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.

Stop Bullying Diet Saboteurs

Sue Shellenbarger’s article in the Wall Street Journal, “Colleagues Who Can Make You Fat,” focuses on people at work who try to sabotage coworkers’ diets.  People reported that colleagues and bosses made them uncomfortable admitting they were on a diet 23% of the time. In contrast, dieters said they were uncomfortable admitting that they were dieting to people in personal life – friends, relatives and spouses – 63% of the time.  That is, there are almost three times as many diet saboteurs among those who are closest to us.

What’s wrong with this picture?

Diet saboteurs use many techniques.  They:

• Tease, taunt and mock.
• Criticize, pressure and manipulate.
• Gleefully predict failure.
• Get upset because we’re spurning their offerings of fatty, starchy, sugary, calorie-loaded food.
• Lecture that we’re harming our body by dieting.

The article says that these saboteurs usually mean well.  I disagree. When diet saboteurs continue harassing and abusing us relentlessly, they don’t mean well.  They’re narcissistic bullies who have their own agenda that they think is more important than ours.  They’re righteous. They know better and they’re out to change us – usually by beating us into submission.

Typically, they try to sabotage our diets because:

• They may feel abandoned because we no longer eat the same food with them.
• They may be striking back because they take our change as a put down of their old habits.
• They may feel jealous that they’re not losing weight.
• They may see our being thinner as a threat.
• They may simply not like us and are finding another reason, excuse or justification to mock, ridicule, or put us down.

Who cares what their reasons are?  Understanding their reasons won’t help us stop them.  After the first time we’ve asked them to stop, their reasons for continuing now become excuses and justifications for continued harassment, abuse and bullying.  Bullies always find excuses to continue inflicting pain.

What’s wrong with this picture?

1. People who are closest to us – toxic spouses, family, friends – are the most relentless saboteurs.  Things are not as we would wish. Notice that I didn’t say, “Things are not as they should be.”  Things are as they are.  That’s not what’s wrong with this picture.
2. What’s wrong with this picture is that people feel uncomfortable and that feeling keeps them from doing what they need to.  Their discomfort is their excuse to become victims.

As William Boast said, “It’s important that people know what you stand for.  It’s equally important that they know what you won’t stand for.”

Don’t debate or argue with their justifications.  Don’t accept apologies unless their behavior changes.  They won’t change their behavior; they won’t give up their desire for domination and control.  Instead, stop bullies or get them off our Isle of Song.

These bullying spouses, family members and friends are telling us to examine what kind of behavior we will and won’t allow around us and our families.

To have the wonderful lives we want, we must stop bullying behavior in our personal spaces.  We wouldn’t allow family members to push an alcoholic to have “just one drink” and we wouldn’t allow family abusers or perverts access to our children.  The need to stop diet saboteurs is no different.

Of course, we can start resisting gently by asking them, one-to-one in private, to stop. Or we could ignore it or laugh it off in public.  Those approaches become tests of them.  Do they stop or do they identify themselves as bullies?

We know what doesn’t stop bullies: ignoring, minimizing, conflict-avoidance, begging, bribery, defeatism, forgiveness, appeasement, understanding, unconditional love, the Golden Rule.  Relentless bullies misunderstand our kindness. They take our “rising above” as weakness and, like sharks or hyenas, they’re encouraged to attack us more.

Their relentless attacks force us to confront the central issue: which is more important; good behavior or bad blood?  And when they continue their abuse, bullies force us into an all-or-none choice.  Are we willing to defend the behavior we need to have, even if it breaks the old family dynamic, the code of silence that enables the nastiest spouse or relatives to continue getting away with their abuse for the sake of, “family?”

That choice thrusts us into the second stage of maturity – we’re called upon to decide, as independent adults, what behavior we will or won’t allow into our lives, no matter what the relationship is called.  We’re called upon to have more confidence and self-esteem.

For some examples, see the case studies in “Bullies Below the Radar: How to Wise Up, Stand Up and Stay Up,” “How to Stop Bullies in Their Tracks” and “Parenting Bully-Proof Kids,” available fastest from this web site.

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

Promoting a 'Drama Queen' is guaranteed to create chaos

‘Drama Queens’ and their male counterparts may look like they’re responding quickly – rallying the troops, taking charge and solving problems.  But they cause more chaos at work and create more fallout than the problems they’re reacting to.  Don’t be fooled by their high energy and don’t promote them.  Drama Queens come in many forms.  For example: To learn to recognize and stop them, read more.

