Eliminate 'rattlesnakes' from office interactions

Do you carry a “rattlesnake” in your hand?  Was it thrown at you or did you grab it willingly?  Do you typically throw them at other people? The rattlesnake represents the responsibility to make something happen or to change in order to please somebody else.

To read the rest of this article from the Silicon Valley/San Jose Business Times, see: Eliminate ‘rattlesnakes’ from office interactions http://www.bizjournals.com/sanjose/stories/2005/10/03/smallb4.html

Some bosses hurl rattlesnakes downstream.  Some employees toss them upstream to make a supervisor responsible for satisfying them.

One problem is that people usually pretend there’s only one responsible party in any interaction, and they throw the rattlesnake at someone else in order to establish blame and responsibility.  On the other hand, some people gladly take all the rattlesnakes and let the other person off the hook – as if they feel guilty for any imperfection or they enjoy being martyrs.  Then they have the burden of coping with rattlesnakes forever because interactions continue escalating.

But, in most interactions, personal and business, there are usually many rattlesnakes.

For example, at a team meeting, Kathy got hurt and angry when Peter said he hadn’t gotten a necessary document from her.  She fought back tears, scowled, crossed her arms, clenched her fists and swiveled her chair so her back was to the group.  Peter said he was sorry – he hadn’t meant to imply that she was incompetent.

How many rattlesnakes were there and who had them?  See the original article for more information and assessment.

Another example: Ellen got straight to the point in her performance evaluation of Glenn – she was frustrated.  He was technically skilled but he resisted change and pushed back loudly and repeatedly in meetings about why the team couldn’t do what it needed to do.

Glenn told Ellen that he didn’t like her style of managing and evaluating.  He felt disrespected and threatened because she was brusque, and that’s why he got defensive.  Good management, he said, meant that Ellen should adjust her approach to the preferred styles of each individual in the group.

How many rattlesnakes were there and who had them?  See the original article for more information and assessment.

When it gets to the stage of anger, people focus on their emotions instead of the work that must be done.  Harassment, bullying and abuse inevitably follow.

You can start de-escalating by doing the natural things: Don’t throw rattlesnakes and if someone tries to hand you one, don’t take it.

Great leaders don’t allow rattlesnake-tossing contests; they’re just a waste of time and energy.

Often, people need coaching to help them overcome their defensiveness and passive-aggressive tendencies, and to build the strength, courage, determination and skill needed to stop angry confrontations and to emerge as the obvious candidate for promotion.  To get the help you need, call Ben at 1-877-828-5543.

Are you responsible for your ex's happiness?

O, the basic trap of enmeshment and co-dependency; when we think we’re responsible for someone’s happiness, for doing what they want.  Both men and women willingly give up their lives to serve others. Of course, overt and covert (sneaky, manipulative, narcissistic, critical, controlling) bullies try any way they can to get us to shoulder that burden.  Sometimes they just want to be catered to but often they actually believe that they’re entitled to our serving them.  Both men and women can be demanding.

Tom’s ex had jerked him around for years before Tom finally couldn’t take any more and divorced her.  Even though he got custody of their son, his ex continued to try to make Tom do what she wanted.  She called him when she needed home chores and repairs, car repairs and computer fixes.  She wanted him to change the visitation times to suit her whims or convenience.  She wanted him not to find anyone else to be interested in.  Of course, she wanted money from him.

Why do we take on the responsibility to serve others? Tom had all the usual reasons:

• He had made marriage vows. It was important to honor his pledges, to never go back on his word.
• He was raised to adjust and accommodate to what other people wanted.  Some of his old rules, values and beliefs were that he shouldn’t push what he wanted, that nice people tried to make others happy before they made themselves happy and that he shouldn’t be selfish.
• One way she’d previously controlled him was by vindictive retaliation; she’d harass and abuse them relentlessly.  He was afraid that if he disagreed or upset her, she’d blow up like she’d always done and attack him and his son verbally, physically or legally.  He didn’t want to make it harder on his son, even though he was now 16.
• The other way she controlled him was through blame, shame and guilt.  If he didn’t do what she wanted, her feelings would be hurt and it’d be his fault.  He couldn’t stand to make her cry by asserting himself over matters he thought “trivial”.  He convinced himself that it was easier to give in; then he’d waste less time defending himself from her emotional outbursts.
• He didn’t think he should ever say anything bad about her to his son.  He thought that boys need to love their mothers.  Even though his son was a teenager and didn’t want to see his mother, Tom felt he should force them together.
• He looked for the path of least resistance.  He still hoped that if he was nice and forgave her, if he appeased or gave in to her, she’d reciprocate and give in to him graciously next time.  Why fight when he could simply do what she wanted?  He’d learned that she’d never give up, never forgive or forget.

Intellectually, Tom realized that none of his approaches had ever worked with her.  She’d never relent or reciprocate in return for his appeasement, begging, bribery or reasonableness.  He knew she was a negative, critical, controlling boundary pusher who kept trying for more once she got something she wanted.

But emotionally, he still looked for the easy way.  It was as if the fight over the divorce had used all his strength, courage and determination.

