Don't listen to negative, "energy vampires" in the workplace

Leadership is an open-book exam. Both you and the President can get information and advice from many sources.  The benefits of asking are obvious.  But when facing a shrinking economy, cutthroat competition or terrorists, it’s crucial to know who not to ask or even listen to.

To read the rest of this article from the Denver Business Journal, see: Don’t listen to negative, “energy vampires” in the workplace http://denver.bizjournals.com/denver/stories/2001/10/15/smallb5.html

Don’t listen to people who are:

• Scared, overwhelmed, discouraged or continually negative and critical; "energy vampires."
• Angry, hostile, manipulative and blaming narcissists; looking for someone to make their lives work the way they want.
• Exhausted or complacent lovers of comfort, convenience, ease and appeasement, too soft to fight.
• Sure that fairness and justice are the best ways to win or are more important than winning.  Disillusioned because their hope for friendly, win-win solutions has been challenged by a reality of cutthroat competition and win-lose fights to the death.
• Stuck in “analysis paralysis.”

Some keys to success in changing times - see original article for details:

• Talk to people who have the determination and energy to try to mold the future to your liking.  Listen to people who know what it takes to thrive in hard times and to defeat determined enemies.  Don’t listen to “energy vampires” who sap your will.
• Become low maintenance.  Whether you’re a manager or an employee, an official or a citizen, be a person who can pitch in and help out.
• Promote people who take charge and succeed - don’t keep employees who fall apart in a crisis.  In a world wallowing in recession and terrorism, your company and your country can’t afford to carry wimps, whiners and weaklings, panicked or immobilized by fear.  If you keep them, they’ll drag you under.
• Leaders stick together.  Tell people what you expect them to accomplish and how you expect them to act.  Talk longest and deepest with leaders at all levels in your organization.  Your job is to support hope, calmness and productivity under pressure.  You have a business to run.
• Take intelligent risks; don’t be too prudent.  Remember F.D.R. saying, “The only thing we have to fear is fear itself.”  Buy and build.
• Tell hero stories.  You’ll hear friends, family, children or coworkers upset because they just figured out that we can never really be safe or secure.  We don’t know what might happen.  Tell them about people with courage and skill in the face of danger.
• Success must be fought for and won; it won’t be given.  The British didn’t leave America in 1776 because they were politely asked to.  Hitler didn’t stop because he was appeased.

Hard times and war are great opportunities to be great.  Prepare yourself to be brave and skillful.  Losing is a much worse example for our children than is war and victory.

You might even read, “Masters of Change,” by William Boast and Benjamin Martin.

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.

Fire People Who Think They're Entitled to Run Things

Imagine you’re a newly appointed project leader of an existing management team.  How do you know if you’re walking into a club of entrenched buddies who want to run the show and will sabotage your efforts?  And what can you do about it? To read the rest of this article from the Business Journal of Jacksonville, see: Fire people who think they’re entitled to run things http://jacksonville.bizjournals.com/jacksonville/stories/2007/04/23/smallb3.html

I recently observed a team of a dozen managers with that dynamic.  Harry was the newly appointed project leader.  His two predecessors, also experienced leaders, had been unable to move the team forward.  Both reported problems building team agreement and developing aligned effort.

Sitting in on a team meeting, I saw two people repeatedly cast furtive glances to a third, who signaled displeasure by frowning, eye rolling and head shaking.  After each instance, the trio resisted the direction being taken by the rest of the group.  During a break, the three clustered outside, reinforcing caustic personal comments about Harry.

A little investigation on my part revealed the extent of the pattern.  One person was the Queen Bee, obediently supported by her attentive court.  She thought she should run the whole team because she always “knew best.”

The core of the pattern is that righteous and arrogant people feel entitled to special privileges.  They make their own rules and have double standards.  They’re self-reinforcing, and ignore or don’t care about what other people think.

