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.

To Stop Bullies, Value Behavior More Than Marriage Vows

We want to be people of our words; we want to be ethical and honest, and have trustworthy character; we want to do our duty.  But sometimes our loyalty to our vows – especially our marriage vows and vows to take care of parents or children – makes our lives a living hell and also sets a terrible example for our children. Deep in our hearts we know we must stop being loyal to those vows or our lives and spirits will be destroyed. But how can we stop honoring our vows?

Some examples:

Some examples:

• In public we pledge many things in our marriage vows. But suppose our spouse turns out to have deceived us and reneges on their side of the vows?  Suppose that husband turns out to be physically, mentally and emotionally abusive?  Suppose he harasses, controls, bullies or abuses his wife?  Supposes he justifies his actions by saying that he’s the head of the house and she must do what he says?  Or suppose he blames his lack of self-control on her and uses threats, guilt and shame – his rage and violence are her fault and if she did what she should, he’d treat her better?  Or suppose that wife turns out to be manipulative and controlling?  Or supposes she’s lying, crazy and always verbally, emotionally and physically abusive in order to beat the husband into submission?
• In private we may pledge many things to our parents, especially as they get older. But suppose they’re narcissistic, demanding, bullying and toxic.  Suppose they squander all their money against our advice and then they insist we spend all our money on them – either taking care of them or sending them to an expensive, assisted living facility?  Suppose they are relentlessly critical, scolding, chastising, whining, complaining and demeaning, and nothing we do is ever good enough?  Suppose they are vicious in private but sweet as sugar in public, so every thinks they’re saints while they act like devils in private?  Suppose they’re lying, manipulative and back stabbing – they praise their favorite child, put us down and leave everything to the favorite while we’re the ones taking care of them?  Suppose we think we’re responsible because they raised us, we think we owe them and we still want their approval?  Suppose we feel guilty if we think of acting like ungrateful children and abandoning them in their hour of need?
• In our hearts we pledge to take care of our children until they can take care of themselves very well. But suppose they’re 40 and still living with us because they never took our advice and never got good careers or married the right person or held a job?  Suppose our toxic children are rotten to us until they need something?  Or they threaten to deprive us of our grandchildren unless we give them everything they want, even to divorcing our spouse, whom they hate?  Suppose they still act like spoiled, vicious, toxic teenagers, blaming us for all their failures, feeling entitled to everything they want, full of sneering sarcasm, back-talk, temper tantrums and demanding that we slave for them?  Suppose we still think that if we love them enough, if we’re nice enough to them they’ll finally grow up and become successful?  Suppose we’re afraid they’ll fail completely and end up homeless if we don’t give them everything they want?

Those are horrible scenarios but all too common.

Probably, we’ve discovered the hard way that we can’t make things better by being peacemakers.  Tactics like begging, bribery, endless praise, appeasement, ‘second chances,’ forgiveness, sympathy and unconditional love, and the Golden Rule usually encourage more harassment, bullying and abuse.  We won’t get the results we want; we won’t stop emotional bullies or physical bullying unless we’re clear about which values are more or less important to us.

So we wallow in negative self-talk, perfectionism, blame, shame and guilt.  We get discouraged, depressed, despairing and easily defeated.  We lose our confidence and self-esteem.

Often, we stay stuck in those versions of hell because we gave our word and we’re people of integrity – even though they broke their side of the bargain, we understand how hard it has been for them.  We think we must honor our pledge or we’d be just as bad as they are.

I say that’s a big mistake. I say, “Choose life, not a slow spiritual and emotional death.”  I say, “Examine your hierarchy of values and get clear about which values are more important to you.  Then honor the most important ones gracefully and cheerfully.”  And make yourself cheerful living a great life with your choice.

Don't be a victim waiting forever for other people to grow up or change or die.  Don’t suffer in silence.  Use your own power.  Say “That’s enough!”  Say “No!”

Often, we avoid examining that hierarchy of values and discarding those early vows until we are forced to.  We may not be willing to protect ourselves but we will act resolutely to defend others.

For example, our crazy or bullying spouse abuses the children and only then does our spirit rise up with fierce determination to protect our children.  We discard that marriage vow for the sake of something much more important than loyalty to a toxic spouse – loyalty to our children

Or the toxic parents are so abusive to our spouse and children that we take the power we need to protect what’s more precious than our toxic parents – our marriage and our children.

