When should you keep a curmudgeon?

The worst part of having a curmudgeon on your staff is that you may have to put up with him, at least temporarily, if he’s valuable to your organization.  But he has to be very valuable.  And “temporarily” is the key word. Imagine, for example, a senior manager who criticizes every idea and decision openly at meetings and also behind his boss’ back.  Sometimes, he simply rolls his eyes, snorts, drums his fingers or overtly uses his smart phone.  The major expression of his negativity is “harrumph.”

To read the rest of this article from the Memphis Business Journal, see: When should you keep a curmudgeon? http://www.bizjournals.com/memphis/stories/2007/02/05/smallb3.html

He’s worse than impersonal.  He’s an active curmudgeon.  He makes clear he won’t go to birthday parties and other celebrations because they’re a waste of time and he’s too busy.  Or he goes and grumbles audibly the whole time.  You can almost hear him saying, “Bah. Humbug.”

He always knows the “right” answer and thinks “discussions” are him expressing his opinion, followed by everyone else acting instantly on his plan.  He’s an expert at harassment, bullying and abuse of power.  If he’s entrenched in the organization, he’ll even criticize his boss publicly.

This curmudgeon’s actually pleased he has a reputation as a no-nonsense guy.  When employees leave his department, he’s sure they couldn’t stand his high standards, weren’t willing to work hard enough or didn’t have the brains to keep up with him.

The most devastating effect of allowing such bullies to stay is that your actual culture – not the politically correct statements you’ve posted on wall plaques – is exposed.  Around these cranky, negative, toxic people, performance decreases and behavior sinks to the lowest level tolerated.  Also, creativity is destroyed, morale plummets and turnover increases around him.  That may convince you to make a thoughtful decision about removing him.

Many experts tell you to get rid of the curmudgeon right away; it’s the people-oriented, moral thing to do.

Dealing with “special cases” I have a somewhat different view.  In some fields and with some tasks, you may decide to accept the behavior because he’s unique and successful.  Typically, those are the fields in which genius counts.  Some examples are: the arts and theatre, surgeons, researchers, inventors, programmers, architects and athletes.  Or a special case may be the owner’s mother or children.

If you want to retain other valuable managers and maintain a respectful culture for the rest of the organization, make clear to everyone, including the curmudgeon, your reasons for keeping him, the behavioral lines he can’t cross and your plans to minimize brain damage to the rest of the staff.  Otherwise you’ll simply allow him to victimize everyone.

As his boss, you’ll have to micromanage him.  The words “communicate better” don’t have any meaning to him.  He thinks he’s communicating just fine and doesn’t know or value any other way.  Use behaviorally specific cue cards, “Say this. Do that.”

Peers will often put up with a curmudgeon because they can minimize contact and laugh behind his back.

But if he’s your boss, decide whether to put up with his behavior cheerfully, try to get upper management to change the behavior, transfer or retire.  Don’t endure behavior you can’t live with cheerfully.  Life is too short.

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.

Don't let turf controllers undercut authority behind the scenes

We all know micro-managers who need to back off.  But just as often, I see employees who refuse to accept accountability and supervision.  They want absolute control of their turf and will resist, sabotage and badmouth any supervisor who wants to integrate them into an effective team. For example, Rita, a high-ranking professional, goes over Tom, her direct supervisor, to complain to a senior manager that Tom is micromanaging and wasting her time, so she can’t complete her tasks.  Rita also complains that Tom doesn’t inform her of meetings, springs deadlines on her without warning and talks down to her.

To read the rest of this article from the Memphis Business Journal, see: Don’t let turf controllers undercut authority behind the scenes http://www.bizjournals.com/memphis/stories/2008/09/29/smallb2.html

We found that Rita simply didn’t want any oversight.  There were records of calls and e-mails documenting timely announcements of meetings, requests for her to attend meetings, and clarity in expressing tasks and timelines that she pretended she didn’t know about.  She also hadn’t return calls so she could say later that she misunderstood assignments and timelines, had good-sounding excuses to avoid meetings where she’d have to report progress and had never brought her issues to Tom.  Instead, she had badmouthed him behind his back to other managers and employees.

She sabotaged, harassed, bullied and abused him behind his back.  She tried to form a clique to disparage and undermine him with her constant negativity.

What could Tom do?

• Realize he was in a battle with a person who was out to be her own boss by undercutting his authority.  Every attempt he’d made to accommodate Rita was met with more demands from her to be in total control of her own work.  She didn’t want to report to him or the team.  He’ll never make her happy.
• Document every request to her and every action plan developed by the team.
• Shine a light on her bullying behavior to the team and especially to the senior manager.
• Express his dissatisfaction with Rita’s performance and behavior in writing in order to counterbalance her complaints.
• Ask the senior manager not to listen to Rita in secret, but to bounce her complaints back to him or to hold meetings with both Rita and Tom together to discuss both their complaints.and-say-no/

What should the senior manager do?

Call Ben to learn what you can do to eliminate the high cost of turf controllers’ low attitudes.  All tactics are situational.  Expert coaching and consulting can help you create and implement a plan that fits you and your organization.