Underneath all the psychoanalysis, he still felt responsible for making her happy.  She’d once been his wife.  She was the mother of his son.  He was an enmeshed, co-dependent caretaker.

Children are often the reason people finally act. Eventually, Tom realized that if he gave in to her desires he and his son would never be able to live lives of their own.  Also, he’d be giving into his cowardice and a false sense of responsibility.  If he gave in to her narcissism and self-indulgence, he’d be exposing is son to a lousy mom.  He’d be setting a terrible example for his son.  His son came first.

Finally, he realized that she was not the center of his world or his son’s.  We’re all responsible for anything a court requires, like alimony, child support and insurance.  But she was responsible for her own happiness.  He and his son were responsible for theirs.

People divorce to go their separate ways as much or as little as they want, but they are no longer responsible for and intimate with each other.  Tom can wish her well but it has to be from a distance and he has to be not responsible for her.  He has to protect himself and his son from her clutches.

He realized that he’d trained her to think that she would eventually get her way if she forced him angrily or manipulated him through blame, shame and guilt.  Now he’d have to train her differently – and legally.

Some common variants of this care-taking pattern are:

1. Elderly parents – even though they were bullying, abusive, demanding, harassing and crazy; even though they brutalized you sexually, verbally and physically all your life, now they say you owe them or they plead poverty or helplessness.
2. Adult children – they may be incompetent or crazy; they may be lazy, greedy or narcissistic, but now they want to be dependent and they want you to support and cater to them in any way they want.
3. Extended family – they know better than you do about what’s right and they’re totally demanding and/or totally needy.  They say, “You wouldn’t want to disrupt family unity and cohesion by being difficult and uncaring, would you?”
4. Toxic friends and co-workers – they need you to help or rescue them, to make their lives work for them.
5. Clients – many mental health professionals, body workers and healers feel responsible for curing their clients.

Nora Ephron (“Silkwood,” “Sleepless in Seattle,” “When Harry Met Sally,” “You’ve Got Mail”) said that as she got older she decided she needed a list of people and things she simply was not going to think about any more.  In many ways it’s the opposite of a bucket list and just as important.  She started by putting a lot of celebrities in her “Ignore Bucket.”

In order to have the physical, mental and emotional space we need to make the life we want, in order to stop bullies and our self-bullying, we also need an “I’m not responsible for” list.  As a start, Tom put his wife on his list.

Who and what are on your list?

Fire People Who Think They're Entitled to Run Things

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

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

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

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

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

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

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

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

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

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

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

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

Select leaders who are excited by challenge, change

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

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

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

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

Harry got the standard leadership advice:

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

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

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

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

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

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

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

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

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

Life is an open system.  Get used to it.

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

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

Positioning Wars can Ruin a Business

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

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

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

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

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

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

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

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

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

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

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

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

Don’t Stress Out Trying to Motivate Slackers

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Office Moms, Slobs, Princesses Stir up Distracting Soap Opera

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Bosses who avoid conflict create a big mess

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Get Rid of the Employee You Can't Count On

Don’t reward mediocrity.  You’d think that would be a no-brainer.  But, think again. Many larger companies and, especially, government, non-profits and public service organizations have unwritten policies protecting managers and employees who can’t be trusted to handle important, necessary tasks.  Small companies usually do a better job of avoiding this trap because they simply can’t afford to keep deadwood around.

To read the rest of this article from the East Bay Business Journal, see: Get rid of the employee you can’t count on http://www.bizjournals.com/eastbay/stories/2007/08/20/smallb5.html

I’m suggesting that you get rid of employees you can’t count on.  Or maybe I should say, get rid of employees you can count on:

• To deliver poor performance and low productivity – the mediocre, lazy slackers and bottom feeders.  For example, when critical projects are due, they often take unscheduled leave or won’t come early or stay a minute extra.  They produce sloppy, half-finished work.  They assume other people will be responsible for cleaning up their messes.  They do just enough that they’re not fired.  But they’re incompetent enough that you can’t give them projects that matter or are hard.  You’ll look bad when they fail.
• To have poor attitudes and mediocre behavior, at best.  They whine, complain, gossip, have low morale, create emotional drama, pursue personal agendas and fight over turf.  They’re negative, cranky, narcissistic, sneaky, manipulative, abusive control-freaks, meeting saboteurs and energy vampires. You’ve tried everything you can think of to please them – begging, bribery, appeasement, forgiveness, mediation – but nothing has motivated them.

Instead, reward and keep the solid workers as well as the shooting stars.  They work extra, partner to meet difficult deadlines and push to get things right.  Their personal and family time suffers because they’re dedicated but overloaded.  You’ll give them the tough projects with tight deadlines because you know they’ll do whatever it takes to succeed.  Everyone on their team and in other departments the team interacts with knows who can be counted on when the going gets tough.

In order to develop a company culture that can succeed, people who can’t be counted on can’t stay.  Be honest with yourself, and evaluate honestly and explicitly.  Be resolute.  Stop bullies; stop their bullying you.

As a manager, you must respond to the early warning signs that you don’t trust people and can’t give them assignments that count.  Find another place for them.