The pattern is a common one.  It’s especially prevalent on boards of directors and in government offices and nonprofits.  People like this trio will fracture any group, destroy productivity and subvert the next generation of potential leaders. Their personal agendas to achieve power and esteem take precedence over the job.

What can you do if you find yourself in a similar situation?

• Recognize that fixing it will take determination and skill.  A powerful image of the situation will help keep you on track.  Harry saw them as a grown-up version of a high school clique; three princesses who know they’re the best and deserve to be in charge.
• You can try reaching out to the offenders in an effort to get them working with the rest of the team.  But don’t count on that approach succeeding.
• Harry tried a conciliatory approach but the trio was so arrogant and deluded that every gesture he made to find common ground was interpreted by them as an admission that he was wrong, was begging forgiveness and was ready to follow their direction.  The previous two leaders had also tried to placate them and failed
• But, whether you’re a peer or a project leader, you can’t afford to ignore them.  If left unchallenged, they form a not-so-secret power structure that will sabotage your best efforts to succeed.  They will force you to take sides.  For them, it’s about control and adoration.
• Don’t be a faithful drone.  Take steps to take away their power to do harm the organization.
• Reasoning and evidence won’t change these people.  And only a small percentage of them learn their lessons from their obvious failures.
• This is not a task for wimps.  You’ll need the help of your management, which means you need to do your homework and document your case.  Look for a smoking gun.  When you’re ready, shine a light on the pattern and confront the offenders head on.

If you find yourself in a situation like this one, quietly build an airtight case, gather allies and act decisively.  And be prepared for a battle.  People like that trio are a cancer in any organization. Remove them surgically before they metastasize.

If we don’t act promptly and decisively, performance decreases.  Behavior sinks to the lowest level tolerated.  Narcissists, incompetent, lazy, gossip, back-stabbing, manipulation, hostility, crankiness, meeting sabotage, negativity, relentless criticism, whining, complaining, cliques, turf control, toxic feuds, harassment, bullying and abuse thrive.  Power hungry bullies take power.

High standards protect everyone from unprofessional behavior.  You can learn to eliminate the high cost of low attitudes, behavior and performance.

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

Select leaders who are excited by challenge, change

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

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

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

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

Harry got the standard leadership advice:

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

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

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

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

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

If we try to force things to stay the same, performance decreases.  Behavior sinks to the lowest level tolerated.  Narcissists, incompetent, lazy, gossip, back-stabbing, manipulation, hostility, crankiness, meeting sabotage, negativity, relentless criticism, whining, complaining, cliques, turf control, toxic feuds, harassment, bullying and abuse thrive.  Power hungry bullies take power.

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

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

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

Life is an open system.  Get used to it.

High standards for how to respond to challenges and change protect everyone from unprofessional behavior.  You can learn to eliminate the high cost of low attitudes, behavior and performance.

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

Positioning Wars can Ruin a Business

Turf wars are a well-known fact of life in many organizations.  Lesser known, but far more destructive, are positioning wars – struggles by two or more opponents for the top spot in an organization. Turf wars aren’t any fun.  But they’re mostly defensive – people trying to protect their turf from encroachment by a real or imagined rival.  Positioning wars are far more aggressive and destructive.  They involve a fight to become No. 1 immediately or, at least, the heir-designate to whoever’s in charge now.

Turf battles often lead to bureaucratic slowdowns.  Positioning wars can ruin the very kingdom being fought over.

To read the rest of this article from the Dallas Business Journal, see: Positioning wars can ruin a business http://www.bizjournals.com/dallas/stories/2007/04/30/smallb2.html

Imagine the consequences when two powerful, competent princes, who run different operational units, fight to determine who’ll inherit when the king retires:

• Political in-fighting takes precedence over vision, mission, productivity or clients.  Good staff stops trying to make a productive difference.  Meetings degenerate into skirmishes.  Soap opera flourishes.
• The princes circle each other like birds of prey seeking to uncover hidden agendas. Unofficial power centers are established.  The princes’ teams reflect their antagonism.    They focus on the faults of the other team and the hidden meanings behind looks, words and deeds.  They score trivia points by publicizing the other faction’s setbacks or their own minor victories.
• Innocent bystanders aren’t safe.  Neutral parties are inevitably drawn into choosing sides. Tension and terror activate childhood coping strategies.  Everyone watches their words more carefully than their productivity.
• Bad apples suck up to each prince looking for protection and power.  Slackers try to turn their protector against managers who pressure them to be more productive.
• Previously productive people become double agents or assassins.  Even within teams, suspicion prevents aligned, concerted effort.
• Clients are ignored or entangled in alliances.

Positioning wars are even more debilitating if the princes had previously been able to work together effectively.  Most people don’t adapt effectively to the dramatic change in environment.  They’re blindsided, feel victimized and waste time bemoaning their undeserved fate.

Competition stimulates creative juices and inspires outstanding achievement.  But cut-throat, internal war inevitably scorches the land.  If you’re still the king, act decisively to aminimize destruction from the princes’ fighting.

Positioning wars create the same symptoms. Performance decreases.  Behavior sinks to the lowest level tolerated.  Narcissists, incompetent, lazy, gossip, back-stabbing, manipulation, hostility, crankiness, meeting sabotage, negativity, relentless criticism, whining, complaining, cliques, turf control, toxic feuds, harassment, bullying and abuse thrive.  Power hungry bullies take power.

Don’t waste your valuable people time on slackers.  You won’t make things better being a peacemaker.

Begging, bribery, endless praise, appeasement, endless ‘second chances,’ unconditional love and the Golden Rule usually encourage more harassment, bullying and abuse.  Stop emotional bullies and stop bullying.

High standards protect everyone from unprofessional behavior.  You can learn to eliminate the high cost of low attitudes, behavior and performance.

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

Don’t Stress Out Trying to Motivate Slackers

You’ve heard it a hundred times, “A great manager can motivate anyone.” Hogwash.

The fact is some slackers simply don’t care and are beyond motivation.  And it’s a waste of your limited time and energy to keep trying.  If you’re sick and tired and stressed out because you’ve accepted responsibility for motivating slackers, prepare for the inevitable effects of continued frustration and emotional pain.  You’ll be exhausted, burn out and get physically ill.

Unfortunately, managers often find themselves pressured to motivate everyone.  And both they and their bosses may see these managers as failures when they can’t pull it off.  It’s time to give them a break.

To read the rest of this article from the Business First of Louisville, see: Don’t stress out trying to motivate slackers http://www.bizjournals.com/louisville/stories/2007/05/28/editorial3.html

Many slackers are like teenagers who don’t want to take out the trash or clean their rooms.  They pretend they’re not responsible or don’t know how.  They act as if there’s a debate going on between them and their managers, and they don’t have to do the work unless they like the bribe.  Slackers are sneaky, manipulative bullies.

Motivating your employees is an important part of being a good manger.  It’s also important to recognize the ones who can’t be motivated, so you don’t waste time trying to do the undoable.

If they’re not performing, let them know immediately and link consequences and rewards to performance.  You can’t make them happy enough to work hard.  If they don’t respond to praise or fear with increased productivity, let them look for a job where they’ll be appreciated for slacking.  Or, maybe, a termination will change their slacker attitude.

You’re not looking for people who require constant motivation and micromanagement.  You’re looking for people who come to you inspired and eager to face challenges, who take responsibility and who succeed.

Keeping a slacker forces good performers to pick up that slack.  You’re simply spreading the stress around so you don’t have to bear the whole burden.  That’s a poor reward for a good performer.  It’s as if you’re saying, “I can count on you so I’m going to give you a bonus of extra work.  We’re going to continue paying that underperforming slacker while you carry their slack in addition to the two jobs you already do.”

The most dismal cases are in organizations that promote slackers to management or allow slacking managers to stay.  That spreads slacking over a wider territory.

