Eliminate 'rattlesnakes' from office interactions

Do you carry a “rattlesnake” in your hand?  Was it thrown at you or did you grab it willingly?  Do you typically throw them at other people? The rattlesnake represents the responsibility to make something happen or to change in order to please somebody else.

To read the rest of this article from the Silicon Valley/San Jose Business Times, see: Eliminate ‘rattlesnakes’ from office interactions http://www.bizjournals.com/sanjose/stories/2005/10/03/smallb4.html

Some bosses hurl rattlesnakes downstream.  Some employees toss them upstream to make a supervisor responsible for satisfying them.

One problem is that people usually pretend there’s only one responsible party in any interaction, and they throw the rattlesnake at someone else in order to establish blame and responsibility.  On the other hand, some people gladly take all the rattlesnakes and let the other person off the hook – as if they feel guilty for any imperfection or they enjoy being martyrs.  Then they have the burden of coping with rattlesnakes forever because interactions continue escalating.

But, in most interactions, personal and business, there are usually many rattlesnakes.

For example, at a team meeting, Kathy got hurt and angry when Peter said he hadn’t gotten a necessary document from her.  She fought back tears, scowled, crossed her arms, clenched her fists and swiveled her chair so her back was to the group.  Peter said he was sorry – he hadn’t meant to imply that she was incompetent.

How many rattlesnakes were there and who had them?  See the original article for more information and assessment.

Another example: Ellen got straight to the point in her performance evaluation of Glenn – she was frustrated.  He was technically skilled but he resisted change and pushed back loudly and repeatedly in meetings about why the team couldn’t do what it needed to do.

Glenn told Ellen that he didn’t like her style of managing and evaluating.  He felt disrespected and threatened because she was brusque, and that’s why he got defensive.  Good management, he said, meant that Ellen should adjust her approach to the preferred styles of each individual in the group.

How many rattlesnakes were there and who had them?  See the original article for more information and assessment.

When it gets to the stage of anger, people focus on their emotions instead of the work that must be done.  Harassment, bullying and abuse inevitably follow.

You can start de-escalating by doing the natural things: Don’t throw rattlesnakes and if someone tries to hand you one, don’t take it.

Great leaders don’t allow rattlesnake-tossing contests; they’re just a waste of time and energy.

Often, people need coaching to help them overcome their defensiveness and passive-aggressive tendencies, and to build the strength, courage, determination and skill needed to stop angry confrontations and to emerge as the obvious candidate for promotion.  To get the help you need, call Ben at 1-877-828-5543.

Appeasement Won't Stop Real-World Bullies

Some people believe fervently, passionately and whole-heartedly that if you love bullies, if you give them what they want, if you’re kind enough, then you’ll melt their hearts, they’ll come to their senses and they’ll stop bullying.  Sometimes, rarely, that does work. But the wisdom of both history and the world’s great literature tells you that you’ll usually get hurt if you put your head in a dragon’s mouth.  By definition, if bullies stop harassing or abusing you because you appease them or if their hearts melt because you love them enough, they’re not real bullies.

And I just read another fabulous example.

The “Shahnameh – The Persian Book of Kings,” by Abolqasem Ferdowsi, written between 980 and 1010 AD, is part of the universal and ancient wisdom tradition that contains a more accurate view of human nature, character and interactions than is found in the wishful thinking of most modern parenting, self-help and psychotherapy literature.

Here’s the story.  Good King Feraydun is old and divides his kingdom between his three sons.  He gives the oldest the eastern part, the middle son the western part and to the youngest, the best and most able, he gives the central part, including Persia.  Soon, the older two become jealous and angry.  They band together and raise a great army to defeat the youngest son and strip him of his kingdom.  Ah, we’ve heard that theme before.  Remember Charlemagne and also “King Lear,” to name just two.

The worthy and noble youngest son, Iraj, says that his brothers and peace are more important to him than his kingdom and the bloodshed that a war will cause.  He says that he will travel to them unarmed and will give them his kingdom.  “I’ll speak to them in kindness; this will be better than angry words and enmity.”

Feraydun replies, “My wise son, your brothers look for war, while you look for reconciliation.  I am reminded of the saying that one should not be surprised that the moon radiates moonlight: your answer is noble and your heart is filled with love.  But what will happen to a man who knowingly places his head in the dragon’s maw?  Surely poison will destroy him, since this is the dragon’s nature?”

You can imagine the rest of the story.  Iraj is welcomed with open arms and sweet words by his brothers.  He is wined and dined.  Later that night, his brothers “washed all shame from their eyes,” sneaked into his tent, split him from head to foot with daggers and cut off his head.

There it is again: The wisdom of the ages.  Beware of real-world danger.  Take adequate precautions.  Appeasement won’t stop real-world bullies.

People who cling to the Secret, to formulas for affirmations and to laws of the universe that tell them that the love and kindness they put out will always be returned with love and kindness are indulging in childish, magical thinking.  Not everyone you befriend will return the compliment.  In fact, some people will take your open hand as an invitation to feast on whatever you have.  Real dragons will act like dragons naturally do.

