Schoolyard thugs morph into wilier workplace bullies

At some point in our lives, all of us have experienced bullies on the playground.  We’ve run across them in the workplace, too.  Many of them are now smarter at hiding what they do, which makes recognizing and dealing with them harder. Consider these three workplace bullies:

To read the rest of this article from the Business Journal of Jacksonville, see: Schoolyard thugs morph into wilier workplace bullies http://jacksonville.bizjournals.com/jacksonville/stories/2004/06/21/smallb3.html

Consider these three workplace bullies: - see original article for details

• Ed makes you walk on eggshells.  If you disagree with him, don’t give him what he wants or criticize him, he’ll retaliate with dirty looks and anger – or worse.
• Jane hides her bullying by focusing on what’s fair.  Even though her work is mediocre, she argues that she deserves the same favors the best workers get.
• Dora proudly lets everyone know she was a victim before and is hypersensitive now.  She grumbles, complains and whines about uncaring treatment, and if her feelings are hurt, she’ll cry and let everyone know how harsh and cruel you were.

Ed, Jane and Dora are bullies who fly below your radar because they’re sneaky, manipulative and coercive instead of overtly intimidating or violent.  They must have their way, on everything, no matter how minor, and they will use any tactics to get it.

Low-flying bullies are more dangerous than traditional playground bullies because their covert behavior masks the destruction they do.  Because you don’t recognize them as bullies, you don’t rally yourself to resist effectively.  You simply live with your frustration.

If you don’t stop their bullying, they’ll do serious damage to you and your organization.

Some early warning signs of low flying bullies:

• Your “no” isn’t accepted as “no.”  They ignore, overrule or get around your objections.
• Your standards, priorities and interpretations are less important than theirs.
• You can’t act until you’ve convinced them that you’re right - and you can never convince them.
• Your concerns don’t get dealt with - their concerns take precedence.
• You feel emotionally drained and blackmailed.  You walk on eggshells thinking that if only you behaved better, things would be OK.
• The more you try to act reasonably, the more you have to give in.

Use a simple behavioral test to recognize them:  What do you have to do to get someone to be a productive partner?  Bullies show you that it takes a fight.

The good news is that once you label their behavior as bullying, you’ll know what you’re up against and can mobilize yourself to think strategically.

Appeasement never works because they’re never satisfied.  Don’t spend your life trying to rehabilitate them unless you’re willing to commit, whole-heartedly and willingly to changing their behavior – no matter how long it takes.

It’s not easy to stop them but you can.  The basic strategy when dealing with bullying behavior is to start negotiating calmly, reasonably and firmly and let their behavior, not their words, tell you how clear and firm you have to be to get them to change.  Become more firm incrementally until you find something that works.  Plan your strategy and tactics as if you’re going to war.  You are.

You’ll have to show them that you are more determined, resolute and resilient – and adjust your strategy.  Most bullies look for easy victims. So, take them on or submit.

See: Recognize Covert Bullies at Work http://www.youtube.com/watch?v=qzdJQ0H1LxE

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.

Atlanta Teachers Cheat - Blame the Tests

Weaklings and whiners blame temptation and tempters.  That pattern of good reasons, best of intentions, and pathetic excuses and justifications to blame someone else is as old as apples and temptation.  It’s just as lame and weak now as it always was. According to Wall Street Journal articles, Beverly Hall was Superintendant of the Atlanta Public School District when at least 178 teachers have been accused of cheating to elevate student’s test scores en masse.  Administrators were also accused of “impeding the investigation, tampering with tests and intimidating teachers.”

Already, “82 of the 178 teachers and administrators implicated admitted to cheating.”  No examples of such cheating were found in rural schools.  Ms. Hall’s role is not yet clear.  The vast majority of Georgia teachers resisted the temptation to cheat and lie.

According to Kyle Wingfield, reporting for the Journal, “Many politicians and teachers have responded to the report by blaming the test and accountability measures like No Child Left Behind. This is exactly the wrong reaction: Atlanta shows us why public schools need more, not fewer, accountability measures.”  I agree.

Interim School District Superintendant Erroll Davis Jr. is cleaning house.  “At the same time, a former Atlanta deputy superintendent [Beverly Hall] agreed to go on paid leave from a Texas school district that hired her earlier this year.”