Or our toxic children are so vicious, nasty and abusive that our spirits will stand no more – we’ll protect our marriages, our health and our retirement funds from the energy vampires who want to suck us dry, even if they’re our own children

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

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

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.

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.

You Can Change Attitude Problems at Work

Increasing productivity is relatively easy because you can measure and quantify production, and then respond effectively.  But how do you fix poor attitudes, which you can’t quantify? Actually, it’s not that hard.

A list of poor attitudes typically presented to me by managers and employees includes negativity, insubordination, narcissism, hyper-sensitivity, bullying, abuse of power and lack of responsibility.

To read the rest of this article from the Silicon Valley/San Jose Business Journal, see: You can Change Attitude Problems at Work

http://www.bizjournals.com/sanjose/stories/2007/11/19/smallb3.html

A typical list of behaviors that result from those attitudes is: chronic gossip, back-stabbing, sarcasm, negativity, manipulation, sabotage, formation of cliques, nepotism, favoritism, critical complaining, whining, demeaning comments, bullying bosses, dishonest evaluations, flaming e-mails, disrupting meetings, abusive remarks, ignoring suggestions, “Drama Queens,” blowing up in response to feedback, turf-control, crabbiness, over-reactions, lack of communication, mind reading, people who want their minds read, pointing fingers, taking things personally, the loud, silent treatment and my all-time favorite: “not my job.”

I use a straightforward, action-oriented approach that changes company cultures infected with poor attitudes.  The key is to be clear and specific about which attitudes and behaviors you want, and then to require participation in a culture that has them.  Don’t be a conflict-avoidant manager.

How do you clarify attitudes you can’t quantify?  The first step is to acknowledge that although you can’t quantify attitudes like “narcissistic control-freak,” you can recognize and document behaviors without resorting to mind reading, moral judgments or personal attacks.  Then you can act on your documentation of non-professional versus professional behavior.

Make sure it’s legal.  Then everyone from the owner on down is required to subscribe to or sign off on the new code of professional behavior.  The code then becomes a significant part of everyone’s evaluations.  Be consistent in rewarding the desired behavior and having consequences for actions against your code.

You won’t get everyone to buy in immediately.  So what?  Band together with the core group that wants to turn things around or to improve what you already have.

As you weed out a few resistant bullies, you’ll find that merely going through the process will change most employees’ behaviors.

Reinforce your expectations with new employees; publicize your code during hiring interviews.  Don’t bring people on board who argue with the code or who think the team should adjust to accommodate their personality or favorite styles that violate your code.

If someone has toxic behavior in another department, don’t bring them into your team in hopes you can change their long-term patterns.

High standards for positive attitudes 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.

Stop Critical, Complaining Bullies from Undermining Your Leadership

Being open to suggestions from your team is an important part of being a good leader. But don’t be bullied by whining complainers who always find fault, no matter what you do.  They’re not interested in improving teamwork or performance in the workplace.  They’re interested in feeling superior and in bullying and controlling you by getting you to try to please them.

To read the rest of this article from the Pacific Business News (Honolulu), see: Stop Critical, Complaining Bullies from Undermining Your Leadership http://www.bizjournals.com/pacific/stories/2008/03/10/editorial4.html

For example, Claire is a dynamic manager who wants to resolve problems and get results through team effort.  She asks for input and strives to incorporate it.

Heather was an unhappy employee who always found something to complain about.  She was never pleased; nothing was ever good enough.  She was demanding, abusive, nit-picky and delighted in pointing out when Claire had, once again, failed to please her.

No matter what Claire did, Heather found something to be angry about.  She always had reasons and justifications for her criticism. Heather complained bitterly and encouraged the rest of the team to express their unhappiness and to harass Claire as well.  Heather’s small clique also gossiped about and was disdainful of Claire’s efforts.

When Claire had accepted the idea that she should make Heather happy, she gave Heather control of the whole team.

Heather was a manipulative bully.  She used her unhappiness to dominate Claire and the team.  She was haughty, sarcastic and demeaning.  She acted as if everyone’s job was to satisfy her every whim.  She was like “the belle of the ball.”  You can imagine her as the leader of a clique of snotty high school girls.