As a co-worker carrying someone else’s burden, make waves and polish your resume.  Don’t stay in a culture that rewards mediocrity and toxic behavior just the same as superior performance.  Barely good enough isn’t good enough for long-term company success and job security.

As a director or owner, don’t accept people who barely skate by.  Remove managers who are political animals and wimps, who’ll become just-good-enough, long-term managers and who’ll perpetuate a culture of mediocrity until the organization slowly sinks.

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.

Fixing Your Business? Keep the Best, Churn the Rest

What if you showed up for work to find a new sign posted by the owners: “Keep the best, churn the rest”—and you knew the best, and the rest meant you and your colleagues at all levels? Chances are, it’d get your attention.  And that’s exactly what business owners Dick and Harry (made up names for a true illustration) had in mind when they posted that sign at their medium-sized company.

To read the rest of this article from the Houston Business Journal, see: Fixing your business? Start at the top with managers http://www.bizjournals.com/houston/stories/2007/10/29/smallb5.html

Dick and Harry had allowed their company to drift into unprofitability.  Though they brought in more business, profits never increased.  And the more jobs they took on, the crazier their lives became.  They were so exhausted trying to stay afloat, they didn’t have time to plan how to get out of the mess—until a stress-induced fight finally forced them to stop and think.  It was change or lose the business.

They realized they had a lackadaisical staff, lackadaisically managed, producing minimally.  The big problem was their poor leadership.  Dick and Harry had let their standards slide.  They’d stopped being leaders and had become conflict-avoidant fixers.

They complained whenever something was done wrong, but they fixed it themselves.  They worked harder and dumber.  No one was re-trained or fired.  They never stopped bullies. The result?  The more business that came in, the worse their quality and the more profit gushed out of their pipeline.

The more frantic they had become, the less they enforced behavioral standards.  Over time, narcissism, cranky complaining, criticism, whining, demanding, bullying, emotional drama, back-stabbing, sabotage, negativity, hostility, cliques, cyberbullying, personal vendettas, turf fights, entitlement, claims of unhappiness and poor morale, control-freaks, toxic nastiness, gossip, disruptive actions and lying increased.  These behaviors are the typical signs of problems.

When standards slid, the best people left because they got tired of being forced to work with jerks who prevented success.  And they hated being paid the same as jerks.

Dick and Harry started demanding excellence from themselves.  Before they could fix problem employees, they had to fix themselves.

To let their staff know that there would be a new culture of high performance and accountability, they started an internal campaign: “Keep the best, churn the rest.”  To show that wasn’t a punitive exercise or mass downsizing, the slogan meant four things:

• They began at the top.  If they didn’t perform, they’d leave because they weren’t worthy of leading the company.
• Fixing managerial problems was urgent because problems at the top cost more.  One problem manager caused more damage than one problem employee.
• “Keep” meant increasing rewards because each quality worker is worth more than two jerks.
• “The best” meant competent, productive employees, not just shooting stars.

Although Dick and Harry needed to reward good performers, they also needed to demand high quality and accountability at all levels. That meant honest evaluations, with rewards and consequences.  They knew they had to stop bullying.

Dick and Harry didn’t expect a quick fix.  And there wasn’t one.  During the next 18 months, they turned over about 35 percent of their staff, including managers.  But they stuck to their plan. They walked the walk and talked the talk.

The company turned around.  The more they kept the best, the easier it became to churn the rest.  At all levels, unmotivated or incompetent people were gone.

High standards protect everyone from unprofessional behavior.  Learn what you can do 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.

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.

Inept, Unskilled or Over-Protective Mothers Sabotage Daughters

Inept, unskilled or over-protective mothers sabotage their daughters. Almost all the women who’ve interviewed me on radio and TV or who’ve called in with comments have said that their mothers told them to rise above mean girls, to be nicer and kinder to bullies, to be nice because the mean girls were being bullied at home, to feel sorry for the bullies because they had low self-esteem or to simply forgive mean girls as a spiritual thing to do.

That’s bad advice; those methods don’t stop real-world bullies and mean girls.  Those mothers trained their daughters to be easy targets and victims.  Those grown daughters still bear the wounds and scars of being hurt and victimized while not being allowed or knowing how to defend themselves.

In addition, some over-protective mothers said that they’re home-schooling their daughters because they were bullied at school.  There are many good reasons to home-school children, but I think that’s not one of them.

The number one cause of daughters being bullied repeatedly and then growing up to be bullied adults in relationships and at work is well-meaning mothers who are philosophically opposed to fighting back verbally or physically or who are inept or unskilled at stopping bullies.  They make bullying a multi-generational problem by not teaching their daughters effective skills and techniques to stop bullies.

Of course we don’t throw our children into deep water and risk their drowning.  First, we teach them how to swim.  Everything I say also relates to fathers and sons.

So what can mothers do?