Don't let continually cranky co-workers ruin your day

Friendly, upbeat, helpful co-workers can ease the burden of difficult, stressful projects.  But what can you do about chronically cranky co-workers who make you wish for a snow day or a hurricane? Joe is one of these toxic bullies. He’s the scourge of his office.  It’s hard to tell if he’s unaware of his co-workers’ dismay when they see him or if he enjoys inflicting pain and abuse, and getting his way because they’re afraid of him.  He’s always negative, always angry, always complaining.  He rants about “stupid” co-workers who’ve offended him.  He vents about the “idiots” who run the company and the country.  In any season, the weather’s always rotten.  He “bah, humbugs” any warmth offered him.  He’ll never be satisfied.

To read the rest of this article from the Orlando Business Journal, see: Don’t let continually cranky co-workers ruin your day

Faced with a chronically cranky co-worker, most people try to minimize the pain by:

• Avoiding them. We tip-toe around or duck and hide when we sense the first signs that a Cranky Joe is around.
• Ignoring them. We hope they’ll stop because they aren’t getting the attention or control they crave.
• Begging, bribing and appeasing them. We’re sweet, nice and accommodating. We bring them baked goods in hopes they’ll like us and stop acting like spoiled brats.
• Crying to release our hurt and frustration.
• Making psychoanalytical excuses for them so we can rise above their level – anything to avoid confronting them.

Unfortunately, these tactics rarely work.  However, there are many tactics you can use to eliminate the high cost of his bullying and low attitudes.

I avoid in-depth psychoanalysis of continually cranky co-workers.  I assume they know the carnage they cause around them.  For them, education is rarely the answer.  The answer is simply stopping them.

Of course, it’s much harder to deal with a cranky boss.  Or to look in the mirror and realize that people run for cover when you come over to vent.

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

The Will to Stop Bullies, Stop Bullying

Everyone has moments that matter: moments when our life can go in either direction; moments when we can choose the strength to soar to heaven or the weakness to fall into hell.  You know, those moments in which everything gets absolutely quiet and the air seems to pulse and throb with the power and weight of a choice that will change our life.  What will we do?  Which path will we choose?  What will our life become? All bullies, all targets and all witnesses have those moments when the rest of their lives hang in the balance.  Will they stop bullying?  Will they stop being victims of bullies or of their own self-bullying?  Will they give up in defeat and despair or will they forge ahead, no matter the consequences?

These are the moments when, if we have the “Will,” we can will ourselves into wonderful futures.

Charles M. Blow reminded me of the moments of truth that I’ve seen in the lives of all the bullies and also all the targets I’ve known.  He wrote a wonderful, deep, heart-felt column in the New York Times, “The Bleakness of the Bullied.”

He describes his own experience when he was eight, the subject of “relentless teasing and bullying from all directions – classmates as well as extended family.”  In a pit of despair, he contemplated suicide, only to be heartened when a song, often sung by his mother, leapt to his mind, “Precious Lord, Take My Hand.”

He knew he had “to be brave and patient, that this was not to be my last night.”

Notice the “Will.” Charles was not going to be a victim any more.  Somehow he’d resist, he’d grow, he’d survive and thrive.

Every target of bullying I’ve ever coached had a similar moment in their childhood or in our work together: A moment when they faced the bleakness of a future of continuing to be a victim or, alternatively, the brightness of standing up and fighting back in some way.  In that moment, they each responded to that choice with a great surge of Will, power and energy.  They fanned the spark in their heart into a fierce flame that warmed, strengthened and sustained them.

Once their Will took over their actions, despite a little anxiety, the rest was straightforward.

They would not give in to bullies, predators and abusers.  They would not give in to their self-bullying, negative self-talk, anxiety, stress, fear, panic and despair.  They would not succumb to self-doubt.  They would not let their self-confidence and self-esteem be eroded or destroyed.  They would not be defeated.

They would keep that flame alive by daring to protect and defend themselves; by taking the risk of creating a brilliant and wonderful future for themselves, no matter the opinions of their oppressors or the cost to the old, destructive patterns they had been mired in or the people they were related to.

In “Parenting Bully-Proof Kids,” available fastest from this web site, you can read about the moment I had.

Their action plans were different depending on their circumstances but they had the same Will and they learned the same skills.

I’ve seen the same moment of truth with bullies.

One former bully told me of a moment when he was about nine and was the biggest, toughest angriest kid in his class.  He had thought he was simply doing what he had to do to make his place in the world.  Then, a principal hauled him into his office, sat him down and told him, in so many words, that he was a bully and he had to stop or he’d be thrown out of school.  He was too vicious, nasty and brutal to be allowed to continue harassing and tormenting the kids he was victimizing.

The boy was stunned.  He’d never thought of himself as a bully, as vicious and nasty.  And he certainly didn’t want to be thrown out of school.  In that moment his heart broke open and he vowed never to be a bully again, even if he was the biggest kid in the room.

That principal was great because he confronted the situation and acted firmly and effectively, even though the boy’s response might have been dangerous for his career.  He was not a cowardly, do-nothing principal.

Why was that bully seeing me?  He wanted to learn skills to negotiate his adult life without reverting to bullying in order to get his way.  He didn’t want to be a bullying spouse, co-worker or boss.   He didn’t want to be a bullying parent.

What has been your experience?

In all cases, success requires two things of us:

1. The Will – determination, strength, courage and perseverance – grit.
2. The skills to succeed.

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.