The first question most people have is, “Why didn’t anyone stop this long ago?”  Usually, there are two reasons:

1. As in Heather’s case, her previous manager was conflict-avoidant and had allowed Heather to control the team.
2. Many managers naively believe that happy employees are always productive employees.  These managers assume that if they give all employees what they want, they will build high morale and encourage teamwork.  They think that employee satisfaction is the way to increase performance and elevate attitudes and behavior.  Instead, they usually encourage a few selfish, spoiled brats to victimize the rest of the team.

Heather’s unhappiness, verbal abuse and negativity triggered a pattern in Claire that I call “self-bullying.”  Claire assumed that if she were a better manager, Heather would be happy.  Since Heather was unhappy, Claire thought she wasn’t good enough.  Her self-doubt and self-questioning increased, and her confidence and self-esteem were eroded.  She felt defeated.

With coaching, Claire stopped assuming that every one of Heather’s complaints was worth satisfying.  She saw that Heather used her unhappiness and negativity to control people.  Heather was like a bucket with no bottom.  No matter how many times Claire did what Heather wanted, she’d never be able to fill the bucket.  Heather’s unhappiness was not Claire’s fault.  Heather wouldn’t be pleased, no matter what was done for her.

Claire’s big lesson: Bullies don’t take your acquiescence as kindness.  They take your giving in as weakness and an invitation to grab for more.  If you enable them, they’ll be toxic to the whole team.

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.

You don't want dish-breakers in your kitchen cabinet

Good leaders need a “cabinet,” which is a senior team responsible for carrying out decisions and implementing plans. But what about your “kitchen cabinet” – a smaller group of trusted associates; an inner circle that helps you confidentially speculate about possible directions, make difficult decisions or deal with sensitive issues in the workplace?  Do you know who to bring into your kitchen cabinet?  And who to exclude?

To read the rest of this article from the Boston Business Journal, see: You don’t want dish-breakers in your kitchen cabinet http://www.bizjournals.com/boston/stories/2008/07/28/story6.html

Most senior teams, or cabinets, have five to 15 people.  You might call these teams your “strategic team,” but they usually become more tactical because members tend to focus on day-to-day operations and functions, and jockey for turf and power.

Your kitchen cabinet will be smaller.  Success is important but is not the major criterion for who gets onto your kitchen cabinet.  What types of people ruin a kitchen cabinet?

• Insecure, defensive, troublesome, whining, complaining, victims, Drama Queens and meddling peacemakers who need constant reassurance.
• Narcissistic, micromanagers and control-freaks unable to get beyond their self-focus – invested in personal agendas, dislikes, vendettas and turf wars.
• Perpetually hostile, critical, negative, cranky, dogmatic and abusive rule-worshippers.
• Sneaky, manipulative, back stabbing bullies.
• Dishonest and lacking integrity.

In addition to success, what are some of the important qualities in people you do want?

• You feel comfortable opening up your thought processes and speculations to them.
• You trust their wisdom and vision.  You trust that they’ll serve your vision and goals first, not their own.
• They can take a big view objectively and they don’t take things personally and don’t engage in bullying to get their way.
• They’re resilient; not defeated by setbacks.
• They trust you enough that when you don’t tell them everything, they assume you have good reasons.
• They don’t gossip but, instead, maintain confidentiality; especially when they disagree with the value of plans you’re contemplating or have decided on.

If you’ve inherited a senior leadership team and a kitchen cabinet, you’ll still have to form your own.  That’ll cause some hurt feelings and you may have turnover.  But that’s much better than opening up to the wrong people or trying to operate without an effective kitchen cabinet.

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.

Can Venting Help Stop Bullies?

Venting, like catharsis, seems so natural: we all blow off steam sometimes.  And when we finish, we usually heave a great sigh of relief. But to me, the real questions are, “What’s the point of venting?” and “Can it help stop bullies?

I think of venting as a process, or part of a process, not as a result in and of itself.

Tens of thousands of years ago, we might have vented our fear and anger through physical action.  Get rid of the adrenaline, calm down and decide what to do.  But we still had to be careful and keep ourselves in check enough while we’re venting to see the signs of saber-toothed tigers or giant bears or we wouldn’t be around to vent again.

Or we might have used a big club to whack an opponent and then face the consequences of that rash act.

Nowadays, we can still use some techniques like physical effort to release steam and calm us down.  For example, working off adrenaline by banging a ball or running or boxing.  In addition, a wise woman once said that whenever she got angry, she vacuumed her house.  That way, when she finished being angry, she’d have a clean house and she could focus on what to do next.

