Develop new leaders now or risk your company's future

Football teams plan ahead for injuries to their players but usually not for the departure of their head coach.  One result: teams often have trouble succeeding even with great replacements. Many companies set themselves up to fail because they aren’t developing replacements for their top leaders.  You can’t start cultivating senior leaders at the last moment, just like you can’t start cultivating a garden the day before you want to harvest.

To read the rest of this article from the East Bay Business Times, see: Develop new leaders now or risk your company’s future http://eastbay.bizjournals.com/eastbay/stories/2005/01/17/smallb5.html

RHR International, management psychologists who help leaders develop new leaders, surveyed more than 100 Fortune 500 companies and found that:

• In the next five years there will be a huge exodus of senior talent.  Half the companies anticipated losing half their senior staff.
• 57 Percent of companies have been developing high-potential talent for three years or less.
• 75 Percent have low confidence in their ability to meet their growth needs through internal leadership develop.

The cost of putting off leadership development is huge.  Instead of a thorough program to find and develop the best people, frantic attempts to fill voids will require accelerated searches at premium prices.  Hasty replacement of senior leaders usually means fielding a team that isn’t adequately prepared to work together.  High failure rates cascade problems into every area of the company.

Inadequate succession planning can damage any company, big or small.  But my experience is that the problems are magnified at small and mid-sized companies because there’s usually less room for error.

Typical excuses of procrastinating leaders are:

• Teenage Thinking: They’re invulnerable; don’t care about what happens after they move out; and are shortsighted - too busy and too cheap to spend money on tomorrow.
• The Ostrich Philosophy: I’ll deal with it more easily later or it’ll take care of itself.  But, just like putting off health care, most people will pay dearly when it’s too late for preventative medicine to be effective.

The most important factor in successful programs is the personal involvement of leaders.  Other crucial factors are:

1. Constantly scout for new talent.  Make your effort intentional and integral to your daily activities.  Find who sparked successful projects, rallied people and brought in fresh thinking. Ask other senior leaders, “How do we round them out and who’s going to work personally with whom?”
2. Follow selection of high potential candidates with a systematic, individualized program to help them learn crucial leadership qualities you’ve identified.
3. Act as a model, not merely a repository of information.  Technical skills, information and today’s correct answer are not enough to develop people capable of leading your enterprise.
4. Be present and clear.  Brief potential leaders up front what you want them to demonstrate.  During development, include them in the inner circle of your thought processes; teach them how to ask the right questions; give them immediate, timely, specific feedback.  Debrief formally.
5. Have pride in leaving a personal legacy.  Successful transitions are usually directed by leaders who want to be remembered for building a company that’s prepared to thrive without them, not for leaving their babies exposed to the elements. Plug-and-play, mobile CEOs usually don’t have the emotional investment required for intensive mentoring.

Spend a little now to build the next generation of senior leaders or you might lose the farm paying the bill later.

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.

Covert bullies like to manage timing of decisions

Some bullying bosses are overt.  They yell, micromanage, criticize relentlessly, make personal remarks, are never satisfied and never promote staff. Other bullies are more covert.

For example, Abby controls her team by making quick decisions and immediately shifting into action.  If you stop to deliberate, she’ll become exasperated and question your intelligence.  Because she’s in a hurry, few people get consulted in advance and things are always done her way. Once she’s made up her mind, she won’t change direction.

To read the rest of this article from the Philadelphia Business Journal, see: Covert bullies like to manage timing of decisions http://www.bizjournals.com/philadelphia/stories/2008/09/08/smallb3.html

Abby tries to control her managerial peers with rapid decisions.  Her arguments for speed can be very persuasive: No one wants to be thought of as “slow or stodgy.”

On the other hand, Alex moves with great deliberation and caution.  He’s just as controlling as Abby, but in the opposite way.  He wants to chew and digest all the details before he’ll decide.  If you want to move rapidly, he’ll become exasperated and question your intelligence and good judgment.  Because he controls the snail’s pace, few people even bother making input anymore.

If he doesn’t want to implement a plan, he’ll say he needs endless information and reflection.  Usually, his deliberations push so hard against deadlines that everyone has to work hectically at the last minute, including weekends.  He doesn’t mind because he’s still in control.

Alex tries to control his managerial peers by delaying decisions.  His arguments defending deliberation and caution can be very persuasive.  No one wants to be labeled “thoughtless or careless.”

People who are concerned with making good decisions will adjust their processes and timing to fit the situation.  Some decisions can be made with extensive input and deliberation, while others demand unilateral and rapid action.  Each style can be successful or have disastrous consequences, depending on the situation.