What to do if you're stuck with bully for boss

What do you do if you end up with the boss from hell? Someone like Char – critical and nasty to everyone, an equal opportunity bully.  She shot down whoever got in her sights.  But she never went after people face-to-face.  So, no one had the opportunity to question her or to present their side to her as she was making her attacks.

Anyone who missed a meeting, no matter the reason, could count on being raked over the coals.  She’d point out all their mistakes and lack of effort, and suggest that the “offending” party probably won’t last until the next meeting.  The public humiliation in absentia was crushing.

Nothing anyone did was ever good enough for Char.  She could make everyone feel small and incompetent; much like when they were bludgeoned by their parents’ sarcasm and abuse.

To read the rest of this article from the Denver Business Journal, see: What to do if you’re stuck with bully for boss http://www.bizjournals.com/denver/stories/2010/09/13/smallb1.html

In general, my advice to people who find themselves with controlling, bullying bosses and no way of changing miserable situations is: “Get a life away from work hell!”  The continued abuse will destroy you.  The longer you endure bullying, the more your confidence and self-esteem will be beaten down.  Eventually your spirit will shrivel up and you’ll feel too damaged to leave.

The better your performance results are, the easier it will be for you to find a different company to work for.  But don’t act too hastily. Being without a job is its own form of hell.

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

Vote Selfish, Narcissistic, Insensitive People off Your Isle of Song

Sometimes things are very clear and straightforward even though carrying them out may be difficult.  But that’s a lot better than not being clear. Rabindranath Tagore, Nobel Prize winning poet, said, “Create an isle of song in a sea of shouts.”  This vision provides clarity about the direction we want our lives – situation after situation. But the process varies with the specifics of our individual situations.

We can begin by protecting the ecology of our Isle of Song.  Just as we wouldn’t allow toxic dumpers, we won’t allow people to trash our Isle in any way.

Therefore, we clear the bullies from our lives and we create space for the right people to come in.  The reality shows also say the same thing, although not so poetically.  “Vote selfish, narcissistic, insensitive, nasty, abusive people off your island.”

Who do we allow on our Isle? People we want close to us and who behave the way we need.

Who do we vote off our Isle? Remove anyone who won’t behave according to our standards.  I don’t mean only bullying spouses.  Our lives become much better when we use this general rule in all situations – with our toxic parents, relatives, adult children, friends, co-workers, bosses.

Physical violence is obvious, so our response is usually emphatic; “Go away!”  But the more covert, manipulative, sneaky, control-freaks are harder to detect.  Nevertheless, the same rule applies.  Test people’s behavior.  If they don’t stop bullying, vote them off our Isle.  Good behavior counts more than bad blood.

Covert, stealthy bullies always try to ram their agendas down our throats – with a smile, a laugh, a good excuse.  They say, “I know better, I’m right, I’m justified.”  Don’t pay much attention to the specifics of each excuse.  Instead, watch for the pattern of who they think is in charge and who casts the determining vote.  If they always want control, we know what we’re up against and we know we must vote them off our Isle.  Begging, bribery, appeasement, understanding, forgiveness, unconditional love and the Golden Rule won’t stop them.

They aren’t friends or even acquaintances, although we can be polite and firm while we’re setting our boundaries.

But what can we do about bad blood if we still feel the need to see those people sometimes? One couple I coached created a wonderful image.  They needed to protect both the physical and the emotional ecology of their Isle from a very toxic adult daughter.  In non-technical terms, the daughter was “crazy.”

She could be sweet one moment, but the next, for no apparent reason, she’d blow up and throw an explosive, attacking, vicious temper tantrum.  She’d loudly curse and blame her parents for how bad she felt or what had happened to her.  It was all their fault, she’d yell, because they wouldn’t do exactly what she wanted them to do, every moment, even if her feelings or what she wanted changed in an instant.  In her rage, she’d even try to hit them.

The parents couldn’t trust their daughter.  Actually, they could trust that almost every time they saw her, the daughter would repeat a life-long pattern without warning or provocation.

The parents felt that they had to protect themselves and their much younger children from the older daughter, but they still felt bound to see the “crazy” daughter sometimes.

The image that worked for them was to imagine a long boardwalk from their Isle of Song leading out to a McDonald’s surrounded by a huge barbed-wire fence.  They could tolerate meeting her out there to have a burger once every three-four months.  But at the first signs of a blow up, they’d leave the McDonald’s, close the gate and their crazy daughter was stuck out there.  She could never get to their Isle and trash it with her emotional garbage.  And they’d never allow her to move back home.

That way, the parents could satisfy both values of seeing their daughter and of protecting the rest of the family.  They removed the interaction from their Isle both physically and emotionally.  That solution fit them.

We may be targets but we’re not victims! There are many situations in which we can fairly easily vote someone off our Isle and never interact with them again.  First dates are a good example.

There are also many situations in which we feel stuck by circumstances and choose to use the long boardwalk method to protect our mental, emotional and spiritual well-being.  We decide to interact with the bullies physically once in a while but we’ll protect ourselves.  We’ll always have a way home that we control.

Also, we’ll maintain an emotional distance.  We won’t take what they say or do personally.  We may be unable to stop them from trashing the ocean far away or trashing their own Isle, but we won’t let them trash our emotional Isle.