In the real world it’s everyone’s job, including a president or CEO, to motivate his supervisors that he’s worth keeping.  Why should it be up to your managers to motivate the slackers on your payroll?  Slackers should be working hard to motivate you to keep them.

Slackers create the same symptoms.  Performance decreases.  Behavior sinks to the lowest level tolerated.  Narcissists, incompetent, lazy, gossip, back-stabbing, manipulation, hostility, crankiness, meeting sabotage, negativity, relentless criticism, whining, complaining, cliques, turf control, toxic feuds, harassment, bullying and abuse thrive.  Power hungry bullies take power.

Don’t waste your valuable people time on slackers.  You won’t make things better being a peacemaker.  Begging, bribery, endless praise, appeasement, endless ‘second chances,’ unconditional love and the Golden Rule usually encourage more harassment, bullying and abuse.  Stop emotional bullies and stop bullying.

High standards protect everyone from unprofessional behavior.  You can learn to eliminate the high cost of low attitudes, behavior and performance.

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

Office Moms, Slobs, Princesses Stir up Distracting Soap Opera

You’ve seen the sign, or some variation of it: “Clean up your mess.  Your mom doesn’t work here.”  It’s an obvious reminder to the slobs among us that they’re a real problem. But there’s a flip side to this problem: the office “mom” – male or female – who cleans up after the slobs.  That may sound like a good thing, but office moms create their own set of problems.

Office moms come in two flavors; those who clean up the physical debris left by others and “e-moms” who try to clean up other people’s emotional garbage.

To read the rest of this article from the Cincinnati Business Journal, see: Office moms, slobs, princesses stir up distracting soap opera http://www.bizjournals.com/cincinnati/stories/2007/06/25/smallb5.html

There are people who leave physical messes and people who leave emotional messes like hot-tempered, hostile staff no one wants to tangle with and bosses who want go-fers to take care of their personal, menial chores.

The fact is some people are lazy, uncaring and irresponsible.  They act like overgrown children or arrogant princes/princesses expecting to be waited on.  You have to decide which values matter most.  Is it leaving people alone, because of politeness or fear, or setting and enforcing communal standards of behavior, despite resistance?

If you ignore slobs, resentment will grow among staffers who get stuck cleaning up other people’s messes.  Weak staff will also want slob privileges.  Resentment will destroy productivity.

Volunteer office moms clean up other people’s physical messes.  Acting out of courtesy or martyrdom, office moms appear to be benevolent.  But even if they’re happy cleaning up after others, there’s an insidious side effect that can cost more than the immediate benefits.

When someone caters to grown “children,” the latter tend to remain children.  Lack of responsibility about break rooms usually leads to lack of responsibility about team effort.  It spreads to messy, worthless paperwork and incomplete projects.

The most insidious and destructive side of the slob-mom equation are people who dump emotional garbage around the office (e-slobs) and their partners, e-moms, who listen sympathetically and try to clean up the messes.  E-slobs continually vent their hurt, frustration, complaining and criticism.  They want support for personal agendas.

One variant of e-slobs are bosses who want emotional voids filled by endless praise and unconditional love.  They often create loyalty tests for you to prove your love.  For example, they’ll demand that you miss important family events in order to wait on them over trivial matters.

E-moms encourage melodrama and make feelings more important than productivity.

Of course, you want your staff to care about one another, but e-moms and e-slobs take a tremendous toll on overall productivity.  You need to intervene quickly if you have a slob team.

E-moms, e-slobs and princesses create the same symptoms.  Performance decreases.  Behavior sinks to the lowest level tolerated.  Narcissists, incompetent, lazy, gossip, back-stabbing, manipulation, hostility, crankiness, meeting sabotage, negativity, relentless criticism, whining, complaining, cliques, turf control, toxic feuds, harassment, bullying and abuse thrive.  Power hungry bullies take power.

Don’t be a slob or dependent boss who needs an office mom.  Don’t look for a warm, soft, friendly shoulder on which to cry at work.  And don’t waste work time on melodrama.  Handle your feelings on your own time.

