jones’ frustration and anger.

I’d be more likely to believe the school principal if he or she stood next to Mr. Jones on nationwide television and said things like, “Yes, Mr. Jones over-reacted, but we won’t tolerate bullying anywhere at school, we’re reviewing tapes to see if there was bullying, we’re questioning the driver, we’re instituting a strong program to educate all teachers, staff and kids that we won’t tolerate bullying.  We’ll get the facts in this specific case.”

I disagree with the supposed experts who say that parents shouldn’t intervene, even if the targeted children can’t protect themselves, for example, because the number of bullies is overwhelming or because the child has cerebral palsy and can’t protect herself, like Mr. Jones’ daughter.

I think we simply have to know how to intervene more skillfully so that, when necessary, we know how to force inactive, lazy or reluctant principals to act.  For example, if the Joneses had been more skillful in documenting their complaints to the school, if they really did, there would be a clear paper trail of every interaction with the school administrators, including administrators’ signatures on minutes of every conversation and the Joneses would have copies.  Individualized coaching is crucial to developing this skill.

More important than psychologists’ claims that “when [parents] jump in and [intervene], it helps the kids actually feel worse because they feel less control, they feel like they can't handle themselves and they feel defenseless without the bodyguard there,” is that when children actually are overwhelmed or helpless, they know that they’re protected by responsible adults.  They can learn to protect themselves better as they grow more independent.

Mr. Jones’ daughter was helpless to defend herself.  The stress, anxiety and fear are greater because she wasn’t protected. Let’s focus on the real problem; bullying on the bus, near the lockers, on the playgrounds, in the bathrooms, in the hallways, in the cafeteria and everywhere else bullies feel safe to attack their targets.

You can see or listen to “How to Stop Bullies in Their Tracks” and “Parenting Bully-Proof Kids” for many examples of how to stop bullies.

Stop School-Bullying Suicides Caused by Do-Nothing Principals

Principals didn’t stop school bullies and now there are more school bullying-caused suicides.  In all of the cases I’ll describe, there were differences in the bullies’ methods of harassing and abusing their targets.  But what was the same was that the parents complained and the responsible school teachers and principals didn’t protect the children in their care.  Also the same was the principals’ or school district administrators’ defense: “We didn’t know.” To me, especially after the parents of the targets complained, that’s an admission of incompetence, delinquency and neglect.  The other kids at school knew who bullies were and where, when and how it occurred; why don’t the college-educated, supposedly intelligent and responsible adults know?

I know that the first culprits are the bullies themselves and their parents.  But I want to shine two lights: I know that the first culprits are the bullies themselves and their parents.  But I want to shine two lights:

• First, on the responsible, but do-nothing adults in the schools – the principals, assistant principals, teachers, counselors, district administrators and school board members.
• Second, on the skills parents need learn in order to force inactive, conflict-avoidant, lazy, cowardly or uncaring principals to protect their children.

Notice the similarities in all these cases:

• In Texas, a straight “A” eighth-grader, Asher Brown, took his life 18 months after his parents claim to have reported on-going bullying by four other students.  Despite the evidence of repeated conversations offered by the parents, the school district spokeswomen, Kelli Durham, whose husband, Alan Durham, is assistant principal, claims that they never knew and never had evidence.  Nothing was done to stop the bullies or remove them.

However, numerous comments from other parents and students on the web site of KRIV-TV Channel 26, which also reported a story about Brown's death, stated that the boy had been bullied by classmates for several years and claimed Cy-Fair ISD in Texas does nothing to stop such harassment.

• A 13-year old, Texas eighth grader, Jon Carmichael, took his own life because of repeated bullying.  Teachers and students in the school district had already undergone anti-bullying training after a similar suicide last year.  Nevertheless, nothing was done about this case of repeated abuse.  One of the admitted bullies, Chris Montelongo, said, "I can guarantee you it was most of the school who messed with Jon."  But none of the responsible adults noticed and intervened.

• An 11-year old Oklahoma boy, Ty Smalley, committed suicide after being bullied repeatedly for about two years.  Despite the parents contact with the school, teachers, counselors and the principal never saw anything and never stopped the bullying.  The parents were told things like, “Boys will be boys” and “It would be looked into.”  According to Ty’s father, Kirk, the school never documented any of these conversations so they can now claim that they never knew.