Some of these situations might be when we decide to care for bullying, nasty elderly relatives or we choose to continue trying to straighten out a child who isn’t old enough to throw out or we accept a rotten boss in a job we can’t or don’t want to leave or we choose to keep living next to jerk-y neighbors or our child may stay in a school that has a special program even though the officials tolerate bullying.

Again, it’s our choice depending on the circumstance and what we want to do.

The key step in these situations is internal: to keep a spark alive in our hearts.  We know that we’re choosing to endure the pollution and noise for a finite time, but that in the end, we’ll get free and vote those people off our Isles of Song.

We can’t allow the worst of ourselves to trash our own Isle. That image can make clear the next steps in our personal development.

We live up to the standards required for anyone to be allowed to stay on our Isle. We develop strength, courage, determination, perseverance – grit.  We vote the selfish, narcissistic, insensitive parts of us off our Isle until those parts develop better ways of getting the wonderful things and feelings we want in our lives.  We become worthy of our own Isle.

Often that requires expert coaching to replace old, out-dated beliefs, attitudes, feelings and habits with new ones appropriate to our Isle.  With expert coaching and consulting, we can learn to command ourselves.  We can overcome the voices of our fears and self-bullying.

Maturation: Overcome Fear of Bullying Parents

Many people still feel like children when their parents boss, belittle, criticize, demean, blame, shame, bully, abuse and guilt-trip them.  The now-adult children still feel afraid, just like they did years ago. Angry, hostile, harassing, taunting parents still elicit the most primitive responses from their adult children – fight, flight or freeze.

How can these adult children free themselves from uncivil, impolite, nasty, manipulative or toxic parents who trample their boundaries?

The first step is always inner change.

Grown children need to mature into adults; to free ourselves from our childhood rules expectations and roles, from our fears and guilts.  In many ways it’s like shedding our old skin and growing one that fits better, or going into a cocoon and emerging as a butterfly.  It’s also just as natural.

We must make up our adult minds and hearts about what we will allow in our personal space.  Will we allow anyone to treat us like a child or simply treat us badly, or will be allow only our parents?  If our answer is “yes,” then we’ll probably be bullied, abused and terrorized by toxic parents for the rest of our lives.

That is a life choice many people make.  If we make it as an adult, not only as a beaten and submissive child, then it’s our choice and we get to live with it.

Many cultures consider that duty, obligation, respect and catering to parents – even vicious, abusive, bullies – as the most important duty of a good child.  It’s often called “filial piety.”  The principle is that we owe them our lives and must pay that debt as long as we live.  If we’re lucky, our children will pay their debt to us in the same way.  Some cultures have been organized around filial piety for thousands of years; it works and is self perpetuating.

However, the negative, bullying, abusive self-talk can corrode our spirit, sap our strength, ruin our focus and destroy our courage.  Looking at ourselves with demanding, toxic parents’ hostile eyes and talking to ourselves with their critical, perfectionistic, never-pleased voices can be demoralizing and debilitating.  Constant repetition of all our imperfections, mistakes, faults, failures and character flaws can lead us down a path toward isolation, depression and suicide.  Don’t go there.

In many ways, the Enlightenment in the West broke with that old tradition of filial piety championed a new way of being in the world.

As adults, we have the freedom and responsibility to make a different choice.  We have the moral right, permission and strength to stand against our parents and other people’s commandments.  We may and can and must choose for ourselves.

We can choose not to look over our shoulders and bow to our ancestors in fear and obedience.  Instead we can look ahead to our descendents with hope.  We can focus on taking care of our physical and spiritual children more than our parents.

The old way was to ask authorities, ask “What’s right?”  Now, we say, “That’s for us to decide.  We will follow the call of our Spirit, not the roles, beliefs and ideas we accepted when we were children.”  Of course, the Enlightenment’s way has its own downsides, but I’d rather have its upsides.

Maturing requires us to stand our Spirit’s ground, especially with our parents and extended family.  The longer we endure what we think of as mistreatment, the more our Spirits will shrivel and die, day-by-day. We must say some form of, “I love you but I’ll allow you in my space only if you treat me like I want to be treated, like you’d treat a person whose affections you’re trying to win.  I’m an adult; treat me nicely, kindly, respectfully and with fear that you might anger me.”

Often, we hold back because of our fears – fear of offending a moral code, fear of the condemnation of the “elders,” fear that we must think they’re evil, fear of saying the wrong thing, fear of going too far, fear of our bullying parent’s power and retaliation, fear of being on our own emotionally even if we’re already married and have our own children.  We hold back because of the Golden Rule.  We hold back because we accept their excuses and justifications.

If we hold back, their bullying and abuse will continue and escalate.  If we still try to beg, bribe, please and appease them in order to get them to treat us decently, they’ll keep thinking they’re right and safe in continuing to beat us into submission.  We’ll get what we’re willing to tolerate.

Instead, break the game.  We don’t have to be perfect before they have to change how they act.  We’re not mature until we simply tell them what we want and have rewards if they’re nice and consequences if they continue abusing us.

Many people think that before they act they should do psychoanalysis until their fear is gone.  That’s a seductive trap, especially because it means they don’t have to act.  That way makes us think we’re weak and cowardly – it fills us with anxiety, stress and self-recrimination; we lose confidence and self-esteem; we’re more easily subject to physical ailments; we isolate ourselves and become depressed.