On the flip side; don’t be an office mom.  You won’t make things better being a peacemaker.  Begging, bribery, endless praise, appeasement, endless ‘second chances,’ unconditional love and the Golden Rule usually encourage more harassment, bullying and abuse.  Stop emotional bullies and stop bullying.

Work is about work, not soap opera.  Stick to that agenda and you’ll be better off.

High standards protect everyone from unprofessional behavior.  You can learn to eliminate the high cost of low attitudes, behavior and performance.

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

Bosses who avoid conflict create a big mess

You probably don’t want an angry, confrontational, bullying boss.  But, do you want the other extreme – a conflict-avoidant boss? I vote, “No.”  Conflict-avoidant bosses create breeding grounds for passive-aggressive employees and self-appointed tyrants.

For example, Helen’s boss is nice and sweet.  And that’s her problem.

To read the rest of this article from the Austin Business Journal, see: Bosses who avoid conflict create a big mess http://www.bizjournals.com/austin/stories/2007/07/23/smallb3.html

Larry is always thoughtful and considerate.  He tries to agree with everyone.  Although he inspects each employee’s results and asks penetrating questions, he won’t tell them what they must do.  If two of his staff disagrees, he won’t intervene and make a decision, or force them to resolve the issue.

Helen has frequent and critical deadlines, but in order to do her job she needs information supplied by Lindsay, another employee in Larry’s department.  Lindsay says she’s too busy to give Helen the necessary information within the agreed-upon timelines.

Helen asks and asks but nothing seems to work.  She tries begging, twisting Lindsay’s arm and even explaining her predicament at team meetings.  She tries every communication and management technique her friends and human resource professionals suggest.  Lindsay simply goes on her merry way and stonewalls Helen.  She’s a sneaky bully.

In public, Lindsay always agrees to do that part of her job but then simply ignores the commitment.  In private she says Helen’s not important enough.  She doesn’t like Helen and she’s going to sabotage her.  In one-to-one meetings with Larry, she undercuts Helen’s needs, communication skills and performance.

Larry says he can’t do anything.  If he tried to force Lindsay, it’d create conflict – and he doesn’t want confrontation.  Larry is so sweet and nice.

Larry avoids conflict with Lindsay but creates conflict with Helen.  He’s upset with not getting what he needs from Helen but not upset enough to break the deadlock.  He’s more afraid of Lindsay than he is of Helen.  Lindsay knows she’s secure.  She has no pressure to serve Helen and no consequences for resisting.

There are numerous variations on this theme but they all lead to the same symptoms.  Performance decreases.  Behavior sinks to the lowest level tolerated.  Narcissisism, incompetence, laziness, gossip, back-stabbing, manipulation, hostility, crankiness, meeting sabotage, negativity, relentless criticism, whining, complaining, cliques, turf control, toxic feuds, harassment, bullying and abuse thrive.  Power hungry bullies take power.

Absentee bosses – whether they’re waiting for retirement, have distracting personal concerns, are mentally tuned out or are cowards – create sanctuaries for unprofessional behavior.  When there’s a vacuum of authority, the most aggressive, ruthless and controlling people are drawn in to fill it.  It’s like the worst behavior of children coming out when their teacher leaves them alone for the day.

Conflict-avoidant bosses don’t implement decisions necessary for overall productivity because they won’t face resistant people and get them to do what’s necessary.

If you avoid facing someone who’s unhappy, you’re abdicating your responsibility as a leader.  You’ll probably live to regret the pain caused by abandoning your duty.  Your good employees certainly will regret it.

High standards protect everyone from unprofessional behavior.  You can learn to eliminate the high cost of low attitudes, behavior and performance.

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

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.