• If you’re fearful and protect your daughters in a cocoon, you’ll create problems for them when they grow up. Don’t make being a victim into a multi-generational problem.  The fear they sense will lead them to think they’re weak, fragile and incompetent.  They’ll develop anxiety and low self-confidence and self-esteem.  They’ll be naïve and unskillful and, therefore, easy prey for abusers and predators in their adult love life, with friendships and at work.
• Accept that you must educate and train your daughters to stop bullies skillfully. They won’t be able to function successfully in the real-adult world if you let them think that the whole universe is a safe place; that if they’re nice and loving all people will be nice to them in return; that treating people according to the Golden Rule will get kindness and consideration back; that they’ll be more spiritual if they forgive and rise above harassment and abusive behavior.
• Teach your daughters that the real-world has predators and also teach them how to recognize bullies. Overt bullies are easy to recognize.  Also, teach them the early warning signs of stealthy, covert bullies and mean girls.
• Teach your daughters how to stop school bullies individually – verbally and physically. Predators will misinterpret their kindness and offers of friendship as weakness and an invitation to abuse them more.  Teach your daughters techniques of increasing firmness to get bullies to stop or to get away from them.  Teach them how to rally their friends to help them.
• Teach your daughters how to get adult help from you, school officials and police. Convince them that you can help if they’re targeted by cyber-bullies or if they witness cyber-bullying.
• Be a model. Become skillful in stopping the bullies in your life – at home, at work, as a customer and in the school system.  Learn how to rally and support good principals and teachers, and how to make reluctant administrators protect your daughter.

If you’re over-protective or if you try to ignore, minimize or appease bullies, you’ll teach your daughter to do the same.  And she’ll grow up to feel just as helpless as you do.

Do better for your daughter.  Remember all the women who interviewed me and the mixed feelings they now have about their mothers.

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

Stop Self-Bullying: A Toxic Child Might Not Be Your Fault

Self-bullies wallow in perfectionism, self-doubt, self-questioning, blame, shame, guilt and negative self-talk.  Real self-bullies run themselves down and beat themselves up in almost every area of life.  But even people who don’t use self-bullying tactics normally will condemn themselves if one of their children turns out incompetent or toxic. A hundred fifty years ago, the fad was to think that if children turned out bad – weak, lazy, apathetic, unkind or uncaring – they had made bad choices; it was the child’s fault.  But as Richard Friedman points out in his article in the New York Times, “Accepting That Good Parents May Plant Bad Seeds,” the recent fad has been to blame the parents.

We’ve grown up thinking, “there are no bad children, only bad parents.”  Therefore, when one child turns out bad, parents will vent their frustration and pain on themselves by continually asking, “What did we do wrong?  What did we do to deserve this?”

After all, if we know who’s to blame and what they did wrong, we’ll be able to figure out how to fix it.  That’s not true, but what else can we do?

Even though you didn’t do anything particularly heinous to that child – no physical, sexual or emotional abuse, brutality or torture – therapists usually reinforce your responsibility and guilt by blaming some mistakes you made; you weren’t 100% consistent, one or both of you weren’t around enough; you didn’t give the nasty, needy child enough love, toys or enough discipline.

Of course, surly, rotten, loser children also reinforce this attitude; it’s easy for them to blame parents in order to take themselves off the hook.  You’ll hear these now-adults complain, “It’s your fault, if only you gave me more stuff or love when I was younger; if only you give me the stuff I want now, I’d be fine.”

But after giving time after time, at some points parents have to look in the mirror and say, “It’s not our fault.  We didn’t do everything that child wanted, but we didn’t do anything particularly bad.  He or she still acts like he’s entitled to everything he wants.  That child is simply angry and maybe hates us.  Maybe he or she is just a weak or bad seed.  If we continue giving, he’ll suck every drop of blood from us and drag us down, all the while complaining that it’s our fault.”

So when do parents decide, “that’s enough!  We have to protect ourselves from this toxic person, our beloved child, who will poison us if we allow him to.”

I am saying that there are children who grow up nasty, surly, rotten and toxic, and it wasn’t your fault; you didn’t do anything to deserve it.  Whichever bandwagon of explanations you jump on – they have a defective gene combination (they were born sick mentally or defective emotionally) or they choose to be the way they are – the effect is the same.

No matter how much you love them or give them, no matter how much you beat yourself up, no matter how much you feel guilty because you don’t like them, you won’t be able to rehabilitate them.

People do not have an unlimited potential to change and develop by any methods we know or will know.  Instead, while you’re trying to reason with them or rehabilitate them, these toxic predators will take everything you have and eat you alive.

So stop beating yourselves up; stop wallowing in self-doubt and self-flagellation.  Give up shame and guilt; they’ll only prevent you from doing what you need to do.  Of course, we’re less sure that it wasn’t our fault if an only child is the bad seed.  If other children turned out well, we can see more easily how that toxic child turned out the way he did on his own.

Once we start questioning ourselves, our imperfections, negative self-talk, self-hatred and self-loathing will keep us stuck; weak and easy prey.  We won’t have the strength, courage and perseverance to stop toxic children.

Face the problem thoughtfully and carefully, just like you’d face any other situation in which someone is trying to take everything you have and harass, abuse and torture you in the process.  Of course this is different because your heart will be broken endlessly, anxiety and depression will become constant companions and the selfish, hate-filled and hateful child will continue blaming on you.