The event that precipitated Ty’s suicide was when he finally retaliated against the bully he was suspended for three days while the bully, previously identified to the teachers, was suspended for only one day.

• An eight-year old in a Texas Elementary school tried to commit suicide, but survived his leap off the balcony of a school building.  He had been repeatedly harassed but school officials had done nothing.  His mother said that teachers kept telling her they'd “handle it” when she complained about the bullying over the past seven months.  The last straw for the 8-year-old was when he was told to leave his classroom after two other boys pulled down his pants in front of the class.

The principal, Linda Bellard, said teachers never informed her of the harassment until the boy's suicide attempt, although the child's mother had visited the school seven times since September to complain about the problem.

Each of these cases will wind their way through courts, settlements will be reached in some, some school administrators will get off because there aren’t specific enough laws that require them to act and we’ll probably never know the whole truth because we weren’t there.

As a parent whose responsibility is to ensure the physical safety, and the mental, emotional and spiritual well-being of your child, you need to know how to get appropriate action from principals and teachers who will resist acting strongly and swiftly to stop bullies.  Your child’s self-confidence, self-esteem and life depend on your skill.

• Complain to teachers, counselors and principals.  But it’s never enough to complain or even to keep a record of your visit and conversation.
• Give the responsible adults one chance.  Do they remove the bully?  Do they continue to monitor the bully and his or her friends for further retaliation?  Or do they remove your child?  Do they excuse the bully’s behavior as, “Kids will be kids?”  Do they say that the bully has a right to be educated in classes of his or her choice?
• Use “The Lucius Malfoy” test.  Is your child’s principal standing up to the bullying parents of the school bully?  Or will he or she cower in front of bullying parents who say their child does no wrong or who threaten to sue the school if anything happens to their little darling?
• If your principal fails theses test you must bring pressure to bear - immediately.  Remember that principals fear three things more than anything else: loss of job, publicity and law suits.
• Get a lawyer and media publicity.  Learn what constitutes evidence and documentation.  Record all communication.  Communicate in writing and have proof that school officials received the letters you write.
• Bullying is rarely an isolated event.  Unite with other parents whose children are bullied.  Get witnesses who will put their evidence in writing.
• Have support for the long-haul.  Find people who’ll keep your spirits up through repeated set-backs.  Find experts to help you plan tactics at each step of the way.

Have great appreciation for principals who simply won’t tolerate bullying – who will have strong, proactive programs to train their staff and who will act swiftly and firmly in response to complaints.  Training is never enough: strong and courageous people are required to make these programs effective. Have realistic expectations; don’t assume that principals, teachers, counselors and district administrators will be active in stopping bullies.  Expect bullies’ parents to thwart your efforts.  Expect most uninvolved people to look away.  If nothing bad happens to bullies, expect other kids to pile on.

You’re on your own.  Many children will give up if they’re not protected by adults; make sure that you know how to protect yours.  Be the skillful advocate of your child’s safety and well-being.

Stop Bullies: Mothers Get Put-Downs, No Respect

Verbal harassment, bullying and abuse; put-downs, lack of respect and cutting out can destroy confidence and self-esteem.  Disparaging and demeaning remarks; ostracism, backed by righteous, sneering, superior judgments can be devastating to children.  But they’re no less severe when done by adults to adults. A Mother’s Day article in the Wall Street Journal by Amy Henry, “What Cards Never Say on Mother’s Day,” complained about the lack of respect that dedicated, full-time mothers often get from other women, “even after four decades of feminism.”  The article had some suggestions for dedicated mothers who still struggle to get respect from working women.

While the article was accurate in pointing out the problem, I think it totally missed the solution. Bullies have used the put-down tactic forever.  Remember all that cutting out with nasty, sarcastic comments, especially through junior and senior high school?  Girls master this technique and boys wield it effectively also.  If you’re not in the “right” group you’re scorned and shunned relentlessly.  Even current celebrities like Miley Cyrus, Demi Lovato and Taylor Lautner talk about being the targets of this type of bullying in their school days.

Of course putting-down and cutting out rotten.  But it’s not only kids who do it.  As Amy Harris points out, working mothers often give no respect to women who stay home to be full-time mothers of their children.