The dust will take a long time to settle.  I hope Ms. Hall’s lieutenants and all the other teachers involved spend time in prison and then find jobs in which they will not held out as role models to children trying to better themselves.  We count on teachers to be role models; to demonstrate the highest standards.

Let’s keep the focus on the overall issue – the reasons, excuses and justifications; the whining, complaining and blaming of bullies, abusers and criminals who want to blame temptation, not themselves.

The problem is not the “No Child Left Behind” mandate or standardized tests – although those aren’t perfect.

The problem is in individual humans who fail, who fall short of the standards they promised to uphold and then want to be left off the hook – no consequences, no punishment.

They used to say, “The Devil made me do it.  I had good reasons.  It’s not my fault and, therefore, I shouldn’t have to suffer.”  Now they say, “Society, the bad rules or system, too much pressure, my bad genes, my bad brain chemistry, my bad upbringing and childhood made me do it.  It’s not my fault, I’m a victim and, therefore, I shouldn’t have to suffer.”

Those are the same excuse used by men and women who bully, batter, control and abuse their dates or spouses.  They say, “It’s your fault I’m bullying you.  I can’t help myself.  It’s not my fault.”

Instead, let’s champion individual responsibility in the face of temptation – like all those teachers who resisted temptation.  All through history, in every culture at every time, temptation has been acknowledged as a fact of life.  And the need to overcome that temptation has been emphasized.  Of course we know we won’t always succeed.  Some temptations must be avoided in the beginning because we know once we start down a path; we won’t be able to turn back.

The fault is squarely on the heads and hearts of the elites who did not resist the temptation or report the weaklings who hurt all the students in their care.  The superintendent, the administrators and the teachers who colluded individually and en masse at cheating parties; the people who failed to fulfill their promise as keepers of children’s futures.

Lord Acton said, “absolute power corrupts absolutely,” as if it’s a foregone conclusion and we’re simply too weak to resist.

But Peter Parker’s uncle said, “With great power comes great responsibility.”  Like Spiderman, we all have to rise to our responsibilities.

Arrogant, Abusive and Disruptive -- and a Doctor

Even doctors, supposedly intelligent, skilled, well-trained and focused on giving the best care possible to their patients, are sometimes bullies toward other staff.  The behavior of that 3-4 percent of doctors can cause medical mistakes, preventable complications and even death to patients who could otherwise be saved. In her column in the New York Times, on December 2, 2008, “Arrogant, Abusive and Disruptive – and a Doctor,” Laurie Tarkin gives compelling evidence, surveys and examples of this bullying behavior. The examples included obnoxious, intimidating, abusive behavior; shouting, yelling, belittling, insulting, humiliating, ridiculing, blaming, berating and denigrating actions, often in front of patients and other staff members.  Some staff had to duck to avoid scalpels thrown across the operating room by angry surgeons.

Often, staff was made to feel like the bottom of the food chain.  Sometimes, staff was intimidated by a doctor so that they did not share their concerns about orders for medication that appeared to be incorrect

This hostile environment erodes cooperation and a sense of commitment to high-quality care.  Surveys of hospital staff members blame badly behaved doctors for low morale, stress and high turnover.

Although this article focused on doctors, we all know that the same behavior goes on at companies and organizations in every industry and area.

Do you have examples of your own?

I’ve described similar behavior in posts on the top ten ways to create a hostile workplace, verbal abuse by a know-it-all boss, a bullying coworker in the next cubicle and an unhappy employee creating a hostile workplace.

You’ll also find ways to combat this behavior in my book, “How to Stop Bullies in their Tracks.”  Leaders and managers who want to change hostile work environment should listen to my CD set, “Eliminate the High Cost of Low Attitudes.”

As a coach, consultant and speaker, I encourage people to fight to win.  It’s crucial to design tactics for your specific needs and the situation.

Dieting? Quitting smoking or stopping drinking? Whose advice should you trust?

Are you dieting?  Have you noticed that everyone has advice about the best ways to stop?  The advice-givers also think they know best for people who are trying to quit smoking or stop drinking. For example, Tammy is dieting again.  She’s tried losing weight before, even succeeded, but has always gained it back.  This time she’s more determined.  Her friend Helen says she knows best.  She tells Tammy that she must eat big meals to celebrate every small success, like when she loses a few pounds.  If Tammy follows her advice, Helen will know that Tammy is really her good friend.