Plan tactics that fit you and your situation; know your limits and what you’re capable of doing.  Take your emotional tie and the unending pain into account when you plan tactics.  Get help to keep you strong, courageous and persevering.

I know that’s not a specific list of “the seven steps that are guaranteed to make everything fine.”  There are no guarantees of success.

But there is the wisdom that has been clear since the beginning of recorded history.  The first and necessary step is to see clearly.  Then become the one of you who has the grit, resilience and skill to stop a predator; even a predator you love.  Only then will you be able to carry out an effective plan successfully.  Anything less and that beloved predator will ravage you.

For a clear example, read in “How to Stop Bullies in Their Tracks,” the study of how Paula slowly succeeded with her teenage daughter, Stacy,

Stop Bullying by Toxic, Adult Children

Stopping bullying by toxic parents and grandparents is only one side of the coin.  The other side is to stop bullying of parents by adult children who are toxic users and abusers. I’ll focus on the adult children who:

• Make poor decisions and try bully their parents to bail them out time after time.
• Still yell at or even hit their middle-aged parents just like they did when they were teenagers.
• Extort money from their parents in return for allowing them to see the grandchildren.

I won’t go into the abuse of elderly or senile parents, nor into situations in which the child is disabled or retarded and will need parental care for life.

For parents, this is one of the most heart-wrenching situations; to see that your adult children are:

• Still incompetent and failing.
• Still trying to manipulate or coerce you, long after they should have become independent and work to get what they want from the world.
• Characterless, nasty, abusive adults – entitled, blaming, narcissistic, weak and desperate.

Of course we parents think we’re at fault.  We can self-bully until we feel guilt and shame.  “Where did we go wrong?”  And of course those selfish, manipulative children try to increase those feelings so that we’ll continue giving them what they want.

Although it’s now too late to begin when your children were young, getting an idea about what we could have done then might help us now. Parenting experts for the last generation have falsely assumed and wrongly encouraged people to think that if they kept protecting their immature, irresponsible children from consequences and kept giving them infinite second changes, the children would eventually mature and develop confidence, self-respect and self-esteem.  They would become competent and independent adults.

Of course, a few children do change and become responsible when they’re coddled.  But this strategy encourages most children to remain weak and needy, expecting to be supported for life if they’re in trouble.  The best way to produce spoiled brats (at any age) is to give them what they want.

Instead, you must not let your heart guide your actions.  You must let them fail and bear the consequences, no matter how hard.  You must keep reminding them that they will need to take care of themselves; they will be dependent on their own judgment and effort.  This is not an all-or-none shift.  There should be a gradual shift as they pass from elementary school to middle or junior high school.

In a loving and firm way, encourage them to learn how the world works and to do their best, but stop protecting them.  I think of that in the same way I think of helping plants get hardy enough to survive in temperate zones – we leave them out longer and longer in chilly nights.

Although there are too many brutal, abusive, uncaring, selfish, demanding parents, the biggest mistake I see parents make is to coddle their children way too long.

Don’t use the word, “supportive;” it’s too non-specific.  Be specific; give them encouragement to work hard and live poor if they can’t do better.  But don’t be a friend, don’t be a bank, don’t be a 7-11.

As for the shame and guilt you might feel because the children didn’t turn out the way you’d hoped; give it up.  They have free will.  By the time they’re adults they make their own choices.  Truthfully, how much success did any of us have giving advice to teenagers?  They listen to their own drumbeat; just like we did, whether our parents liked it or not. So what can we do now?  The same thing we should have done back then: cut them off economically.  Ignore promises; behavior counts.  Give your treats to the independent, self-supporting children who don’t need them.  Don’t give them to the irresponsible children who depend on and demand them.

Don’t let them yell, shove or hit you; don’t let them harass or abuse you.  Hang up or throw them out immediately.  Remember, we’re adults; we must demand civilized behavior on our islands.  If they can’t be polite, they can’t be on our islands.

Make a family rule: we get together to have a good time, not to straighten each other out, or review our bank balances, or complain, whine or blame.  Keep offering fun when you get together.  Stop offering advice or money.

Don’t debate or argue about what’s right or fair.  We suffered enough of those when they were teenagers.  It’s your money, you get to do what you want with it; they’re not entitled to anything.

Of course, your heart will bleed, but keep that to yourself.  Worry, cry and pray in private.  Remind them that it’s their lives and they have to succeed on their own.

With the grandchildren, we have two paths.  The first is to remain firm and suffer the consequences when they withhold the grandchildren.  We all know the truth about blackmail and extortion: bullies raise the price and there will be no end to it.  If they deny you access to the grandchildren; write, call, send presents and keep records.  You’ll make your case when the grandchildren turn 18.

The second path is to purchase time with your beloved grandchildren in hopes that you can have an effect on them so they won’t turn out like your children did.  Expect the price in money and abuse of you to increase with time.  Unfortunately, the grandchildren usually learn to hold you up for what they want.

There is no instant and easy cure.  Your children have free will.  They have chosen and can continue to choose to be weak and irresponsible.  You didn’t cause it, although you might have enabled it by giving them too much.  They can try to drag you under when they flail around because they think they’re drowning.  Don’t let them drag you under.