Speaking up and acting to make our words real is the way of courage; it builds strength, confidence and power.  Those fine qualities are developed only by overcoming fear and strong challenges.  Don’t wait until we’re “ready” to act in a way that’s perfect.  Act now; act next time.  We don’t have to be perfect the first time. If we go too far or not far enough, accept no blame, shame or guilt.  Simply adjust so we get closer to the way we want next time…and the time after…and the time after.  There will be more “time after’s.”

Some parents will finally see the consequences of losing contact with us; they’ll change their behavior.  Some won’t.  They also have free will and choice.

We’re not mature until we make an adult decision about what we’ll allow in our personal space and then back up that decision with rewards and consequences.

Of course the predicament is the same for parents with abusive children, or even worse since the children can deny their parents contact with the grandchildren

Remember, all tactics depend on the situation – the people and the circumstances.  We must plan tactics that are appropriate to us and to the situation.  With expert coaching and consulting, we can become strong and skilled enough to overcome our fears and hesitations, and parents who won’t treat us right.

“How to Stop Bullies in Their Tracks” contains the case studies of Carrie, Kathy, Doug, Jake and Ralph taking charge of themselves and stopping bullying parents and extended family members.  For more personalized coaching call me at 877-8Bullies (877-828-5543).

Stop Sneaky Bullies' Traps, Hidden Agendas

One of the favorite tactics of sneaky, stealth bullies is to set traps for you.  When you fall into their snare, they’re gleefully smug, “Gotcha!  See, I told you!”  Their hidden agenda is to prove you’re wrong, dumb and bad and they’re right, smart and good.  They’re not interested in truth or equal relationships; they’re interested in putting you down and dragging themselves up. For example Micky and Donald comment in the blog post, “Repeated Bullying Tolerated by School Officials,” (http://www.bulliesbegoneblog.com/2008/03/24/repeated-bullying-tolerated-by-school-officials/) “Just out of curiosity are you a single parent?”  I don’t know them and their hidden agendas, but I’ll use their comments because their typical of that type of stealth bully.  They never ask, “Just out of curiosity.”  They’re always setting traps and they always have hidden agendas.

They’re waiting to pounce with, “I told you so!  You’re over-reacting because you’re a single parent.  Normal people wouldn’t make such a big deal out of their daughter being tormented, bullied and abused.”  They think the bullying behavior was mild or negligible or normal and that we should ignore it, which to me means that they’re just like the school officials who ignore the torment, harassment, bullying and abuse.

But they won’t be straightforward and declare their opinion.  They won’t get into a discussion in which they might be proven wrong and have to change their ideas.  For example, they won’t say that they believe you’re over-reacting because you’re a too-sensitive, single parent or because your mommy and daddy were bad to you or because you’re afraid of the dark.  That’s too open for them and doesn’t have the payoff they want.

Instead, because they’re sneaky, manipulative, controlling bullies, they’ll simply, almost innocently ask a leading question, “Are you a single parent?” or “Were your mommy and daddy were bad to you?” or “Are you afraid of the dark?”

They’re hoping you’ll say “Yes.”  Then they can sneer and pounce – “See.  I’m right.  You’re merely over-reacting because mommy and daddy were bad to you” or “You’re only over reacting because you’re a foolish single parent.”

They feel safe and smug.  Since they didn’t declare their opinions openly, if you say No” to those questions, they won’t have to admit that their theories or opinions were wrong.  They won’t have to change their beliefs.  Their harassment, bullying and abuse won’t stop.  They’ll simply move on and try to lead you into another trap.

If you want or have to keep dealing with these covert manipulators, maybe because one is your boss or spouse and you’re not ready to leave yet, some tactics to try are:

• Pin them down to expressing an opinion before you answer the question.  You might ask directly, “What’s your point about whether I’m a single parent?  Tell me directly what you think.”  Or, “What’s your point about whether or not mommy and daddy were bad to me years ago?  Tell me directly what you think.”

Be persevering.  Wait for an answer.  Then follow-up with a statement about their belief and whether your evidence will change their opinions.  “So you think I’m overreacting because I’m a single parent?  So if I’m married, will you change your opinion and will you accept that I’m not overreacting?”  Or, “So you think that people get upset about bullying because their mommies and daddies were bad to them?  So if my mommy and daddy were good to me, will you change your opinion and will you accept that I’m not overreacting?”

• Laugh at the hidden connection.  “That’s really silly to think that only single-parents get upset when heir children are bullied.  You sound like a person who thinks bullying is fine.”
• Simply ignore the question.  You don’t have to answer every question that someone asks you.
• Reverse the question onto them.  “Oh, so you think we should ignore the pain inflicted on that defenseless target.  Were you a bully when you were younger?  Were you bullied when you were younger?  Were you afraid to fight back?”
• Laugh at the entrapment.  “Oh, you really got me with that question.  You look smug, superior and righteous.  As if that means you’re smart and right.  How childish and silly to play that game at your age.”

Challenge your date, partner or spouse to stop tripping you up or putting you down, or vote them off your life if they keep trying to:

• Trap you to prove you’re dumb, silly, wrong or bad.
• Further hidden agendas to put them in charge of all decisions.
• Convince you that you’re too sensitive and that their sense of humor is fine.
• Convince you that they don’t have to stop being nasty because once you were nasty to them.