Some people use anger and venting to give themselves enough energy to stop harassment and bullying.  In that case, it does help us stop bullies.  A classic example might be Ralphie Parker in the movie, “The Christmas Story.”  In that case, he channeled his anger effectively and vented while he was beating up the bully.  But usually, when we act from anger we’re not strategic; we do dumb things that make the situation worse.

But the point of venting is always:

• To cross over in to a calm zone where we can think calmly, clearly and strategically.
• Then have enough energy, power, strength, courage, determination, perseverance and resilience to act effectively over time and despite temporary set-backs.

Therefore we must challenge ourselves to stop repeated replaying and re-venting over the same incidents and injustices.  Repeated venting without effective action becomes narcissistic whining and complaining, which becomes boring and self-destructive.

Such repetition drives our good friends away.  I think it was Annie Liebovitz who said, “Spilling your guts is about as attractive as it sounds.”

Such repetition also puts us on one of the paths to self-destruction – through violence turned outward or through hatred turned inward into negative self-talk, self-abuse, self-bullying, loss of confidence and self-esteem, and increased chances of depression and suicide.  And after they’ve ranted, many people use perfectionistic standards to make themselves feel ashamed and guilty, which only makes them weaker.

We most also be wary of hanging out with people who vent repeatedly.  Yes, injustice might have been done, but we still have to move on effectively in life – either fight the injustice effectively or go in a different direction successfully.

I’ve met too many people who have filled their lives and many hours of psychoanalysis in endless probing and catharsis.  They seem to assume that if only they vent enough, finally they’ll come to rest in peace on the other side.  Too often they end up knowing everything about some sides of themselves, but never having changed their behavior, fixed the situation or created wonderful lives.  A life of verbal and righteous indignation is not a very fruitful life.

I’m more focused on overtly using techniques for moving to the other side and rapidly taking effective action.

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

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

Well-Meaning, Meddling 'Peacemakers' can Disrupt Your Workplace

You want the people on your team to get along with one another and to work well together. But beware of self-appointed middle-men or peace makers.  They actually promote whining and complaining, and lead your team to wallow in emotional turmoil and dissention.

For example, Carl felt it was his job as a “people person” to smooth over ruffled feelings and make his teammates happy.  He said, “When we get along better, we produce more.  Happy employees are productive employees.”

To read the rest of this article from the Pacific Business News (Honolulu), see: Well-Meaning ‘peacemakers’ can disrupt your workplace http://www.bizjournals.com/pacific/stories/2010/04/26/story11.html

The Carl’s of this world:

• Pour gasoline on the emotional fires and leave a trail of misunderstanding and anger.  But they insist they’re just trying to help.
• May be well-intentioned, but when they act as go-betweens, gossip, innuendo and hostile emotions invariably escalate.  Work suffers.
• Are abusive, sneaky, manipulative bullies.
• Usually they love the emotional turmoil and uproar.  They feel alive when emotions are on the line and necessary when they’re intervening.  They can’t resist being middlemen.

Meddling managers, setting the tone for their teams, cause the most damage.   Of course, women meddle just as much as men.

Distinguish the Carl’s of this world from the bridge people who are crucial to the success of any organization.

There was a way Carl’s manager could eliminate the high cost of his bullying and low attitudes.

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

Atlanta Teachers Cheat - Blame the Tests

Weaklings and whiners blame temptation and tempters.  That pattern of good reasons, best of intentions, and pathetic excuses and justifications to blame someone else is as old as apples and temptation.  It’s just as lame and weak now as it always was. According to Wall Street Journal articles, Beverly Hall was Superintendant of the Atlanta Public School District when at least 178 teachers have been accused of cheating to elevate student’s test scores en masse.  Administrators were also accused of “impeding the investigation, tampering with tests and intimidating teachers.”

Already, “82 of the 178 teachers and administrators implicated admitted to cheating.”  No examples of such cheating were found in rural schools.  Ms. Hall’s role is not yet clear.  The vast majority of Georgia teachers resisted the temptation to cheat and lie.

According to Kyle Wingfield, reporting for the Journal, “Many politicians and teachers have responded to the report by blaming the test and accountability measures like No Child Left Behind. This is exactly the wrong reaction: Atlanta shows us why public schools need more, not fewer, accountability measures.”  I agree.