For a clear example, read in “How to Stop Bullies in Their Tracks,” the study of how Paula slowly succeeded with her teenage daughter, Stacy,

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.

Abusive, Manipulative Husbands Who Control Their Wives

Reports of abusive husbands, who beat and even kill their wives, gather lots of publicity and create huge outcries, as they should.  For example, there are two recent reports from Buffalo, New York and Mississauga, Ontario, Canada.  I hope these guys and any others who do such heinous things to other people, including wives, get put away forever. But there’s an even more prevalent bullying strategy that husbands use to control wives, that tends to get overlooked because it’s not as violent.

These are husbands who abuse and control their wives by sneaky, covert, manipulative tactics that demean the women and keep them subservient.  I call these controlling husbands, “stealth bullies.”

Even though overt, physical, domestic violence isn’t involved in these cases, women need name the emotional abuse and violence, harassment and domination as “bullying” in order to rally their spirits, strengthen their backbones and get the help they need to stop the abuse or to get away.

Of course, the sooner women recognize and label what’s going on (especially before they have children); the easier they’ll be able to get away.

Here are some of the warning signs of stealthy, controlling husbands.

1. They control everything – what you do, where you go, who spends the money and what it’s spent on.  They may say that they work hard and make the money, so they should have control of it.
2. Their make the rules – your “no” isn’t accepted as “no.”  They’re always right and you’re always wrong; their sense of humor is right and they’re not abusing you, you’re too sensitive.  Your concerns generally don’t get dealt with – theirs are more important, so they can ignore your wishes.
3. They control you with their disapproval, name-calling, putdowns, demeaning, blame and guilt – no matter what you do; you’re wrong or not good enough.  You’re told that if you were perfect, you’d be treated better.  They blow up over minor things or if you resist in any way.  You’re to blame if they hurt you. Or they control you with their hyper-sensitive, hurt feelings, whining and threats to commit suicide.
4. They argue endlessly and withhold approval and love if you don’t do exactly what they want.  You feel emotionally blackmailed, intimidated and drained.  You walk on eggshells; they threaten you, the children, the pets, your favorite things.
5. You’re told you’re incompetent, helpless and would be alone without them.  They stimulate your self-questioning and self-doubt.
6. They isolate you – they won’t allow you to see your friends or your family, go to school or even work.
7. You’re told that a woman’s place is to be treated like they treat you.  You should accept whatever they dish out.  They often get their friends and even your family of origin to agree with them.  You have to tolerate their behavior until you can convince them to change.

Of course, the same type of list applies to abusive, controlling, stealth-bullying wives, partners, coworkers, bosses, boyfriends, girlfriends, teenagers and friends.

Many women allow themselves to be bullied repeatedly because they don’t recognize and label the control and abuse as “bullying.”  When you recognize and label these bullies’ tactics and tricks, you’ll be empowered to resist them.  When you learn effective skills and techniques, you can resist them successfully.

Peaceful methods (understanding, tolerating, logic, reasoning, forgiveness, their sympathetic therapy) sometimes stop mild bullying.  But you need firmer, stronger methods to stop relentless, determined husbands.

Of course it’s usually not easy to stop the behavior or to get away.  There’s no one-size-fits-all answer.  Tactics must be designed for each situation.  Factors such as money, children, outside support, age, health, threatened increase in abuse to physical brutality and murder, and family of origin and cultural values can be extremely important in designing effective tactics.

But the first step is always for women to make an internal shift from acceptance or tolerance (even though you may hate them) to a commitment and determination to end the abuse and bullying, no matter what it takes.  Without that inner commitment, women usually end up begging the husband to change and waiting forever.  The inner commitment is necessary to give strength and power to the right tactics in your hands.

You’ll find many examples of stealth bullies in my books and CDs “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.”  You’ll also learn practical, real-world tactics to stop these bullies or to get away safely.

How to stop a controlling boyfriend

Sometimes, even experienced people don’t recognize control-freaks until they’re in a relationship so far that they have to fight fiercely to get free. Madge was divorced, without children and had established a good career.  She’d purchased a house she loved and had a wide circle of professional and personal friends who admired and respected her intelligence, competence, good sense and friendship.

When she met Frank, also middle-aged, she thought she’d found the missing piece she wanted in her life.  He seemed to think so also.  He quickly gave her a friendship ring and moved into her home.  He knew what he wanted, had lots of plans for his success and seemed to know the right people in town.

But, after a few months, Madge began to recognize the controlling side of Frank.

When they were courting, Frank had given his reasons for wanting to go to the places and meet the people he wanted to.  Madge usually agreed and it seemed like no big deal to acquiesce since she wasn’t as determined as Frank.  But after he moved in, she began to realize that they always did what he wanted and he got very angry if she put up more than a token resistance.  He stopped giving reasons and merely gave orders.

He began to re-organize her home the way he liked and simply ignored what she wanted.  Or he could always win debates with her.