The rapid responses of many small businesses secured them productive niches while corporate goliaths deliberated.  Similarly, decisions made in the blink of an eye – based on accurate intuition, the hair standing up on the back of your neck or a wrenching in your gut – can save your life or business.  If you wait for proof, it will be too late.

But, of course, we don’t want someone building a bridge or an airplane based on snap decisions.

Be warned: Abby and Alex’s covert, controlling techniques are used just as much between couples in personal life and in family businesses.  However, the same mindset and methods that work to manage peers in corporate life can be effective in those more personal situations.

How you cope with bullies using these styles depends on whether you’re a peer, a supervisee or a supervisor – see complete article for details.

There are no formulas, but there are guidelines.

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.

Managers must be proactive to effectively handle smear campaigns

Suppose you’ve bitten the bullet and fired an employee for cause such as fraud, harassment or behavior inconsistent with your organization’s values.  And now your reputation is being tarnished because the employee and his friends are bad mouthing you.  They want to generate fear of and antagonism toward management. To read the rest of this article from Business First of Louisville, see: Managers must be proactive to effectively handle smear campaigns http://louisville.bizjournals.com/louisville/stories/2006/11/06/editorial4.html

Your overall goals are to resist the insidious smear campaign, maintain your reputation and establish the company’s support of its values and integrity, especially when dealing with sensitive personal information.  But, even though you have good evidence to justify firing the employee in question, you can’t reveal confidential, personal information in your defense and you want to minimize the risk of a defamation claim.

How can you get your side of the story across?

Here are some suggestions – see the complete article:

A great cue card for a conversation is: “We don’t discuss our employees’ personal issues with their co-workers because those issues are confidential.  I’m sure you wouldn’t want your personal issues discussed with others.”

“Unfortunately, sometimes, employees who have left the company or their supporters provide incorrect or incomplete information about their separations.  This starts rumors in the workplace and is very disruptive.  I’m glad that you came to me with your concerns.  I hope you understand that we need to take the ‘high road’ and continue to maintain these matters in confidence.”

Of course, some people will enjoy thinking the worst of you but most people will give you the benefit of the doubt if they’ve come to trust your integrity and judgment.  They’ll base their judgments on what you say and do day-to-day, before there’s a situation like an employee’s sudden dismissal to deal with.

If have a reputation for being open, honest and trustworthy, your employees will be more likely to accept that you acted with cause even if you can’t outline the specifics.

But if you’ve earned a reputation for being arbitrary and autocratic, employees will believe the worst – no matter what really happened.

Ultimately, you expect good employees to understand the need for confidentiality.

In addition to value statements containing general words such as trust, integrity, honesty and respect, specifically state company values as situational expectations of behavior. For example:

• We aren’t negative, don’t grumble, don’t feed the rumor mill, and don’t leave anonymous hate mail.  If we have an issue with someone or some decision that affects performance – not just a matter of personal taste or style – we go directly to the source and talk appropriately and professionally.
• If we don’t get what we want, then continued participation in negativity, the rumor mill and smear campaigns is participation in a one-sided attack on management, and will be evaluated as behavior below standards of team performance.

Sometimes, the smear campaigners, like terrorists, will attack you for stifling free speech.  Stand your ground.  We always put limits on what we say in public.  For example, free speech does not include shouting “fire” in a crowded theater, slander or promoting treason.

Legitimate leaders must take a strong stand to resist smear campaigns or they’ll create a power vacuum that will attract the most hostile and ruthless seekers of power.

Leaders Who Ignore the Human Element Will Fail

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Now his superiors say:

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

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

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

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

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

Can We Stop Bullies if We Have Sympathy for Everyone?

Of course, it’s easy to sympathize with most people.  If someone has been abused, bullied or worse as a child, our hearts go out to them in sorrow for their suffering.  Or we can see someone’s beautiful spirit, the spirit of God, in them and our hearts will go out to them with compassion and empathy. But if a friend, neighbor or co-worker comes to you full of hurt, anger and outrage, does that mean that someone else actually did something wrong to them?

Maybe or maybe not.

For example, Linda recently moved next-door to Carrie in their friendly, family-focused block. It was a cul-de-sac and all the families had kids approximately the same age.  They’d organized many activities, birthday parties and car pools in order to create a community feeling.

Carrie and Linda started becoming close friends.  One day, Linda came to Carrie crying and angry.  As Linda struggled to stop her tears, Carrie felt herself becoming angry on Linda’s behalf.  Who’d caused this much pain and suffering to her friend?