Interim School District Superintendant Erroll Davis Jr. is cleaning house.  “At the same time, a former Atlanta deputy superintendent [Beverly Hall] agreed to go on paid leave from a Texas school district that hired her earlier this year.”

The dust will take a long time to settle.  I hope Ms. Hall’s lieutenants and all the other teachers involved spend time in prison and then find jobs in which they will not held out as role models to children trying to better themselves.  We count on teachers to be role models; to demonstrate the highest standards.

Let’s keep the focus on the overall issue – the reasons, excuses and justifications; the whining, complaining and blaming of bullies, abusers and criminals who want to blame temptation, not themselves.

The problem is not the “No Child Left Behind” mandate or standardized tests – although those aren’t perfect.

The problem is in individual humans who fail, who fall short of the standards they promised to uphold and then want to be left off the hook – no consequences, no punishment.

They used to say, “The Devil made me do it.  I had good reasons.  It’s not my fault and, therefore, I shouldn’t have to suffer.”  Now they say, “Society, the bad rules or system, too much pressure, my bad genes, my bad brain chemistry, my bad upbringing and childhood made me do it.  It’s not my fault, I’m a victim and, therefore, I shouldn’t have to suffer.”

Those are the same excuse used by men and women who bully, batter, control and abuse their dates or spouses.  They say, “It’s your fault I’m bullying you.  I can’t help myself.  It’s not my fault.”

Instead, let’s champion individual responsibility in the face of temptation – like all those teachers who resisted temptation.  All through history, in every culture at every time, temptation has been acknowledged as a fact of life.  And the need to overcome that temptation has been emphasized.  Of course we know we won’t always succeed.  Some temptations must be avoided in the beginning because we know once we start down a path; we won’t be able to turn back.

The fault is squarely on the heads and hearts of the elites who did not resist the temptation or report the weaklings who hurt all the students in their care.  The superintendent, the administrators and the teachers who colluded individually and en masse at cheating parties; the people who failed to fulfill their promise as keepers of children’s futures.

Lord Acton said, “absolute power corrupts absolutely,” as if it’s a foregone conclusion and we’re simply too weak to resist.

But Peter Parker’s uncle said, “With great power comes great responsibility.”  Like Spiderman, we all have to rise to our responsibilities.

Stop Bullying by Your Kid's Temper Tantrums

‘Tis the holiday season and kids’ expectations are high.  They want what they want and they want it now! We may want to draw new lines, cutting back because of the economy or because we’re just tired of their whining and complaining or because we think they’re on the path to become spoiled brats.  But if we don’t please them, many kids will throw temper tantrums in public, as well as at home.  They’ll scream that you’re unfair, that all the other kids get what they want, that their lives will be ruined if they don’t get what they want right now, that they won’t have a social life, that they’ll be picked on because they’re poor and that they hate you.  Or if they’re very young, they’ll just scream.

They’ve made a list and they’ve checked it twice.  They’ve kept score and know you’re embarrassed by the fuss and more likely to give in when they meltdown or get out of control or go ballistic in public.

They’re just like we were, if our parents let us be. If we’re distracted now, embarrassed or lack confidence, we’ll make exceptions when other people are around and we’ll give in.  Of course, the kids will smell blood and up the ante.

So what can you do?

