Don't let bullies create a hostile workplace

Work bullies can ruin a culture, destroy productivity and make your life – and the lives of everyone else they target – miserable. And it’s not just bullying bosses who are the problem.  Co-workers and employees also use bullying behavior that creates a hostile workplace.

Excluding lethal weapons, here are the top dozen techniques bullies use to ruin a workplace.

To read the rest of this article from the Dallas Business Journal, see: Don’t let bullies create a hostile workplace http://www.bizjournals.com/dallas/stories/2008/06/09/smallb3.html

Most bullies use combinations of these methods.  The relentless application of these harassing, abusive techniques reinforces humiliation, pain and fear.  Cliques and mobs rapidly form. Bullying can make the targets feel helpless and situations seem hopeless.

These methods cause increased hostility, tension, selfishness, turf wars, sick leave, stress-related disabilities, turn over and legal actions.  People become isolated, do busy work with no important results and waste huge chunks of time talking about the latest episodes of bullying.

Effort is diffused instead of aligned.  Teamwork, productivity, responsibility, efficiency, creativity and taking reasonable risks are decreased.  Promotions are based on sucking up to the most difficult and nasty people, not on merit.  The best people leave as soon as they can.

Your operational system may look wonderful on paper, but the wrong people in the wrong culture can always find ways to thwart it.  Your pipeline leaks money and profits plummet.

A common mistake in dealing with repeated bullying is to spend much too much time and effort trying to educate, explain, understand, accept, forgive, beg, bribe, ignore, reason with or appease them.  These approaches won’t convert dedicated bullies into reasonable, civil and professional people. These approaches only stop people who aren’t really bullies, but have behaved badly one time.

During the time well-meaning or conflict-avoidant supervisors, human resource and civil rights professionals are trying these techniques to educate or rehabilitate bullies, they’re actually victimizing everyone else in the organization.  The monetary and emotional cost of tolerating or enabling bullies can be astronomical.

Determined bullies don’t take your understanding and acquiescing as kindness. They take your giving in as weakness and an invitation to abuse you more.  Bullies bully repeatedly and without real remorse.  They might appear to apologize sincerely, but you should accept only behavioral change, not good acting.

The best way to stop a bully is to stand up to them.  Expose and isolate them.  Or catch them doing something outrageous or illegal in front of witnesses.  Stopping them and having serious consequences for repetitions are also the greatest stimuli for change.

Learn what you can do to eliminate the high cost of hostile 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.

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.”