Frank never hit her, but she began to realize that she was afraid of disagreeing with him.  He got so angry and he was so sure he was right that he wouldn’t back down.  She slowly accepted his claim that she wouldn’t be invited out without him.  And she was afraid that he might even dump her.  Then she’d look like what he told her she was; past her prime and on the down side.

None of his work projects seemed to pay off, but he always had new and bigger plans.  He kept pointing out that her friends were jealous of his ideas and plans.  They didn’t appreciate his talents and potential, and they sabotaged his projects.  He said, “We won’t with your old friends any more, but with your contacts, I can cultivate important people who appreciate me.

At a party one night, Madge was having a wonderful time when he suddenly came to her and said, “We’re leaving now.”  She asked if anything had happened and he replied, “No. I’m just bored so we’re leaving.”  She said, “I’m having a great time so if nobody got you angry, I’d like to stay a little longer.  Surely you can find someone interesting to talk with for a while.”  Frank spat back, “I said we’re leaving.  That means right now!”

Madge now says that she still doesn’t know what shifted in her, but she said, as sweetly as she could, “No.  If you want to leave, you can take the car, but I’m staying.  I’ll get a ride or a take cab home.  I won’t be long.”

Frank stormed off.  When she arrived home a few hours later, he was furious.  He yelled, “I’m in charge.  If you don’t do what I want, you can get out of my house.”

Madge felt like a chastised little girl.  She thought, “I wasn’t considerate of him.  I could have left with him as he wanted.  It wouldn’t have been the end of the world, even though I was having a wonderful time.”  She begged him to forgive her; “I won’t argue with you any more.”  When she said that, Frank finally smiled and said, “That’s my girl.  Don’t talk back any more and I won’t have to punish you.”

At 2 a.m. Madge woke up with a start.  Her fists were clenched and she was shaking with rage.  “Wait a minute,” she thought.  “It’s my house, not his.”  At that moment her head and heart turned around.  She saw Frank clearly for the bully he was.  Even though he hadn’t hit her, he was a sneaky controlling, stealth bully.

As I show in my books and CDs of case studies, “How to Stop Bullies in their Tracks” and “Bullies Below the Radar: How to Wise Up, Stand Up and Stay Up,” the story of a wife stopping a controlling husband, bullies are not all the same, but their patterns of behavior, their tactics, are the same.

Here are seven of the early warning signs of a stealth bully:

1. They make the rules; they control everything – what you do, where you go, who spends the money and what it’s spent on.
2. They push boundaries, argue endlessly and withhold approval and love if you don’t do exactly what they want.
3. Their standards rule – your “no” isn’t accepted as “no;” they’re always right and you’re always wrong; their sense of humor is right and they’re not abusing you, you’re merely too sensitive.  Your issues generally don’t get dealt with – theirs are more important so they can ignore your wishes.
4. They control you with their disapproval, name-calling, demeaning putdowns, blame and guilt – no matter what you do; you’re wrong or not good enough.  Or they control you with their hyper-sensitive, hurt feelings and threats to commit suicide.
5. You’re afraid you’ll trigger a violent rage – you walk on eggshells; they intimidate you with words and weapons; they threaten you, the children, the pets, your favorite things.  You’re told that you’re to blame if they’re angry.  You feel emotionally blackmailed, intimidated and drained.
6. You’re told you’re incompetent, helpless and would be alone without them.
7. They isolate you – they won’t allow you to see you friends or your family, go to school or even work.

Madge could now see that Frank was merely a domineering fast talker, who brought in no money.  He had been sponging off her all the time he had taken control of her life.  And she had allowed him to.

I won’t detail the difficulties Madge had in getting Frank out of her house and life.  That’s when she discovered that he’d done this before to many other women and knew how to intimidate her and make her look bad.  But she got courageous and strong, and she got free.

Controlling boyfriends, husbands, teenagers, parents, bosses, co-workers and friends use the same methods.  That’s why we can find ways to stop most of them.  If we don’t stop bullies, they’ll think we’re easy prey.  Like sharks, they’ll just go after us more.

Of course, individual coaching will help you design tactics that fit your specific situation.

Facing a two-faced coworker

My advice was asked on this situation on condition that the author remains anonymous.  What would you do if you faced a two-faced coworker or teammate who treated you civilly in public but attacked you when you were alone?  And no one else in the office knew or would believe you. In public, Bart (fictitious name) smiled and seemed helpful to Fran (fictitious name).  Even though he didn’t know her specialty, he started offering polite, detailed suggestions in an authoritative and convincing way about how she could improve her performance.  Fran felt like she was being micro-managed in a way she couldn’t resist or argue back.  It would take too long to show why his suggestions wouldn’t work and she didn’t think everyone else was really interested.  Other members of the team started to think she was pretty incompetent since Bart knew so much more.

In private, Fran asked Bart to stop being so controlling and making her look bad.  He agreed to, but then he continued to subtly demean her in public.  In addition, he started ignoring her, leaving her out of the information loop, and putting her down subtly in front of others.  Fran again asked him to stop.  Bart said he wanted them to have a good working relationship and suggested a meeting to clear the air.  Fran was initially wary, but he persisted and she agreed.