You’ve seen the same pattern when smokers push cigarettes on a friend who’s trying to quit.  Or when a drinker gets upset and pushes drinks on a friend who’s trying to stop drinking.

Is Helen really Tammy’s friend?  Does Helen have Tammy’s best interests at heart?  Should Tammy listen to Helen’s advice?

Of course there are many more difficulties to losing weight, quitting smoking or stopping drinking, but I want to focus on this one part of the total effort.

We could easily say that people who want to lose weight shouldn’t listen to the Helens in the world, people quitting smoking shouldn’t listen to supposed friends who tempt them with cigarettes, and people trying to stop drinking shouldn’t accept free drinks from pushers.

But I’d like to show you how to use the Nine Circles of Trust technique in this situation.  Instead of trying to answer questions about whether Helen is a true friend, Tammy simply started listing what anyone would have to do to move from the distant ninth circle, into the eighth circle closer to her, or closer still into the seventh circle, and even into closer circles.  The closer Tammy allows them to come, the more likely she is to listen to their opinions or advice.

During this listing, Tammy realized that she didn’t want to allow into her personal space, anyone who pushes food on her, whatever their reasons, excuses or justifications.  Even if they threaten Tammy with the loss of a so-called friendship, her commitment to her diet comes first.  If Helen continues to push food down Tammy’s throat, Tammy must get Helen’s opinion out of her face.  That may mean getting Helen out of her space.

Tammy says she’s open to people expressing an opinion on which diet worked best for them.  But she’s not willing to listen to people trying to tempt, seduce or coerce her into doing what they may think best if it violates Tammy’s goals or standards.  She won’t accept relentless arm-twisting from Helen.  You can read more about what Tammy does in my book, “How to Stop Bullies in Their Tracks.”

Of course, most of us can be politely non-committal when someone offers a little friendly advice … one time.  We can easily ignore the suggestion if we want, and they don’t push their opinions or standards repeatedly.  But relentless bullying by people who think they know best and try to force us or emotionally blackmail us is different.

One key to the success of the Nine Circles process is that it shifts the focus from abstract discussions of friendship and trust, and converts them into your taking charge of the specific actions (and opinions) that you’ll allow in your personal space.

Imagine how the Nine Circles method would work for someone trying to quit smoking or stop drinking.  Since many dieters, smokers and drinkers have internal, self-bullies that try to prevent them from taking charge of their space, personalized coaching and consulting is usually necessary.

Read 20 different case studies demonstrating how to stop overt and stealth bullies in my book, “How to Stop Bullies in Their Tracks.”  You’ll also see how a woman resists a verbally abusive, coercive and intimidating husband in “Bullies Below the Radar: How to Wise Up, Stand Up and Stay Up.”

A general question to ponder: should you blindly follow relationship advice from your massage therapist who has been in an endless series of one night stands after four failed marriages?  Or should you blindly follow spending directions from your orthopedic surgeon who thinks the only worthwhile activity in life is Scuba diving in New Zealand?  How being assaulted by parenting advice from people whose children are selfish, arrogant, obnoxious and don’t respect them?

These people may have expertise in one area of life, but they don’t know best about other areas – especially for you.  If you continue to allow their opinions into your space, it’s like allowing them to continue to stick pins in your body.  Eventually, the insult and pain will wear you down.

Instead, use the 9 Circles of Trust exercise to decide what standards are yours and what opinions to let into your space.

Where else could you benefit from the 9 Circles of Trust process?

The 9 Circles of Trust

Whether you’re thinking of personal relationships or the workplace or you’re teaching your children, how can you know who to trust? Some people think that it’s morally and spiritually advanced to start by trusting everyone.  You’re somehow a bad person if you don’t trust people.  After all, you get what you put out.  Other people say that everyone is out to get whatever they can so you should start by trusting no one.

Where do you usually begin?  And do you have any horror stories of people who trusted too much or too little?  Or heart-warming stories when trusting won over a previously un-trustworthy person?

Read more and you’ll learn about the 9 circles of trust – a process for getting around the unanswerable, philosophical trust-question.

Seventeen year-old Abby doesn’t know what to do with her boyfriend or whether she should trust her step-father.  She grew up knowing men were not worthy of trust.  Her father bailed on the family when she was six, leaving her mother with Abby and three younger children.  They never heard from him, but Abby knows he took all the money.  Her mother worked hard, but it was years before they could get on their feet.  Abby saw a succession of boyfriends take advantage of her mother; bullying and abusing her, and verbally intimidating the children.  The men were selfish and self-centered; real narcissists.