Don’t waste time analyzing why people put-down others.  That path won’t get you anywhere.  Don’t waste time wanting laws to prevent people from putting down others.  A legal solution also won’t get you anywhere except in the case of public statements about people in certain protected categories.

The real solution lies in you.  When other people don’t respect you, look at the source and the possible consequences.  Don’t take it personally, but also don’t let it go by without saying or doing something in return.

So, what can you do?  First, you have to be strong in your own judgment of the path you’ve chosen.  Being a full-time mother is a wonderful path.  Work is necessary, but for most of us raising children is our most important and fulfilling task.  I hope your children will grow up wise enough to appreciate your dedicated mothering when they’re adults.  Not because you made a great “sacrifice” but because you made a wonderful, life-affirming choice and the children you love could reap the benefits.

Instead of taking other people’s judgments personally, go through the world testing other people to see if they rise enough in your estimation for you to keep them on your island.  I hope you find wanting anyone who puts you down for choosing to be a full-time mother.  Their choice to put-down mothers shows their lack of good sense.  Don’t allow the judgment of people without good sense to be important to your confidence or self-esteem.  Don’t let their judgment cause you self-doubt or negative self-talk.  And don’t let them stay in your life.  Instead, surround yourself with people who champion mothers.

I also said that you shouldn’t let their put-downs pass.  Stopping bullies begins when you understand that real-world bullies don’t take your politeness or minimizing or ignoring them as a sign that you’re morally superior or inviting their friendship.  Relentless bullies aren’t stopped by minimizing, ignoring, begging, bribing or appeasement.  Dedicated bullies take the Golden Rule as a sign that you’re weak and also as an invitation to prey on you more.  Doing nothing when you’re the target of relentless bullies is like holding up a sign saying that you’re a victim.

Almost every woman I’ve ever talked to who was taught by a well-meaning mother that she should feel sorry for the inner emptiness, low self-esteem and inner pain of the nasty girls who hurt them that she should ignore and rise above the catty remarks and hatred, now regrets their passivity.  They feel keenly their lack of empowerment and bear the scars of their supposedly virtuous martyrdom.  They wish that their mothers had trained them to fight back skillfully; verbally or physically.

There are many tactics you might try in response to put-downs; depending on you, them and the situation.  Some mothers form their own cliques of supportive mothers.  Others write responses on cue-cards and memorize them for delivery at the right moment.  Some responses are sarcastic put-downs directed toward the women who don’t appreciate mothers or who aren’t satisfied and even joyous with the opportunity to raise children.  Others merely comment on lives wasted at work.  Others use pity: “I’m so sorry that you’re the kind of person who’s not fulfilled and doesn’t set a better example for your daughter (or son).”

I want to recognize an important truth that we often overlook.  We know that we’re doing the right thing successfully when some people (“jerks) don’t like us and scorn our work and its value.  People who put-down full-time mothers fall into that category.  Don’t care what they think; don’t desire their respect.  Instead, get them off your island and let them know it.

Case Study: Dealing with a righteous, angry, bullying friend

Dana thought her new friend Tracy had a strong personality.  Tracy always knew what was right and knew how she deserved to be treated.  She could always justify why her standards were the right ones.  If anyone didn’t live up to Tracy’s rules and logic, she let them have it. She was even right when she told off Dana’s next door neighbor.  But Dana had to live with the consequences of Tracy’s tirade.

Do you know any quick-tongued people who are sure they’re right?  How do you deal with them?

Dana’s neighbor was having a pretty loud party the evening Tracy was visiting.  Dana would have let it go because the neighbor usually was quiet or she would have sweetly asked the neighbor to tone it down a little.  As part of their good relationship the neighbor would have apologized and made her guests quiet down.

But Tracy got livid at the noise and shifted into action.  She raced over to the neighbor with Dana following behind.  When the neighbor answered the door, Tracy lit into her.  The guests were looking on but that didn’t stop Tracy for a second.  She yelled that the neighbor was discourteous, arrogant, crude and trailer-trash.  When the neighbor reacted defensively and angrily, Tracy cut her off, called her a string of dirty names and said she was getting the police on her.

Tracy ran back to Dana’s house, called the police and complained loudly about the noise next door.  The police did come.

When Dana said that she thought that was overkill, Tracy got angry at her; no one was going to disrespect Tracy.  The neighbor was too loud and she had a lot of nerve to get angry when she was in the wrong.

