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.

Leaders Who Ignore the Human Element Will Fail

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Now his superiors say:

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

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

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

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

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

Stop Bullies Who Know-It-All about Cancer

Our beloved four-year-old granddaughter has cancer. She finished surgery and is in radiation-chemotherapy mode.  They say there’s a good chance she’ll live long and prosper.  We grasp that life preserver and try not to cry all the time while we go about fulfilling other responsibilities. Thank you for that gasp and intake of breath.

All the staff at Children’s Hospital were wonderful.  All the families we met there were also kind, considerate, caring and thoughtful.  Disease and death are great levelers – we’re all there because were attached to a kid in trouble.

Almost all our family and friends are also wonderful.  We show up with food, holiday presents for all the kids, baby sitting, prayers, gasps, tears and arms-around sharing of pain and hope.

And then there are the very few know-it-all bullies and the vicious self-bullying that I want to talk about.

A few of the bullying categories are:

1. The religious missionaries. Their theme was that this happened to us because we didn’t belong to the right church or pray to the right God.  Or we carried some hidden sin that we’re being punished for or past-life karma is finally being manifest or bad genes are carried in the family.  And our granddaughter will be saved only if we convert to their correct way.
2. The health missionaries. Their theme is exactly the same in form, but different in content, as the religious missionaries.  This happened because we weren’t pure enough – bad water, not completely organic produce, not pure enough vegetarian or vegan, not enough cleansing of toxins, not pure enough affirmations or thought.  We all know there are some cancers and diseases that are made worse by bad living – smoking, drugs, alcohol, living next door to a leaky nuclear plant – but this is not one of those cases.
3. The political missionaries. Their theme is that the cause of her cancer is global, warming or cooling or environmental pollution, acid rain, fluoride in the water, America as a greedy, decadent, selfish, bad country.
4. The narcissistic, demanding, pushy, abusive, advice-giving missionaries. They give advice as if they know the absolute truth and no one else does.  They’re self-appointed critics who know what we should have done and what treatment we should select.  Often, they once knew someone who had a different cancer but they can predict, on the basis of their wisdom, what will happen in our granddaughter’s case.  They’re righteous in working out their issues and therapy on our bodies.  As if they’re important, not our granddaughter.  Or they’re intrusive strangers focused on their issues, causes and cures.  They think their feelings are important and we must do what they want or else their feelings will be hurt.  They’re throwing more temper tantrums than a four year-old.  As if I should care about their feelings during this time.
5. The emotionless professional bullies. They think emotion is a sign of weakness and maybe they’re upset by public displays.  Especially at work, they’ll look down on you if you cry or they’ll find a reason to get you transferred or fired.  They think robots are better than people.

All these missionaries sound alike, except the fault they focus on is a little different.  Whether their God is out there or their God is in their logic and reasoning, they’re convinced they’re right and they’re fervent and righteous about it.  Because they’re right and righteous, they think they can ignore or trample your feelings.  They think they know what’s best.

Of course, I can see that all these people have reasons, excuses, justifications – they want to help, they’re scared, in our diverse society they don’t know what’s proper, they’re simply awkward in how they try to comfort us, etc.

I don’t care about their problems and issues.  They’re adults.  They should have already learned to be gracious.  I care more about the family  going through it.

Never argue with missionaries and self-appointed critics.  It’s a waste of your time and energy.  You’ll never change their minds. They’re only trying to convert you –they know what’s right.

Some of us might say, “Stop it!” or “C’mon man!” Others will try to teach politely and graciously.  Still others will never talk to them again.

In all cases, we’re not waiting for them to become enlightened and nice.  We’re weeding through all these people and deciding who we’ll keep on our Isle of Song and who’ll be voted off or who must be kept for a while because they’re our workplace bosses.

And, of course, self-bullying kicks in.  It’s all too easy to feel blame, shame and guilt.

1. Should we have observed something wrong sooner?  Could we have been more perfect?  What bad parents they were.  What bad grandparents we are.  It’s our fault.
2. We should have cared more and been more careful.
3. Do we carry a bad genetic seed?
4. What if we’re wrong about the treatment we choose?  We can’t be sure.

None of this is useful.  Sure, there will be genetic testing, but all the rest of those thoughts are simply us making ourselves ride an emotional roller coaster; sometimes at the heights, sometimes in the pits, always being flung around and bruised.  Obsession, self-flagellation, negativity, depression, and loss of confidence and self-esteem don’t help.