Linda explained that one of the other women had made cutting remarks about Linda’s husband not being as successful as many of the other husbands and that Linda’s children weren’t as athletic or smart as the others.  Carrie was furious.  How could that woman say such things and hurt Linda so much?  What kind of neighborly welcome was that?

In an act of sympathetic friendship, Carrie said she’d never liked the other woman, who was always pompous and inflating her husband and children.  Linda shouldn’t pay attention to what the other woman had said.  Linda should know all the other women liked her much more than the other woman.

None of that was true.  Carrie actually liked and admired the other woman.  She’d never been negative, insensitive, righteous or arrogant before.  She’d always gone out of her way to help everyone.  Actually, Carrie couldn’t imagine the other woman saying those things to Linda.  But, obviously Linda’s pain meant that she had, indeed, said those things.  And Carrie thought it was her responsibility to comfort Linda and make her feel better.

The tactic worked.  After Carrie’s statement, Linda seemed to feel much better.  She thanked Carrie and left.

Two days later, Carrie noticed that the other woman had snubbed her in public and was whispering with Linda and a few of the others behind Carrie’s back.  Linda seemed to be accepted as part of the group and Carrie was glad for her.  But she still felt the cold shoulder.  Over the next week, it got worse.  She felt defeated, being cut out by the other women.

Episodes like this were repeated, sometimes with Carrie as the target and sometimes with other women as targets.  Carrie realized that it was like being back in junior high or high school again.  There was the clique of “in girls,” now led by Linda, and a shifting group of “targets-of-the-day.”

Carrie later discovered that after she’d sympathized with Linda, Linda had gone to the other woman and told her what Carrie had said behind her back.  Of course, the woman had reacted and had started snubbing Carrie.

In this article, I won’t go into how Carrie learned what Linda had been doing to each of the women or how Carrie managed to combat it.  Carrie might have been Linda’s first target, but she was not a victim.

Linda’s narcissistic, sneaky, manipulative, back-stabbing behavior was her tactic for breaking in to a new group and taking control of it.  Linda was a Queen Bee.  She wanted to control the turf.  She wanted everyone to be either so worshipful or so afraid that they sucked up to her and did what she demanded.

If Carrie had let herself be ruled by her sympathy for a friend trying to break in to a new group, she’d have never been able to protect herself.  Instead, she did not accept defeat.  She took power over her actions.  She was able to bring the women together in friendship and to return the block to a friendly, activity-filled community.

Carrie and the other women found that acts of friendship did not change Linda’s behavior.  She could not be won over to acting nicely.  All their sympathy and compassion didn’t stop Linda from harassing or bullying.  She would not be a true friend.  She remained a “mean girl.

As Carrie discovered the hard way, sometimes sympathy can be a trap.  Her sympathy only aided and enabled a bully to spread her poison.

Just because someone is hurt and angry does not mean that someone else really did anything wrong to them

Carrie should have been more careful of what she did to make Linda feel better.  And she should have trusted her knowledge of the other woman’s good character.  She should not have believed Linda’s report, no matter how convincing.  She should have spoken face-to-face to the other woman in the beginning.

If a person who’s hurt, angry and complaining is a snake or go-between, who likes to pour gasoline on fires and stir up trouble between other people – who plays the game of “Uproar” – they’ll use any sympathy, opinions or information to enmesh you in a fight with someone else.

I haven’t mentioned the “Linda’s” in our extended families because we already know who those manipulative tricksters are.  We’ve already been sucked in to their manipulations so many times that we’ve learned to protect ourselves and to maintain good relations with the other people who act nice in return

A big learning for Carrie was that we may see someone’s shining, Godly spirit, but we’ll probably get to deal with their personality and the consequences they cause us.

It’s not the sympathy that’s a problem.  It’s how we express that sympathy or the dumb ways our sympathy can lead us to act in order to make someone feel better.

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

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

Snitches, vendettas hurt productivity

It’s easy to dislike stalkers and snitches with personal vendettas.  But you can’t fire them just because they’re relentless, stir up conflict and waste your time and energy, can you? Most of us dislike snitches.  And there are rules and laws against stalking someone in the workplace.

But if you’re a manager, someone who tells you about things your other employees are doing wrong can seem helpful.  A snitch doesn’t always look like a snitch if you’re the beneficiary, not the target or victim, of their tattling.  And they can provide useful information about serious problems you may not be aware of.