There are many other examples in the world’s literature – think of all the saints (of every faith) who were martyred, sometimes by dissidents even within their faith.  If you insist on peaceful means as the only means you will try, if you insist on putting your head in the dragon’s maw, then be prepared to be poisoned 99 times out of a hundred.

On the other hard, if you want to keep your children safe when they’re away from home, if you want to keep them safe from cyber bullying, then get coaching, consulting and real-world books so you can prepare them to face real-world bullies with skill and effective strategy.  You may want formulas and rules, but you’ll learn more from case studies and examples that you can adjust to your specific situation.  Their self-esteem and self-confidence depend on your helping them be successful.

"Mr. Negativity" proudly destroys teamwork

Carl loved the title of “Mr. Negative.”  He was proud of being smarter than anyone else and thought his put-downs were funny.  No matter what you said, he would disagree, counter it or top it.  His personal attacks, sarcasm and cutting remarks could bring most people to tears.  He could create a tense, hostile workplace in minutes. He could bring a brainstorming or planning meeting to a halt by finding fault with every suggestion or plan, and proving that nothing would work.  He was convinced that his predictions were accurate and more valuable to the team than the frustration and anger he created.  On his team, sick-leave and turnover were high, while morale, camaraderie and teamwork were low.  Productivity was also low because most people wasted a huge percent of their time talking about Carl’s latest exploits.

What can you do?

In this case, his manager had heard me present “How to Eliminate the High Cost of Low Attitudes” at a conference, and had brought me in as a consultant.  She wanted me to help her create a culture that would be professional, retain high quality staff and be much more productive.

Why did his manager, Jane, bring me in, instead of simply evaluating Carl honestly and having consequences leading to demotion and eventual termination if he didn’t change?  Jane thought that:

• Carl was bright and expert enough in his specialty that she was afraid of losing him.
• If she was a good enough manager and learned to say the magic words, Carl would straighten out.
• Her hands were tied because Carl was a long-term employee in a government organization.

Coaching helped Jane see that she was victimizing the rest of the team by giving in to her fears and helplessness.  Carl was verbally abusive and emotionally intimidating.  And he was subtly manipulative because he had a soft voice and a smile on his face while he sarcastically cut his co-workers to ribbons.  She saw that if she continued to give in to her fear of losing Carl, she’d lose her reputation and position because her team would mutiny or quit.

Despite these insights, Jane remained a conflict-avoidant manager.  She would allow the team to act, but she wouldn’t lead the way.  Therefore we worked around her.

I helped the team create a set of behavioral expectations for individual professional interactions and for team meetings.  It was no surprise that the list did not included any of Carl’s behaviors, that his behaviors were specifically prohibited and that the list of appropriate behaviors contained the opposite ones Carl had been bullying coworkers with.

The rest of the team voted to accept the code of professional behavior.  Carl said he’d sign but he wouldn’t change his behavior.  He’d been Mr. Negativity as long as he could remember and didn’t think he could change.

That seemed like an impasse.  No one wanted to waste a lifetime waiting for Carl to go through therapy, especially since he didn’t want to change anyway.  I helped the team realize that Carl had no reason to change.  There were no adverse consequences to him if he kept doing what he was doing.  The team needed some leverage.

Since the manager wouldn’t act on her own, the rest of the team took a bold step.  They told Carl that they wouldn’t tolerate his hostility and the tension it caused.  They said that they’d remove him immediately from any meeting in which he started his negative putdowns.  He laughed nervously, thinking they’d never really do that.  He still wouldn’t accept that his behavior was so hurtful and despised.

At the next meeting, of course, Carl was negative as usual.  He was shocked when the rest of the team immediately stood up and told him to leave.  He sheepishly did, with a parting shot that they’d never come up with a good plan without him.

He was wrong.  They did develop a good plan to deal with the problem they’d been working on. They also gave him his assignment within it.  They told him that people who weren’t at meetings must be happy with the tasks assigned to them.  Carl was outraged and protested.  He looked for support from anyone on the team, but everyone was against him.  That also stunned him.  They told him that they were following the team’s behavior code.  He could play according to the rules and take what he got or leave.  They also told him that he could be very likeable when he wanted to and they’d be glad to be on a team with the “likeable Carl.”

It took two more meetings at which Carl was asked to leave, before he began to change.  It was amazing to all of them, including Carl, that what he thought was a life-long pattern, changed when enough leverage was applied.  He really did like what he did and he also had wanted to be liked.

This example is over the top in many ways.  But I have a question for you: Did the rest of the team bully Carl or were they right in voting him off their island when he was an abusive bully?

One general lesson here is: “When the legitimate authority won’t act and, therefore, leaves a power vacuum, the most hostile and power-hungry people usually fill it.  Your task is to fill it with the best behavior instead.”

There are many other ways to solve the problems that the Carl’s of the world cause at work and at home.  A stronger manager would have done it by herself.  Jane obviously had problems as a manager and wouldn't step outside her comfort zone to solve them.  Her boss soon took appropriate action.

It’s also a different matter if the negative person is the manager or boss.  There are many other problem behaviors that can be resolved with the Behavioral Code approach.  In other blog posts I’ll cover those bullying situations at work.

Please tell me your story so I can be sure to respond to it.