Better than cluttering your space with stealth bullies is to clear your life space so someone good can come into it.  If you don’t, the constant putdowns and “Gotchas” will undermine your confidence and self-esteem, and lead to negative self-talk, self-doubt, anxiety and depression.  It’ll stimulate your own self-bullying patterns and make you weak, immobile and easy prey.

See, for example, the case study of false friend Helen trying to destroy Tammy’s success with her diet in “How to Stop Bullies in Their Tracks”  Or Grace dealing with her husband in “Bullies Below the Radar: How to Wise Up, Stand Up and Stay Up,” available fastest through this web site.

Of course, you’ll need expert coaching to design an action plan that fits your specific situation.

Stop Boyfriend Bullies before Valentine's Day

Imagine that you have a new boyfriend who seems wonderful and you’re looking forward to a romantic Valentine’s Day.  But in your past relationships you were harassed, bullied, controlled and abused.  You finally realize you have a tendency to pick the wrong guys.  What should you look for with this new one and what should you do if you see any warning signs? Step back and take a look at how he treats people now.  Don’t listen to any of his reasons, explanations or excuses.  Look only at his actions.  Everyone can blow up once a year under extreme pressure, so count how often he behaves that way.  Look for patterns.

Test him now … before it’s too late.

Does he harass, bully, abuse or control you?

1. Does he push boundaries, argue endlessly and withhold approval and love if you don’t do exactly what he wants?
2. Does he make the rules and control everything – what you do, where you go, who spends the money and what it’s spent on?  Does he think that his sense of timing and rules of proper conduct are the right ones?
3. Do his standards rule?  Is your “no” not accepted as “no?”  Is he always right and you’re always wrong?  Is sex always when and what he wants and for his pleasure?  Is his sense of humor always right?  Does he say that he’s not abusing you, you’re merely too sensitive?  Do your issues get dealt with or are his more important so he can ignore your concerns or wishes?
4. Does he control you with negativity, disapproval, name-calling, demeaning putdowns, blame and guilt?  For example, no matter what you do, are you wrong or not good enough?  Does he cut you down in subtle ways and claim that he’s just kidding?  Or does he control you with his hyper-sensitive, hurt feelings and threats to commit suicide?
5. Are you afraid you’ll trigger a violent rage?  For example, do you walk on eggshells?  Does he intimidate you with words and weapons?  Does he threaten you, your children, your pets or your favorite things?
6. Are you told that you’re to blame if he’s angry?  Do you feel emotionally blackmailed, intimidated and drained?  In this relationship, has your self-doubt increased, while your self-confidence and self-esteem decreased?
7. Does he isolate you?  Are you allowed to see your friends or your family, go to school or even work?  Does he force you to work because he needs your money?  Are you told that you’re incompetent, helpless and would be alone without them him?
8. Does he need your money to make his business schemes work?  Does he have a pattern of not keeping jobs, even though he blames his lack of success on other people or bad luck?  Is he looking for someone to support him like he thinks he deserves?

If you answered yes to most (or even any of these questions), pull out a piece of paper and write, in big capital letters, “Bully” and “Control-Freak” and “Abuser.”  Now you know what you’re dealing with.  Post these signs on your mirror, car, computer and work space.  Put them in your purse.

When you protest, does he promise to stop?

1. Whatever his reasons, if he isn’t convincing when he says he’s sorry, run away real fast.
2. After he promises to stop, does treat you nice for a while before the next incident?

Remember, apologies, excuses, reasons and justifications count only one time.  After that, only actions count.

While bullies are courting you, until he gets you, he’ll treat you the best he’ll ever treat you.  For bullies, it’s all downhill after he thinks he’s got you. How does he treat other people like: 

1. Servers – waiters and waitresses, clerks at the movies and retail stores, people who work for airlines.  Does he harass, bully and abuse them?  Does he try to get something for free?
2. Supervisees, coworkers and vendors.  Does he think they’re stupid, incompetent and lazy?   Does he jerk them around?  Does he retaliate viciously if he feels offended?
3. Acquaintances and friends?  Does he keep them only if he’s the boss or center of attention?  Does he have friends who have lasted?   Are the relationships brutal or are they like those you’d like between equals?
4. His former girlfriends or ex-wives.  What would they say about those relationships?  Does he claim all those women were bad or rotten?  Did he retaliate in the end?
5. His parents and siblings?  Does he abuse them because they deserve it, or has he simply walked away because they’re impossible to have a good relationship with?

Don’t think you’re unique, different and safe; don’t think that he’ll never treat you that way.  That’s magical thinking.  A person who has mastered harassment, bullying, controlling and abusing these people, especially the helpless servers, supervisees and vendors will eventually get around to you.

What does he wish he could do to those other people?

1. Does he wish he could have had the strength, courage and opportunity to retaliate without bad consequences to himself?
2. Is he itching to take his anger or rage out on someone else (like, maybe you)?

He probably will do those things to you once he thinks you’re under his thumb – after you’re married, have children, or become dependent on his approval, permission or money.

Ignore your overwhelming feelings of true love.  Don’t waste your life trying to fix him.  Get rid of him now before it’s too late; before you live together, or he slowly gets you to give him control.  He’s only a boyfriend.  Find a better one to have all those feelings of true love with.