How to Know if You're Bullied and Abused

Many coaching clients call me saying, “Since he didn’t beat me physically, I didn’t realize I was being bullied and abused.  At least, not until I read your articles.  Is it too late for me?  Can you help me?”  Of course, since you’ve made it this far, it’s not too late, although it may take a lot of effort. But let’s look at what’s behind the idea that we don’t know if we’re being bullied and abused unless we’re being physically beaten.

Using some typical early warning signs, we might recognize controlling husbands or wives even if they don’t hit:

1. He changed from charming to controlling, sometimes step by step.
2. They make the rules; they control everything.  You feel emotionally blackmailed, intimidated and drained.
3. Their standards rule – your “no” isn’t accepted as “no.”
4. They isolate you.
5. They control you with their disapproval, name-calling, putdowns, demeaning, blame, shame and guilt-trips.
6. They don’t take your kindness, compassion and sympathy as a reason to stop.  They take your passivity as an invitation to bully you more.

It’s the same at work, at school and in romance.

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 you along.
3. They think they don’t have anything to learn.
4. They’re more important than you are.
5. They think their rules should rule.
6. Everyone is a pawn in their game.
7. They think their excuses should excuse them.

Indeed, many women allow themselves to be bullied repeatedly because they don’t recognize and label the control and abuse as “bullying.”

The underlying problem for people who don’t know if they’re being bullied or abused is that when we use a definition or standard that’s on the outside of us the definition doesn’t include all situations or the standards aren’t relevant to us or we’re never certain if our judgment is accurate.  Using an arbitrary, external standard is like using a quick quiz of twenty questions in a magazine to see if we’re bullied, abused, in love, truly compatible, a good person, likely to succeed…or anything else.  External standards aren’t the right place to look.

The hidden assumptions behind that way of thinking are that:

1. Outside standards and definitions are crucial.  We depend on other people, maybe so-called experts, to tell us what’s right and normal and true.
2. We can’t act until we’re sure that we or they are in some category as defined by those external standards.  That is, unless we’re sure the other person is a bully we’re not allowed to act.  Or we can’t act until we’ve tried everything to help them change.  Or until we’re sure it’s not our fault, we don’t deserve the treatment, it’s his fault and we’re victims we shouldn’t act.

Both of those assumptions are wrong.  Yet both of those assumptions are why people allow themselves to stay in very painful situations year after year, even as their self-confidence and self-esteem diminish.

A better test To decide whether we should act or not, instead of the external standards and definitions, use an internal test.  We can simply ask ourselves, “Am I in pain?  Do I want to be treated this way?”

Notice that these questions are about us; about how much things hurt, about our desire to get away from the pain, about what we’ll allow in our personal space.  We don’t need some external standards of right or wrong, normal or abnormal.  We don’t need the self-doubt, self-questioning and negative self-talk that come from asking questions like, “Is it my fault?  What have I done wrong?  Do I deserve this?  Is this the way it’s supposed to be?”

Simply start by saying, “Ouch.  Cut it out.  Act better or you’re gone.  I don’t care what your reasons, justifications or excuses are; act nicer or I’m gone.”

Then, we become the standard.  If we’re being taunted, teased, harassed, bullied and abused verbally, mentally and emotionally, and we don’t like it, that’s more than enough reason to get away.  It’s that simple.  We create distance, not because of some external standards, but because we want to.  That’s more than enough reason.

Every one of the people who wrote or called for coaching was immediately able to answer the questions about how the treatment felt.  When they recognized and accepted their pain as important and sufficient, they wanted to resist.  They immediately were angry and determined to get away.  Their spirits rose.  They felt strong and courageous.  Good for them.

When they learned effective skills and techniques, they could resist successfully.  Since all tactics are situational and the abuse has usually gone on for a long time, you’ll probably need expert coaching.  We’ll have to go into the details of specific situations in order to design tactics that fit you and the other people involved.

“How to Stop Bullies in Their Tracks” has many examples of adults in very difficult situations taking command of themselves and succeeding.  For personalized coaching call me at 877-8Bullies (877-828-5543).