At the private meeting, Bart told Fran she was the worst person he'd ever worked with.  She wasn’t completely bad professionally, but she had the worst personality he’d ever seen.  He wanted her to treat him with as much friendliness as she treated other people in public.  Fran was mystified because he didn't say who these other people were and she thought she already treated everyone politely and professionally.

He said Fran was bullying him, he couldn't sleep at night because of her, she was just as hostile and nasty as another girl he used to work with and his girlfriend agreed that Fran was bullying him, even though Fran had never met her.  He said he’d been verbally cruel to people in the past, but he didn't want to be with her.  He said Fran was the worst person he'd ever worked with and the worst thing about his otherwise perfect job.

Fran felt scared because nothing like this had ever happened to her before and because Bart said everything very quietly and calmly with a twisted look of pure hate on his face.  He seemed to be enjoying it.  Fran had never seen him look or act this particular way before, so she thought others wouldn't believe her.

He carried on this way for an hour and Fran felt like she was in the presence of a psycho.  She apologized profusely.  He kept twisting the knife.  She said she was sorry for “bullying” him.  He kept twisting the knife.  She asked how she could make things better between them.  He kept twisting the knife.

Since she had to work with him closely, Fran pretended to be his friend from that day on.  She followed up two weeks later to see if he was happier.  He said he no longer thought of her at night, but added that he hated her because of the way she treated him.  He didn’t stop correcting her in public and he continued to sabotage her work.

Don’t waste time psychoanalyzing Bart and Fran or thinking that some trust building exercises, communication techniques or skillful conflict resolution will bring them together.  Fran should realize that she and Bart live on different planets.  She thinks she’s okay and he’s a scary psycho.  He hates her guts, thinks she bullies him and that professional behavior allows him to vent his feelings and hatred.

In her world, she’s faced with a relentless, crazy person who blames everything on her and is out to get her.  In that office, she’ll always feel his hatred shooting into her back.  She’s also afraid he might blow and physically harm her.  She must be willing to skillfully fight a work war against a fanatic or have her credibility and reputation destroyed.  Or leave.  For example; see my article in the Denver Business Journal on winning a work-war.

Notice that every time she tried to please him by taking the blame or being nice, he only twisted the knife more.  Fran’s comment that she never met his girlfriend probably shows that she thinks she can prove her case with reasoning, logic and good will because everyone will listen and be objective.

There are many other variants of the two-faced, bullying colleague.  Some stealth bullies spread rumors and lies behind your back.  Some cut you down behind your back.  Some drive a wedge between you and other people by telling them that you said bad things about them.  These back-stabbers always work in the dark and can’t be pinned down

My books, CDs and coaching can help.

What did Fran do?  Fran secretly hated Bart for what he had put her through.  She didn’t want to become buddies with him.  Also, she didn’t want to waste her time proving to everyone how mean and crazy he was.  Three month's later, she secured another job and left.  Since then, she’s been happy at the new job.

That’s one effective solution to deal with people like Bart, but what will Fran do if she encounters another one.  For example, if she’s highly skilled and competent, she’ll make someone else jealous, scared and angry.  If she’s beautiful, she’ll arouse these same feelings in some other women.

What would you do if you were Fran?

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.

Top 12 Warning Signs of Controlling Husbands

What are the warning signs of controlling husbands?  Here's my list of the top dozen.  Do you have any to add? 1. Overt physical violence - they shove, slap or hit you; force you to have sex; force you to lie or drop the charges if the police were called. 2. You're afraid you'll trigger a violent rage - you walk on eggshells; they intimidate you with weapons; they threaten you, the children, the pets, your favorite things. 3. They make the rules; they control everything - what you do, where you go, who spends the money and what it's spent on. 4. You feel emotionally blackmailed, intimidated and drained. 5. You're told you're incompetent, helpless and would be alone without them. 6. You're told that you're to blame if they hurt you. 7. They push boundaries, argue endlessly and withhold approval and love if you don't do exactly what they want. 8. Their standards rule - your "no" isn't accepted as "no;" they're always right and you're always wrong; their sense of humor is right and they're not abusing you, you're too sensitive. 9. They isolate you - they won't allow you to see you friends or your family, go to school or even work. 10. They control you with their disapproval, name-calling, putdowns, demeaning, blame and guilt - no matter what you do; you're wrong or not good enough. 11. Your concerns generally don't get dealt with - theirs are more important so they can ignore your wishes. 12. They control you with their hyper-sensitive, hurt feelings and threats to commit suicide.

In addition to controlling you by making you afraid, they are the sneaky, manipulative schoolyard bullies who have developed adult ways to dominate, abuse and bully.

Many people allow themselves to be bullied repeatedly because they don't recognize and label the control and abuse as "bullying."  When you recognize and label their tactics and tricks, you'll be empowered to resist them.  When you learn effective skills and techniques, you can resist them successfully.

The same list applies to abusive, controlling, bullying wives, partners, boyfriends, girlfriends, teens and friends.

Peaceful methods (understanding, tolerating, logic, reasoning, forgiveness) sometimes stop mild bullying.  But you need firmer, stronger methods to stop relentless, determined husbands.