What really matters is carrying on the best we can.  And ignoring the bullies or throwing them off our Isle.

You’ll find many examples of these types of bullies in “How to Stop Bullies in Their Tracks,” available fastest from this web site.

Is it Normal for Kids to Bully?

At every presentation for teachers wanting to stop school bullying, I get asked, “Is bullying normal?” When I look at child development, I see that we’re born demanding.  We must demand that our parents feed and change us when we want, not merely when they feel like getting around to it, not at their convenience or pleasure.  As babies, the more strong and tough, the more determined and persevering we are, the better our chances of getting what we need. Therefore, drive, determination, will and perseverance are normal. Asserting our needs and fighting for ourselves are normal.  Grit – perseverance, endurance and resolve – is normal.  All these are normal and desirable qualities.

I think of drive, determination, will and grit as part of our engines.  Without strong engines we’ll never get anywhere.  With strong engines, we have a chance of making wonderful lives.

As we grow, our parents are supposed to teach us how to get what we want or need using methods other than bullying or abuse; using peaceful methods that are more considerate of other people.  Indeed, most of us do learn to ask nice and to use the magic words (“please,” “thank you”).

As we grow, our parents are supposed to keep reminding us to think about how little Johnny or Jane feel when we don’t share or when we take their toys or when we whack them physically or verbally.  And eventually, especially when we feel the pain of being harassed, bullied and abused ourselves, we understand how the other person feels when we bully them.  And we stop bullying in order to get what we want.

If these methods are reinforced and rewarded at home – if we see compassion, empathy and negotiation successfully used within our families, successfully used by our families when dealing with outsiders like clerks, cops and strangers, successfully used on the streets by our peers and their parents – we’re likely to learn these techniques.

But we, individually and as a society, do not admire drive, determination, will and grit without limits.  We do not admire barbarians.  We don’t want to raise brutes, thugs and bullies who grab whatever they want and crush everyone in the way.

We will not take our freedom by subjugating or enslaving other people.  We do not admire bullies or tyrants.  We know that if we teach only drive, determination, will and grit, if we preach only Darwinian Survival of the Mightiest we are in danger of creating barbarians.

Therefore, it’s also normal in our society for us to learn not to use harassment, threats, bullying and abuse to get what we want. Compassion, concern, caring, empathy and respect are normal in our society; they’re part of our steering wheels.  We, individually and as a society, value these qualities.

Children are born with drive, determination, will and grit; we teach them compassion, concern, caring, empathy and respect.  A car with a strong engine but a lousy steering wheel will take us no where good.  Examples of societies that lack a good steering wheel are obvious; our own failures are glaring.

At the same time, we do not admire compassion, concern, caring and empathy without limits.  People with these qualities, but with no drive, determination, will and grit won’t survive in the real-world.  They’ll be too weak, afraid and dependent.  Typically, they’ll lack confidence and have low self-esteem but have a veneer of self-righteousness, arrogance and entitlement.

We don’t want our children to become adults dependent on handouts from us or a “Big Brother” government.  We don’t want them to become so dependent on comforts, self-indulgence and entitlements that they won’t fight for their national, political or individual liberty.  We certainly don’t want our kids to become weak, wimpy citizens still sponging off us as adults because the world is too harsh, cruel or difficulty for them.

We want bullies to have more compassion, concern, caring, empathy and respect for their targets.

We want our children to have more drive, determination, will, grit and skill so they’ll be strong and smart enough to stop bullies.  And we want the responsible adults to protect them.  We don’t want to subject our children to continued bullying because we’re overwhelmed with sympathy for the bullies who we assume must be bullied at home and on the street.

Personally I want to make sure my children and grandchildren have wonderful engines.  Then I’ll teach good steering wheels.  And I look at each and ask, “What does that person need more of?”

To function most effectively, we need both strong engines and good steering wheels.  We need the cluster of drive, determination, will and grit, and we also need the cluster of compassion, concern, caring, empathy and respect.

There are many examples of children and adults stopping bullies in “How to Stop Bullies in Their Tracks” and “Parenting Bully-Proof Kids.”  Or call me for coaching at 877-8BULLIES (877-828-5543).