Stop Bullies at Work: Control Freaks

Some control freaks at work are complete narcissists, others cover up major insecurities.  We can make lists of possible reasons that led someone to be a controlling adult – for example, genetics, they grew up with control freaks, they had no control when they were kids, their control when they were kids saved them, control assuages their terror of the unknown, control helps them succeed, they really are smarter and more competent than the rest of us, they want to feel like they’re smarter and more competent than the rest of us, or the feeling of righteousness is intoxicating. Of course even more reasons can be listed, but especially at work where our influence is small and temporary, our psychoanalysis of these abusive bullies rarely helps us change their behavior.  In the workplace, we suffer from the symptoms of their behavior, not the causes.

The real question at work is not why they act the way they do, but how to stop them.

The obvious controllers harass us overtly; their arrogant, narcissistic, nit-picking personalities oppress us continually.  Even if they don’t have power over us, they’ll be relentless.  But at least we can recognize the source of our pain and we can focus on creating tactics that get them off our backs.

The most difficult control freaks to stop are the sneaky, manipulative, covert bullies.  They use a style in which:

• They make what seem to be innocuous suggestions for our best interests.
• Their understated certainty is overwhelming.
• They always know better ways to do everything even if they suggest them quietly.
• They’re so enthusiastic that our hesitations are swept away.
• Their feelings are the center of attention and who can resist helping them.
• They subtly increase our self-doubt and decrease our confidence and self-esteem so we’ll take their direction.
• Their reasons, excuses and rules are quietly but firmly presented with better logic and more certainty than we can articulate.  Our resistance seems petty, ludicrous and selfish.

In order to succeed at work, we need to take charge some of the time.  Control freaks need to be in charge all the time over everything.  They’d rather dominate than have relationships that bring out the greatest in everyone.

The reason I focus on the symptoms you need to deal with, instead of the psychological causes is that no presentation to the control-freak of why they use their controlling style/personality and no attempts to beg, bribe or assuage their fears ever changes their behavior.  The beginning of all change for control freaks is when their controlling strategy no longer works.

No one strategy stops control freaks.  The creation of a successful tactical plan depends on the people, the style of the controller, the situation and the power dynamics.  But there are a few guidelines.

• Since control freaks want to take over everything, don’t ever give ground.  You’re trying to convince them never to try to control you, but instead to go control other people.
• Don’t argue or debate what’s best.  If you use their suggestions don’t ever acknowledge their guidance.  If they know that you accepted their input, even if they made it in a suggestive way, that opening will encourage them to push your boundaries consistently and relentlessly.  Go your own way and live with the consequences.
• Shine a light on their bullying tactics and the damage it causes to productivity and teamwork.  Never focus on your feelings.
• Don’t get sucked into becoming their confident or therapist.  Your narcissism in thinking that you can help them will be your downfall.
• Ignore your self-bullying; that little voice that doesn’t like you, that tells you that the control-freak might be right.  If you don’t trust your own guts you’ll get sucked in, just like you would into a black hole.

Assume that you can’t therapeutize or rehabilitate them.  You’re never going to change them.  They’re bullying, control freaks.  Get the coaching you need to get them away from you as fast as you can.  You don’t need their direction.  You’re simply trying to keep them from taking over team meetings and stifling input from other people.

Control freaks at home rarely change for any length of time.  After their bullying is confronted, they may promise to do better, but their good behavior will last only for a while.  They’ll revert or get sneakier about exerting their control.  While you can bring continual pressure to bear on your boyfriend or girlfriend, husband or wife, parents or children, or friends, real change is in the bully’s hands.  Change typically requires bullies to face the loss of what they value most.  Do they value you and the children more, or will they cling to their personal style as their identity forever?

7 Signs of narcissistic control-freaks

Narcissistic control-freaks rule!  They think. Some narcissistic personalities are so over the top that it’s easy to detect them.  You’ll follow your gut reaction and get away as fast as you can.