When Tracy left, Dana was stuck.  She’d always had a nice relationship with the neighbor and she didn’t want to start a spite-fight with someone who lived next door.

So what would you do?

When Dana and I talked the next day, we began by separating the three people she had to deal with; the neighbor, Dana herself and Tracy.  We went through each one separately and then Dana took the action she’d decided upon.

That evening, she went to the neighbor’s house and apologized for Tracy.  The neighbor was furious and wouldn’t accept Dana’s apology.  She told Dana off and slammed the door in her face.

Dana waited and after about five minutes she knocked again.  The neighbor wouldn’t answer until Dana had knocked for what seemed like another five minutes.  Again Dana groveled.  She explained that she hadn’t known that Tracy had called the police, she would never have done that and she still wanted to be neighborly.  They’d always gotten along before and they could still talk to each other reasonably in the future.

Again the neighbor slammed the door.  But an hour later, the neighbor called and acknowledged that the party was a little loud.  She said she understood, but she never wanted to see Tracy again.  Dana was satisfied with that arrangement.  She and the neighbor actually got along better after that conversation and the neighbor didn’t have a loud party again.

The second person Dana had to look at was herself.  She was shocked and stunned when Tracy threw her fit.  Dana finally realized that she wasn’t a bad person for letting Tracy attack the neighbor; she didn’t have a character flaw.  She simply hadn’t trained herself.

When humans are surprised and shocked, we often revert to our childhood reactions or to one of the three primitive reactions we have – fight, flight or freeze.  Dana froze; she called it “brain freeze.”  Maybe Tracy reverted to “fight” mode.

Since Dana didn’t like brain freeze, all she had to do was to train herself to make a different response.  She had known that she’d wanted to stop Tracy.  Actually, she knew how Tracy was and that if she’d prepared herself, she wouldn’t have allowed Tracy to go to the neighbor’s house.  Or, she would have stopped Tracy in mid-tirade.

Now she had to make her boundaries clear and stand up to Tracy.

When Dana told Tracy how much trouble she’d caused with the neighbor, Tracy attacked Dana.  “I was right.  Your neighbor was way too loud.   I had a right to be angry.  Nobody’s going to bother me any more.  Someone needed to tell her off.”

When Dana told Tracy she didn’t want to deal angrily with a neighbor over one incident, especially when the woman had been a good neighbor for a long time, Tracy again attacked Dana.  “When I get angry I have to get it off my chest.  You’re trying to repress me and put me down.  I have a right to my feelings and I won’t be stifled.”

Dana she recognized that Tracy was bullying her.  Now, Dana was prepared.  She said, “You know, you seem to think that you’re entitled to throw a fit if you feel like it; if you feel righteous, right and justified.  Did you grow up getting your way when you threw fits?”

Tracy yelled that it was none of Dana’s business how she grew up.  “Anyway,” she spat out, “I feel better when I let people have it.  They deserve it.  And it helps me get what I want.  You’re just a coward if you don’t tell people off.  You’re asking them to take advantage of you.”

Dana repeated, “Usually, I don’t have the strong feelings you do.  And even when I do, I think of what will get me what I want, instead of just throwing a fit and spilling my guts.  I wanted to start off nice with the neighbor.  When I simply ask, she always takes care of things.”

Again, Dana challenged Tracy, “Is it more important for you to throw a fit than to get what you want?  I wanted to tone the party down and I wanted to keep a good relationship with my neighbor.  Whenever you feel right and righteous, do you beat people with your tongue or do you think of what else you might want?”

Tracy blew up again.  “I was right, your neighbor was wrong.  I can do whatever I feel like when people are treating me bad.  And if you don’t like it, I’m not your friend.”

After careful consideration, Dana decided that Tracy wasn’t interested in changing her reactions and that not being friends with her was a good idea.  She didn’t want to get drawn into fights because Tracy had the self-control of a child.  Rage, bullying and verbal abuse weren’t her usual style.

Coaching helped Dana clarify how she wanted to act and what she’d allow in her personal space.  Our talking and her learning from “How to Stop Bullies in Their Tracks” helped Dana maintain her boundaries with the neighbor and her former friend Tracy.  They also helped Dana stand up for herself against other bullies in her personal life and at work.

I hope this case study and the techniques Dana used will alert you to areas in which you’re not taking charge of your personal ecology.