For example:

To read the rest of this article from the Minneapolis/St. Paul Business Journal, see: Snitches, vendettas hurt productivity http://www.bizjournals.com/twincities/print-edition/2011/11/04/the-human-element.html

Did Hazel do her boss a favor by being a snitch?  Maybe – if there weren’t more to the story.  Snitches are toxic, bullies who often beat others with trivial rules.

What can you do if you have a sneaky, manipulative, control-freak like Hazel working for you?  Even though they’re toxic, the answer can be tricky.

You certainly don’t want to discourage employees from reporting serious problems – criminal activity, safety problems and the like.  But you should be wary of any employee who’s always telling you about the faults of other employees.  There’s a good chance you have a snitch and stalker on your hands.

Where and how do you draw the lines?  You may want to put some restrictions in place.  For example:

If you manage an employee with Hazel-like obsessions, you’re not helping her or your team by encouraging stalking and snitching.  You’re creating a scenario that will destroy your team.  Harassment, bullying and negativity will increase, other team members will start abusing each other, meetings will become charades with hidden agendas and character assassination, and morale will plummet.

Instead, stop stalking, personal vendettas and snitching before they start.  Focus on individual and team performance.

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

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

Take Power: Recognize and Label Bullying Spouses

People often wonder if they’re being bullied, controlled or abused by their spouses.  They want experts to help them recognize the signs and give them an educated, experienced opinion so they’ll have a new weapon in the next round of the endless battle.  That’s a useful tactic but the major benefits are not what most people think. In addition to overt threats and violence, some criteria that we’re facing bullying, controlling or abusive husbands or wives are:

1. After marriage or kids, they changed from charming to controlling, sometimes step by step.
2. They make the rules; they control everything.  We feel emotionally blackmailed, intimidated and drained.
3. Their standards rule – our “no” isn’t accepted as “no.”  Their sense of humor is the right one.
4. They isolate us.
5. They control us with their disapproval, name-calling, putdowns, demeaning, blame, shame and guilt-trips.  They use the opinions other people who agree with them – their friends, their parents – to justify what they do.
6. They don’t take our kindness, compassion and sympathy as a reason to stop.  They take our self-control as an invitation to bully us more.
7. They’re willing to argue forever and never admit that they have to change.  Whenever we make a good point, they attack on a different subject.

Or we might recognize the seven warning signs of bullying, controlling narcissists:

1. They think they know best about everything.
2. Their excitement is contagious and sweeps us along.
3. They think they don’t have anything to learn.
4. They’re more important than we are.
5. They think their rules should rule.
6. Everyone is a pawn in their game.
7. They think their excuses should excuse them.

Both lists are phrased as “They,” but really – we give in; we let them win.  We’re the ones who think good reasons or arguments, more understanding, begging, bribery, appeasement, forgiveness, unconditional love or the Golden Rule will work if we try hard enough.  We’re the ones who think we’re wrong if we give up on someone.

The major, but usually overlooked, benefit in recognizing and labeling the patterns of behavior as “bullying” and the person as a “bully” is that it’s a powerful label.

1. Indeed, many men women allow themselves to be bullied repeatedly because they don’t recognize and label the control and abuse as “bullying.”
2. But when we label what’s happening as “bullying,” the unknown terror no longer seems so overwhelming; it’s reduced in size as the light of a strong label shines on their behavior.  Our shame, guilt, doubt and hesitation decrease.  Our self-bullying, negative self-talk decreases.
3. Our spirit rises up; we feel energized and empowered to fight back.  Our will, determination and dedication are strengthened.  Our courage, perseverance, endurance and resolution are engaged.  We won’t quit any more and temporary defeats don’t defeat us for long.
4. We take charge of our attitudes and feelings, and increase our self-confidence and self esteem.  In so doing, we take charge of our actions and our future.  We gain clarity about our goals and seek personalized coaching to develop a plan and carry it out.
5. Once we know what we’re up against, we look for information, skills and help.  We feel more powerful when we re-enter the fight.

In the next article, we’ll talk about an even better tactic than taking the strength we gain from using the words “bullies” and “bullying” into battle as our shield and sword.

Sexting: Learning the Hard Way

In a series of articles in the New York Times, “Poisoned Web,” Jan Hoffman details a sexting case gone viral in Lacey, Washington.  What can you do for your son or daughter so they don’t get sucked into the black hole of a sexting catastrophe that could ruin their whole lives?

In this particular case, a middle-school girl sent a full-frontal nude photo of herself, including her face, to her new middle-school boyfriend.  He forwarded the picture to a second middle-school girl he thought was a friend of the first one.  The second girl, an ex-friend with a grudge, forwarded the picture to the long list of contacts on her phone with the caption, “Ho Alert!  If you think this girl is a whore, then text this to all your friends.”  The photo rapidly went viral.