But watch out.  If you’re not careful, stealthy narcissists will take over your life – at home, in relationships, at work.  Are you sure you can detect the stealthy ones?

Seven warning signs of bullying, controlling narcissists are:

1. They think they know best about everything.  They know what’s best for you; just ask them.  They give you advice and make your life miserable if you don’t do what they say.  They point out all your mistakes and failings.  They’re spouses, relatives or friends who could direct your life better than you can.  They’re yelling, threatening, demeaning bosses.  Their absolute certainty seduces you into self-doubt and self-bullying.  You become unsure of your own judgment and wisdom so you might as well follow theirs.
2. Their excitement is contagious and sweeps you along.  Whether it’s for a new product, career, love interest or activity, it’s the best and greatest – even if it’s the opposite of what they thought 10 minutes ago.  You should jump on board if you know what’s good for you.
3. They think they don’t have anything to learn.  They’re new employees or interns who know everything and don’t need to learn from people who are already doing their jobs well.  They’re nit-picking, micro-managers.  They’re children or teenagers who won’t practice or learn, who won’t do anything the way other people say is best.  They insist on doing it their way, even though they fail repeatedly.  They won’t listen; especially when they’re failing.
4. They’re more important than you are.  Actually, they’re more important than the rest of the world.  Their feelings are so intense that you’re too polite or afraid to upset them by trying to make your feelings or opinions matter.  Their feelings get hurt easily and are powerful justifications for anger, retaliation and revenge.  Their jealousies, issues and concerns (not yours) become the focus of all interactions.  Their desires – for promotions, toys they want, relationships they want, enemies they want to get – are the most important things and they’re entitled to get what they want.  They’re controlling, stealth-bullying husbands.  Your time – actually, your whole life – should be devoted to their needs (wants, whims).
5. Everyone is a pawn in their game.  You have value only as long as you can help them or worship them.  They’re selfish, arrogant, demanding teenagers, spouses or dates who think they should be catered to or waited on.  Anyone who doesn’t help or who gets in the way becomes the enemy.  You’re afraid that if you disagree or distance yourself, they’ll strike back at you.
6. Their excuses, excuse.  Their reasons are always correct and are enough to justify what they do.  If you don’t agree, you simply don’t understand or you’re evil.  Their jealousies, anger and hatred are not bad characteristics – like other people’s jealousy, anger and hatred.  Self-deluded narcissists (aren’t they all, by definition) think they’re merely feeling, thinking and doing what any normal person would feel, think and do.  They’re saints in their own minds.  You’d better agree or else.
7. Their rules, rule.  They know how the world should be and how people should act.  They’re allowed to do anything they want – to take, attack or strike back in any way they want – but everyone else should be bound by their rules.  If your feelings are hurt by what they’ve said or done, it’s your fault and your problem.  They are virtuous and righteous.  They’re great debaters or they simply talk so loud and long that you give in.

In order to thrive, we all need some of these characteristics some of the time.  Narcissists have them all and they won’t give them up.  They’d rather dominate than succeed or have relationships that bring out the greatest in everyone.

Take a look at yourself: What attracts you to someone who is sure they’re important, they’re right and your life would be better if you do what they say or if you serve them?

Kind-hearted therapy-junkies in families or in the workplace think they can convert these selfish, self-absorbed bullies by loving them enough, by appeasing them or by educating them.  Forget it.

You’re never going to change them.  They’re bullying, control-freaks.  Get the coaching you need to get away as fast as you can.  You don’t need their direction.  Don’t ask for or even allow them to give their opinions.  Make your own mistakes and create your own successes.

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

As I show in my books and CDs of case studies, “How to Stop Bullies in their Tracks,” “Bullies Below the Radar” and “Parenting Bully-Proof Kids,” bullies, including narcissistic personalities, are not all the same, but their patterns of behavior, their tactics, are the same.  That’s why we can find methods to stop most of them.  If we don’t stop bullies, they’ll think we’re easy prey.  Like sharks, they’ll just go after us more.

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?