1. The key is not to be embarrassed, distracted or self-judgmental.  Be clear; if they don’t get what they want it really is not the end of the world.  Don’t let their self-confidence and self-esteem depend on external stuff or other people’s opinions of them.  Don’t take personally what they say.  Do not care about or look at other people (including your parents) to see if they’re disturbed or disapproving.  If you care what other people think, your children will know that they’ll eventually win.  If you lose it; kids know that they will win eventually.
2. The rules don’t change in public, although your actions will be different in each different situation.  Explain in private beforehand what you can afford and can’t afford, and what you think is appropriate and not appropriate.  Be clear about the areas in which they have no choice and where their vote counts and where they have total control.
3. Normal children are supposed to learn how to manipulate you to get what they want; their job is to see if bullying works on you – where and when.  Their job is to test you by pushing your boundaries to find out where they can get their way.  Your task is to look at them lovingly when they’re throwing a stubborn fit because you can see how that determination, strength and perseverance will help them when they grow up.  That doesn’t mean you give in to them.  Your job is to stay calm and to assert your will to educate and socialize them whether they agree or not.  You can give them your reasons in a way that makes it a statement of fact, not a matter for debate, not a matter they get to vote on.
4. Children just want to know the rules and boundaries.  You help them feel secure when you’re consistent, calm, smiling, loving and firm.
5. Have a get-away plan before you go anywhere.  You and your partner-spouse will have to agree beforehand.  That may mean taking the kid for a walk or leaving early.  If they lose it, you will have to get them away and do your best to calm them down.  Don’t put them in situations where they get too hungry, tired or “wired” by too much input, sugar or caffeine.  For some kids, a big lesson is that they’ll be removed while everyone else is having a fabulous time.  Show them that their upset is definitely not contagious.
6. When the children are very young (pre-schoolers), long before you think they can understand language, you can calmly and firmly state, “If you behave like that, I won’t take you any more.”  And then remove them.  You’d be surprised: they understand your calm firmness long before you think they can.  Often, you can distract them with whatever is around and interesting in the environment.  If you train them now, you might be able to enjoy their polite and civil company when they’re teenagers.
7. Sometimes, with older kids, you can break them out of a fit by grading their performance.  Just like you see in the Olympics, line everyone else up and give grades for the performance – a 6.9, an 8.7, a 9.2.  With a loving smile and laugh, encourage them to do better, to shoot for a hissy-fit that’s worth a 9.9.  Give them a big round of applause or a wave.  Then go about your previous business.  The more you’re enjoying yourself, the less they’ll push the tactic of throwing hissy-fits; the less they’ll think that negativity, anger, rage and explosions will get them what they want.  By the way, boys will often stop any behavior you call a “hissy-fit.”
8. If you lose it once in a while, there will be no permanent damage.  Of course there are a small percent of children who make the fight with you a matter of life-or-death for them.  Calmly convince them that’s not a good use of their energy and they won’t win that fight until they’re 18 and leave home.  If they continue that fight, they’re telling you they need serious help.

If you give in when they’re young, you’re training your children to be abusive, bullies, a.k.a. spoiled brats who think they can get what they want through harassment, abuse and bad behavior.  It’s hard enough for them to make their way through life with good behavior; it’s much harder if they’re badly behaved, grown-up brats.

For a great example, see how single-parent Paula stopped being bullied by her teenage daughter in “How to Stop Bullies in Their Tracks.”  Of course, every situation is different so you’ll need expert coaching to design a plan that fits you and your children.

Stop Your Teenage Bully

Parents who bully children, and parents who bully and abuse each other are all too common, but an often unrecognized bullying situation is teenagers who bully their parents, especially their single parents. Of course, teenage girls can be manipulative bullies, but for a typical example, let’s focus on a 19 year-old boy who is mentally and physically capable of being independent but who’d rather sponge off his mother and lead an easy life at home.  He’s not working enough to support himself, he’s not succeeding in full-time school and he’s not struggling sixteen hours a day to become an Olympic champion.  He’s merely hanging out trying to have a good time every moment.

These adults can become physically as well as verbally abusive.  Their simmering rage when they’re thwarted can be frightening.  Usually they’re selfish, narcissistic control-freaks, lazy, demanding and surly, and feel entitled to whatever makes their life work most easily.

They’re good at arguing.  They want to convince you that “love” and “support” mean that you give them money.  You have to love and give to them, but they don’t have to give anything in return.  Their hidden assumption is that if you can’t make them agree with any changes, they don’t have to change.  They’re masters of whining, complaining and blaming others, especially you, for their problems.

They’re great emotional blackmailers: “A good, loving mother would take care of me while I’m getting it together.  A caring mom would help me.”  They’re also master manipulators of your fear that, if you don’t cater to them, they’ll fail in life and it’ll be your fault, not theirs: “I need your love to keep me away from bad company.  If you kick me out, I’ll be emotionally damaged.”  They’ll subtly hint that they’ll commit suicide if you don’t coddle them.  They always have a friend who has a “good mother” taking care of him.

Your caring and fear make their arguments seductive.  No matter how much you had to struggle on your own to be successful, it’s easy to think that if you only give them one more chance, they’ll finally wake up and get it.  So you give him one more chance – over and over and over.

Popular culture also makes their arguments seductive.  Most people have been raised to think that loving your child (“mother’s love”) means giving them what they want.