A lot of the analysis about the situation is nothing new:

• Why do girls send nude photos of themselves to boyfriends they have or hope to have?  The same reasons girls always have.
• Why do guys prize and show these pictures as evidence of what studs they are?  The same reasons guys always have.
• Why do friends of the guys or mean girls forward the pictures?  The same reasons that names used to get written on bathroom or phone booth walls.  The same reasons that girls have always cut down their competition and enemies.  Bullies, bullying, harassment and abusive behavior have always been with us.
• Who or what is to blame?  The same culprits get vilified: thoughtless, foolish boys and girls, teenagers, school officials, society, double-standards and technology.

Does technology make sexting worse?  Yes, of course.  Technology makes it seductively easy to forward pictures and comments.  Also, technology makes the information global and permanent.  Kids can’t move to another school or even another city in order to get away from the consequences of what they and others did.

In the past, many reputations and lives were ruined by foolish moments.  Kids and adults have always been able to exercise righteous or mean or vicious inclinations, but it’s so much easier now.

What are the consequences to those caught up in sexting?  The girl who sends her picture may be the subject of vicious attacks all her life.  Her inner strength, courage, determination, perseverance and resilience will be tested.  She may feel helpless and that her situation is hopeless.  She may go down the path to being a victim for life.  Her self-confidence and self-esteem may be destroyed.  Anxiety, stress, guilt, negativity and self-mutilation may be stimulated.  She can move toward isolation, depression and suicide.

The boy, the second girl and everyone else who forwards the picture have to face their own stupidity or meanness.  And they may have to face their role in a suicide.  An act of a moment can destroy a life.  Also, they may have to face prison.  We hope this will help them do better the rest of their lives.  Humans have always learned some lessons the hard way.

Do today’s kids face overwhelming pressure?  Many people make excuses for the foolish or nasty kids; as if the external pressures are overwhelming.  For example, the article quotes, “'You can’t expect teenagers not to do something they see happening all around them,’ said Susannah Stern, an associate professor at the University of San Diego who writes about adolescence and technology.”  This line of thought focuses on reducing all pressure and temptation.

But pressure was just as great throughout history as it is now – depending on the particular time in each society.

What’s the solution?

• I favor laws to criminalize the forwarding of child pornography – even if forwarded by minors.  That’s our society’s way of saying, “This is dumb and wrong and serious.  We agree that we don’t allow this.  And there will penalties so think long and hard before you do this.”  If we don’t say this, we’ll be enabling the bullies.
• I would require all schools have assemblies and programs in which students and parents are required to participate.  Law enforcement must be involved to present examples of what can happen to the kids who send pictures of themselves and to the ones who forward those pictures.  This will increase awareness of the dangers of kids succumbing to pressure to do something foolish like sending pictures of themselves and of the penalties for kids who forward pornography.
• Parents have the major responsibility to preach, teach and police their children’s use of internet and wireless devices.  This is our ounce of prevention.  As the father of the girl who sent her nude picture said, “I could say it was everyone else’s fault, but I had a piece of it, too. I learned a big lesson about my lack of involvement in her use of the phone and texting.  I trusted her too much.”

These steps will decrease the number of kids involved in sexting.  But we’ll never stop 100 percent of kids’ foolish or mean or vicious actions.  But that can’t be our intention.  Our goal is to educate kids whose awareness of the potential consequences of their actions will awaken in them the ability to do better.

Our goal can’t be to educate or convert psychopaths or people who want to make a living off child pornography.  Educational approaches aren’t effective with these people.

I do expect most kids to be able to learn to be stronger, to develop better character and to be able to resist the temptations of our popular culture.  There’s nothing new in the temptations and pressure the kids face.  The only new thing is the ease and permanence that technology offers.  I focus not on making society easy and safe, but on developing individual values, character, heart and spirit.

Remember, all tactics depend on the situation – the people and the circumstances.  So we must design plans that are appropriate to preventing our individual children from sending pictures or forwarding them, and to minimizing the disaster if they act foolishly.

If your children are the targets of cyberbullies or sexting, you need to take charge.  With expert coaching and consulting, we can become strong and skilled enough to overcome the effects of seeming to have your child’s life ruined by a foolish act in middle-school.

“How to Stop Bullies in Their Tracks” and “Parenting Bully-Proof Kids,” have many examples of children and adults commanding themselves and then stopping bullies.  For more personalized coaching call me at 877-8Bullies (877-828-5543).