To read the rest of this article from the Houston Business Journal, see: Promoting a ‘Drama Queen’ is guaranteed to create chaos http://www.bizjournals.com/houston/stories/2010/01/25/smallb3.html

Although they come in many forms, Drama Queens share some common traits.  They:

• Act as if drama is more important than results or that they believe that drama is necessary to get results.  They suck everyone dry of emotional energy.
• Seem strong and forceful, and are perfectionistic, nit-picking, control freaks.
• Over-react as if everything is a matter of life and death.  They jump to conclusions and blow up.  They’re super-intense, angry, hostile and emotional, instead of thoughtful.
• Want all hands on deck and devoted to the latest emergency.  Nothing else matters.
• Are vindictive blamers.  They take everything personally and remember forever.
• Think that spewing of emotions reveals the “real” person.  They’re uncomfortable with coworkers they see as expressionless.  To Drama Queens, loud emotions show strength; calm people are wimps.

They use their strong emotions and manipulations to get what they want.  Sometimes they’re overt bullies while other times they use sneaky, covert bullying tactics.

Our language has many expressions for the perspective necessary for judicious action: ‘Don’t make a mountain out of a molehill; don’t throw the baby out with the bathwater; don’t try to kill mosquitoes with a bazooka; don’t jump to conclusions; don’t promote a Drama Queen.’

There are ways you can eliminate the high cost of a Drama Queen’s bullying and low attitudes.

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

"Nice Girls" Can’t Stop Bullies

Almost every one of the women who’ve interviewed me on radio or TV admitted that they were raised to be “nice girls.”  Their mothers had taught them that the most important value was to be nice, polite and sweet at all times.  They should ignore or rise above bullies; feel sorry for how empty and insecure bullies must feel; how horrible bullies’ family lives must be.  Nice girls should try to understand those mean girls, to forgive them and to tolerate their nasty, insulting, abusive behavior. Nice girls should be sweet and kindly in all situations; not be disagreeable, not make scenes, not lower themselves to the level of the mean girls by pushing back verbally or physically.  Nice girls were raised to believe that the virtues of loving compassion and sympathy were their own rewards and would also, eventually, stop bullying.  Nice girls were to live by the Golden Rule.  Being a virtuous martyr was preferable to acting “not-nice.”

As a result, when these nice girls became adults, they had trouble protecting themselves from bullies.

Many had married nice guys so they didn’t have to worry about bullying at home.  But they didn’t know how to stop bullies at work, especially stealthy, covert, sneaky female bullies.  They didn’t know how to teach their children to stop bullies at school.  They didn’t know how to protect themselves from manipulative, abusive, controlling, narcissistic, nit-picking, negative, self-centered relatives, friends or neighbors.

And, in addition to the emotional scars and the feelings of helplessness and impotence in the face of the real world, they bore a measure of anger toward their mothers for not teaching them how to be effective as grown ups.

The start of their change was to openly admit that, in this area, their mothers were wrong.

Their experience had taught them that they needed to feel stronger in the face of bullies, to learn to act more effectively now and to teach better skills to their children.

They had to decide which values were more important than being nice. They had to adopt a new hierarchy of values to reflect what they’d learned.  They had to discard their childhood rules and roles, and adopt new ones as adults.  Once they made the decision to determine their own values, they felt a surge of power, confidence and self-esteem.

At first they thought that they needed at least two hierarchies of priorities; one for their home life and one for the outside world.  This was abhorrent to many because it sounded like situational ethics.  But it wasn’t.  They would have the same ethical framework and merely different tactics that fit their different situations.

A general example of the new hierarchy they all adopted was that although being nice, sweet and agreeing with people might still be important, protecting themselves and their personal space was more important.  Being treated well was more important than keeping silent and not making a scene or not creating a confrontation.  Speaking up and keeping themselves and their families safe was more important.  They would not allow toxic waste on their “Isles of Song.”

Determination, will and perseverance were more important qualities than being nice.  These qualities gave them the power to take charge of their lives.  They didn’t have to be mean, but they did have to be strong, courageous and sometimes firm.  They were the ones who decided what they wanted and needed; what was right for them; what their standards were.  These decisions were not consensus votes affected by the desires and standards of other people.

Their tactics had to be situational.

In their personal family lives, where niceness was usually reciprocated, they could usually interact by kindly suggestion and often be very forgiving of some behaviors.  But with some relatives in their extended families, they had to be more direct and enforce more boundaries; no matter what other people thought was right or thought they should put up with because the bullies were “family.”