Her mother finally found a great guy.  They’ve been married for eight years and Tim has been wonderful to her mother and all the children.  It’s as if his heart has adopted them even though they’re not his biological children.  He spends his money on them as if they were his real family.  He helps around the house.  He’s always there for Abby, her mother and the other kids through their emotional ups and downs.  He attends all their functions and has gotten Abby in the middle of the night when she’s needed help.  He’d even support her if she went to college.  Should Abby trust Tim or is he going to turn out just like the other men?

Abby’s 22 year-old boyfriend is demanding, abusive, intimidating and controlling.  He blows up when she doesn’t do what he wants.  He says he proves his love by being insanely jealous and insisting that she doesn’t go to college because she might meet other guys.  He doesn’t work and says he needs her support to get his life together after the terrible treatment he suffered at the hands of his parents.  He even wants her to drop out of high school now so she can get a job and they can live together.  With her help, he might be able to stop drinking and smoking dope.  Since he says he loves her and would be lost without her, how can she not trust him?

Let’s compare that with a situation at work.  Lizzie’s boss is a bullying, control freak.  He gives everyone impossible tasks and deadlines.  Since they’re never perfect, he micro-manages, yells and delivers crushing putdowns.  He’s verbally abusive, emotionally intimidating and threatening.  He’s created a hostile workplace.

But when people started complaining and leaving, he promised he’d change.  He’d be more understanding, kind and caring.  Liz had begun to look for another job, but now she wonders if she should trust him.  Notice that while this looks different from Abby, it has the same key question: should Lizzie trust her boss?

I’ll use Abby to describe how the Nine Circles of Trust method works.  Think how Liz could apply it at work or someone could teach her daughter how to apply it to the other kids at school.

With coaching, Abby sees that she’s making a problem for herself by looking at trust in the old way – should she trust someone or not.  What’s more useful is for her to develop an accurate, realistic prediction of what another person is likely to do, based on their past behavior.  The more accurate her estimations are, the more she can trust her estimates.  That’s what trust is about: trusting her accurate estimations.

Abby also makes a problem for herself when she thinks the question with her boyfriend is whether or not he loves her.  She’s better off when she decides how she’d like to be loved (what behavior would make her feel loved) and then tests whether or not her boyfriend treats her that way.  It doesn’t matter what he calls it.  What matters is whether he treats her the way she defines love.

In order to develop a repeatable process, she imagines herself at the center of a bull’s eye.  She makes nine circles of trust getting further and further out from her; like she’s at the center of a target.   She writes how someone would have to behave in order for her to allow them to move from the furthest limit to one circle closer.  Actually, she makes different lists: one for her stepfather, one for her boyfriend and one for a girl at school.  At this distance, her tests for whether she’ll allow them closer are about non-threatening, physical behavior: no hitting, throwing things or physical abuse.

Then she makes lists of how they’d have to act in order for her to let them into the next closer circle.  At this distance, it’s about polite, civil behavior; not stealing her things, lying, bad mouthing her, yelling, threats or intimidation.

Then she makes a list for admission to the next closer circle.  And so on, closer each time.  Now she’s ready to decide how, for example, her boyfriend has acted and which circle she’ll put him in.

Abby’s shocked at her estimation of him.  She puts her boyfriend into the ninth circle.  He’s a bully and she won’t allow him any closer.  Despite her previous experience with her biological father and her mother’s rotten boyfriends, she brings her stepfather right next to her.  He has proven himself during eight years, despite lots of bad behavior from her.

Some of the other important considerations when using this process are:

• Adjust the prices of admission (the tests) to each circle as you learn more.
• Ignore reasons, excuses, justifications, pleading and coercion – base your estimates on actions.
• Be open to surprises (good and bad).
• Move people further away when they act bad.
• Keep people in their previous position even if they do one thing nice – recognize established patterns.
• You may move a particular person closer or further away depending on the circumstances – for example, you might go to a party with someone, but never lend them money.

You’ll find more examples of the effective use of methods like the Nine Circles of Trust in personal and work life in “How to Stop Bullies in Their Tracks” and “Bullies Below the Radar: How to Wise Up, Stand Up and Stay Up.”

In which circle would you place the people in your life if you trusted that your estimates of what they’re likely to do?

"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.