See the case studies of Brandi and Lucy in “How to Stop Bullies in Their Tracks.”

You’ll need an expert coach to develop specific tactics to get away while keeping your money, car, home, family, friends and job.

Spend this Valentine’s Day alone and work with your therapist or coach to prepare for a loving Valentine’s Day next year.

Of course, women harass, bully, control and abuse men just as much in their own ways, but that will be the subject of a different article.

Top 10 ways bullies disrupt meetings

For years I’ve watched bullies disrupt professional meetings and create hostile workplaces.  It’s bad enough when team members dominate meetings, but it’s always worse if it’s the boss who’s a control freak. Here are the top 10 tactics I’ve seen them use.  What situations and actions irritate and frustrate you most?

These methods are even worse when they’re repeatedly used.  But of course, that’s a sign of bullying behavior; bullies don’t change.  My top 10 are:

1. Unprepared and latecomers – especially when they make a loud entrance.
2. Interrupters – they may be show-offs or clowns; they may interrupt vocally or by eating and drinking loudly or they may use their cell phones, Blackberrys or computers.  They have the attention span of two year-olds.
3. Boring ramblers with their lengthy personal conversations or digressions.
4. Dominators and know-it-all authorities – their loudness, certainty and fast talk tend to shut other people down.
5. Naysayers – they are relentlessly negative and can put down and block every proposal; “There are problems, we tried that, nothing ever works except my ideas.”
6. Angry people who indulge in personal attacks and put-downs, belittling and bringing up old errors.  They’re often defensive but, after a while, who cares about their psychotherapy?
7. Nit-pickers, distracters and side trackers who are full of irrelevant facts.  They prevent progress by correcting or arguing over irrelevant details.  They may want to re-think every previous decision; they never take action.
8. Side conversation experts – their ideas, whims or self-important witticisms seem to them more important than the agenda.
9. Editorial comments – they may be verbal or non-verbal, including snorting, rolling eyes, drumming fingers, turning their chairs around, laughing sarcastically and barely audible disparaging or ridiculing remarks.
10. Passive-aggressive backstabbers – they keep quiet or even agree during meetings, but then disagree, complain or put down people after meetings.

We usually know how to resolve these problem behaviors, but most people don’t have the courage or the organization’s culture won’t allow you to act.

Often, the strong and clear voice of an outside consultant and coach can change these behaviors or empower managers and staff to remove these bullies.  I’ve often helped companies and even non-profits and government agencies create and maintain behavioral standards (team agreements, ground rules for professional behavior) that make meetings worthwhile and promote productivity.

The techniques are covered in the CD set, “Eliminate the High Cost of Low Attitudes,” and also in the book, “How to Stop Bullies in Their Tracks.”

Arrogant, Abusive and Disruptive -- and a Doctor

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

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

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

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

Do you have examples of your own?

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

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

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

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?

Stop the bully in the next cubicle

What do you do if the person in the next cubicle constantly gives you the silent treatment, glares, ignores your requests for information, makes belittling comments in meetings, puts you down in public, spreads false gossip about you, takes credit for what you did, accuses you falsely of making mistakes, tries to rally other people to be nasty to you and cuts you down to your manager? Even worse, what do you do if that’s your boss, and he also yells at you, makes personal and derogatory comments in front of the rest of the team, gives you unreasonable projects or deadlines so you’ll fail, evaluates you dishonestly and harshly, and is relentlessly critical?

Women, just as much as men, create hostile workplaces by verbal abuse and emotional intimidation.  They may even be more sneaky and manipulative.

What’s happened to you?  And what can you do?

In her column in the New York Times, “When the Bully Sits in the Next Cubicle,” and her blog post, “Have You Been Bullied at Work,” Tara Parker-Pope gives statistics for how prevalent these behaviors are.  Statistics are cold, but the individual pain of being treated this way is very hot.

I use the term “stealth bullies” for the subtle, sneaky, manipulative, critical, controlling workplace bullies who don’t use physical violence.  Most people at work let this behavior fly below their radar.  If we recognized and labeled these people as bullies, we’d be energized to resist.

Instead, many people take part of the blame and suffer in isolation.  They feel helpless and hopeless.

On an individual level, I think the first key to resisting is to recognize and label the actions as bullying so you’re galvanized to resist.  Then find allies and shine a light on it.  Think tactically and understand you’re in a war.  Because laws won’t help much, you’ll have to find other levers to exert pressure.

I don’t spend much time analyzing why bullies do it.  We know the major categories: personal dislikes, using brutality or someone’s back as a stepping stone, and ego stroking (“If I put you down, I’m one up).  You could probably reel off a few more.  In general, the approach of understanding doesn’t help.

I see hostile workplaces, verbal abuse and emotional intimidation not only in medical, legal and academic environments, but especially in government offices, non-profits and public service.  In those areas, people are often afraid of “confrontation” or of making “judgments” (someone is a bully).  In those areas, the typical culture thinks that the best way to stop bullying is to educate and rehabilitate bullies instead of simply stopping them first.  That’s like telling a battered wife (or husband) to endure the brutality while her husband gets therapy.

The purpose of most workplaces is not to be a therapeutic community for their workers.  Set high standards and enforce them at all levels.  But if the people at the top won’t dedicate themselves to stopping harassment and bullying, you won’t be able to stop it.  That’s like schools in which principals and teachers won’t stop bullying.