In most other situations – work, friends, their children’s schools – they had to overcome the idea that being open and firm automatically meant confrontation, which they’d been taught to avoid at all costs.  They had to learn how to speak clearly, disagree in a nice and firm way, and make things happen even if it made people uncomfortable; especially people who were abusive or slacking in their responsibility to protect their children.

The hardest skill for many of them to learn was how to isolate some bullies or to work behind the scenes to thwart covert attacks from sneaky, manipulative bullies.  But once they’d stopped thinking that being nice was the most important value, they were able to learn these skills. Expert coaching by phone or Skype helps.  We can design a plan that fits you and your situation.  And build your will and skill to carry it out effectively.

Stop Bullies: Make Some People Uncomfortable, Upset, Angry

Many children are raised with a set of rules such as: “Don’t make anyone uncomfortable.  Don’t hurt people’s feelings.  Don’t upset anyone.  Don’t be disagreeable.  Don’t argue.  Be polite.  Be nice.  Follow the Golden Rule.  Make everyone like you.”  But those are not effective rules for adults in the real-world. Of course, we know why we teach children those values.  Who wants to raise hostile, nasty, argumentative, vicious, abusive bullies?

I’m not encouraging bullies to be nastier.  I’m talking with nice, decent adults who are being harassed, tormented, controlled, abused and bullied, and yet who hesitate to speak up or to protect and defend themselves effectively because they don’t want to break those childhood rules.

Mary is a typical example.  She held her tongue in public when her toxic mother abused her.  She held her tongue when relatives criticized, mocked and demeaned her.  She held her tongue when friends told her what she should do to be the good friend they wanted.

She held her tongue but she built up huge resentment that eventually exploded.

With friends and a few relatives, either she’d get in a fight so she could be righteously angry, blame them and never talk to them again or she’d nurse a cold fury until she felt justified in simply cutting them off completely without explanation.

With her parents, she’d explode and tell them off.  Then she’d feel guilty for being so mean and she’d come back groveling and apologizing.  Nevertheless, she still felt she was the one who’d been wronged and she resented the price her toxic parents made her pay for forgiving her outburst.

With strangers, she sat quietly and never shared what she thought or what she was interested in.  She didn’t want to make them uncomfortable and she was afraid of hurting their feelings or raising a subject that would be contentious.  Most people thought she wasn’t very bright.

Mary was also a master of self-bullying. She’d flagellate herself with self-doubt and self-questioning.  She’d obsess on every slight taken or given and always end up blaming herself.  And she’d judge herself as guilty, no matter what they’d done to her.  She was never perfect.  Her anxiety, stress and negative self-talk led to sleeplessness, loss of confidence and self-esteem, and to depression.

Mary had two underlying and interlocking problems:

1. The set of rules that made “not upsetting people” her most important value, no matter what.
2. Having only all-or-none responses of holding back totally or exploding.  In a sense, she could remain at zero mph or she could go 100 mph, but she didn’t know how to go 30-60 mph.

The solution to the first problem required that Mary examine, as an adult, the rules she’d accepted all-or-none when she was a child.  Children do think in black-or-white but adults have more experience and wisdom.  Mary could see the kernel of value in her old rules, even though her parents had used them to control her all her life.

But as an adult, she could see where those rules were insufficient and what changes were necessary:

• She felt the pain of all the times she’d made those rules the most important ones instead of protecting herself.  She could now see situations in which speaking up or pushing back verbally in order to defend herself were more important values.
• She could see the difference between people sharing their tastes and opinions, versus having an angry exchange with someone trying to convert her to their “absolutely right” way of seeing things.
• She could also see which subjects she simply didn’t want to discuss with which people.
• One of the most compelling moments was when she saw which people she did want to disagree with, whether or not they were uncomfortable or had hurt feelings, because to be “nice” to them would have violated her most important values.  In fact, she reached a point where making a few people, like her toxic mother, uncomfortable or angry was a sign that Mary was on the right track.

She changed her old, out-dated and ineffective beliefs to new, effective ones, encapsulated in the phrase, “Not hurting people’s feelings is a much lower priority than protecting myself or being myself.  I’ll speak what I think and say what I want in the nicest, firmest way and if they don’t like it, it’s their problem.  That way I’ll test whether I want to allow them to be on my Isle of Song.”

That simple change gave her a rush of peace, freedom and energy.  She felt powerful enough to create the life she wanted, which was more important that not making anyone uncomfortable.  She now had the will and determination to learn how to be skillful in protecting herself.

How she learned to respond clearly, simply, kindly and firmly from 30-60 mph will be the subject of another article.

Expert coaching by phone or Skype helps.  We can design a plan that fits you and your situation.  And build your will and skill to carry it out effectively.