As a coach, consultant and speaker, I encourage people to fight to win.  The book, “How to Stop Bullies in Their Tracks” and the CD set, “Eliminate the High Cost of Low Attitudes,” can help but it’s crucial to design tactics for your specific needs and the situation.

But if you can’t win, don’t stay in a place where the powers are out to crush you mentally and emotionally, or where your spirit will be destroyed.

Stop verbal abuse by a know-it-all boss

Iris’s manager knows everything.  He bullies Iris and her co-workers by being right and righteous; he’s sarcastic and demeaning.  He destroys teamwork by his constant criticism.  There’s never a word of praise, only correction and put-downs delivered in a haughty voice.  Every sentence starts with an unspoken, “Well, stupid, you should know …” or an exasperated, “I’m so frustrated; you’re so incompetent.” He acts superior while he runs down each employee to the other managers or bigger bosses.  He lists their faults and every mistake they’ve ever made.  There’s never a word of praise for their many accomplishments.  He seems to enjoy making each critical, hostile remark.  He says that it’s for their own good; it’ll help them become perfect.

Iris feels chastised, like she’s a child being corrected by a harsh parent.  She’s worked at the company for 15 years; her boss for 5.

What do you think should she do about his bullying?

Iris’s manager’s style of leadership is like the statement attributed to Captain Bligh of the Bounty, “The beatings will continue until morale improves.”  His verbal abuse creates a hostile workplace and it destroys her confidence and self-esteem.  She wonders if there’s a kernel of truth in what he says.  She’s also afraid of protest because he is her boss and she should respect his position, confrontation is distasteful and she might lose her job.

Iris is in a tough spot.  Her boss is a well-known type.  First, he’s a know-it-all who enjoys putting down people.  Second, he’s also the town gossip, dishing the dirt on everybody.  Bullies like him rarely change because of pressure from below.  After all, he does know best.

Doesn’t he sound like some parents we all know who think that the best way to help their children is to pound them relentlessly and embarrass them in public?  Deep down, these merciless parents do feel self-satisfied and righteous. Know-it-all bullies and town-gossips sometimes change when there’s strong, consistent pressure from above.  The pressure must be coupled with, “Change or you’re gone.”  But Iris’s manager has made himself seem indispensible to the bigger bosses, so Iris will have some difficult choices:

• Be as straightforward as she can with the bigger boss, knowing that her manager will find out and try to get her fired.
• Go to the bigger boss with most of the team, in hopes that the weight of numbers will sway the bigger boss.
• Find a bigger boss that she thinks will act wisely and keep her from getting terminated.
• Transfer to another department or look for another job – which is hard since Iris’s been there 15 years.
• Take it as best she can until she retires.

Iris should realize that her manager will take whatever she does as mutiny and will try to strike back.  I’ve rarely seen know-it-alls and town-gossips change.  Iris’s in a tough fight.

Coaching and the book, “How to Stop Bullies in Their Tracks,” helped Iris see her boss as a bully.  She realized how skilled she was at work and that she could get other jobs.  She refused to waste 8 hours a day for the rest of her life in workplace-hell.  Her determination and courage soared.

She used the five-step process and decided to go to the big boss.  But the big boss only gave Iris a lecture on how valuable Iris’s manager was.  The big boss wouldn’t even let Iris make her case.

Two bullying bosses were two too many for Iris.  She resigned.  She was surprised when she rapidly received a number of better job offers.

Iris said that the big inspiration for her came when she had a name for what was happening – “bullying.”  That freed her from her self-imposed restraints.  She said that she felt the weight of the world lifted from her shoulders.  She now feels free and alive like she hasn’t for years.

I think that self-esteem begins with actions.  Strategic action (whether it works out the way we hope or not) increases confidence and self-esteem.  Iris got herself out of a situation that she couldn't change.

She was successful.  Notice I say that without any knowledge of the future – whether her new job will be better in the long run.  Success is measured by the right actions you take, not by how wonderful it works out each time.  In the long run, as you keep taking the right actions every day, you'll get more of the results you want.  And your personal and work space will have fewer bullies to bother you or waste your time.

"Mr. Negativity" proudly destroys teamwork

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

What can you do?

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

"How to Stop Bullies" book reviewed in Denver Business Journal

On January 25, 2008, the Denver Business Journal reviewed "How to Stop Bullies in Their Tracks."  Here's what they said in "Ben's book on bullying tells how to stop them." "Ben Leichtling, who writes the monthly 'The Human Element' column for the Denver Business Journal, has published 'How to Stop Bullies in Their Tracks' (www.BulliesBeGone.com, $19.95). He describes the book as '20 case studies of people who succeeded against controllers, critics, manipulators, emotional intimidators and self-bullying,' and it's a companion book to his earlier tome, 'Bullies Below the Radar.'

The book is loaded with real-life examples - including some from the workplace.

Since 1985, Leichtling has been a consultant, psychotherapist and life coach-advisor."

I'd add only that people are catching on to my tips because I get lots of comments like: That's why I could never make it work with my ex-wife or that's why I always lose my self-confidence when I'm with my boss or now I know what to do with my control-freak sister or I've stopped my hostile, manipulative teen.