In my experience, one path in dealing with healthy, intelligent teenage boys almost guarantees failure.  That’s the path of giving them what they want.  The more you let them leech off your energy, wallet and good will, the softer they’ll become, the harder it will be for them to become strong and independent, the greater the chances that they’ll fall in with other lazy losers.  The more you give them, the more lazy, entitled and spoiled they’ll become.

In my experience, the path that has the greatest probability of success is to kick those little birds out of the nest before they grow too big for their fledgling wings.  They’ve already grown too big for the nest.  In order to fly, they need to strengthen their wings by use under pressure and stress.

Of course there’s a risk.  They might fail and turn to drugs, booze or burglary to support themselves.  They might give in to depression.  But, in my experience, staying home wouldn’t prevent that.  Leeching off you will only make them weaker.

Confidence and self-esteem are developed by succeeding at real and difficult challenges in which there’s a chance of failing.  Staying at home avoids important, meaningful challenges.

Some of the things to say to them when you tell them they’re moving out, depending on the circumstances, are:

• “I know that inside you, you have this great one of you struggling to take charge of your life.  Now’s your chance for that ‘you’ to take over.  Struggle and succeed.  I’d rather you struggle and prove me wrong while hating me, than that you love me and stay here as a whining, complaining loser.”  Use the word “loser” a lot.  Challenge them to prove you wrong.
• “This is not a discussion or a debate; you don’t get to vote.  This is definitely not fair according to you.  I know you think I don’t understand your side of it or how hard it is in today’s economy, but that’s the way it is.  I’m protecting myself from my own flesh and blood, who’d suck me dry if I let him.  You can try to argue but it won’t change anything.  It’ll just waste your time.  If you threaten me or damage the house, I’ll call the police and there’ll be no going back.”  Don’t engage in debate.  Walk away.
• “I love you and this is scary for me, but that fear won’t stop me.  If you become a loser, just like (fill in the blank), I’ll be sad and cry that you wasted your life, but I won’t feel guilty.  I won’t regret what I’m doing.”  Then walk away.
• “I’m going to have a joyous, good time in my life.  After you move out, if you make it fun for me, I’ll take you out to a restaurant sometimes or have you over for a good meal.  But if you nag at me and make it a rotten time, I won’t want to waste my time with you.  Your job is to make it fun for me to be with you.  Yes, that’s blackmail.  You pay for my attention, kindness and money.  Be the nicest to people who are closest.  Be nicer and sweeter to me than you would be to a stranger.  Suck up to me as if you want something from me.  You do.  Even if you can prove to me logically that it’s not fair, that’s the way it is.”
• “You, my beloved son, are now facing the choice we all face in life at this age.  Will you settle for being a loser with a good excuse – your mother didn’t love or suckle you enough – or will you be a winner despite your mother?  Every one of your ancestors faced this.  Your ancestors lived through plague, famine, flood, war and slavery.  They lived through worse than you.  I know you have the stuff of a hero in you.  Your choice is whether you bring that out and succeed, or to be a whining, petulant, blaming loser.”
• You have the body and mind of an adult.  You want to make adult choices in living the life you want.  Now you’re being tested.  Being an adult means taking care of yourself financially and physically.  You probably didn’t prepare yourself.  That’s your problem.  I could never teach you anything because you never listened to me when I gave you good advice.  We both know that.  You think you know everything.  You think you know what’s best for you.  Now prove it.  The less you learned useful skills, the more you’ll have to struggle now.  So what?  That’s just struggle.  I hope you’ll grow strong by struggling.”
• Mom, make a specific plan.  For example, “You must be out by (date).  If not, I’ll throw your stuff out the window and call the police if I have to.  No negotiation.  No promises.  We allow little children to get by on promises and potential.  When they’re 13 or so, we start demanding performance.  Now that you’re 19, I demand performance.  Your performance earns what you get.”  Mom, don’t give in to satisfy one more promise.  Think through what you’ll give, if anything, and under what conditions.  My bottom line is, “Make me enjoy it and I’ll consider it.  Beat me up, physically or verbally, and you get nothing.”  The more calm you are, the better.  If he can get you upset, he’ll think he can win again…as usual.

Your teenager will be sneaky and manipulative in pushing your buttons and boundaries.  He’s mastered manipulating you for years.

Single parents are often easier to bully than couples.  For example, see the case study of Paula bullied by her daughter, Stacy, in “How to Stop Bullies in Their Tracks.”

Stepchildren can jerk your chain more.  A couple that disagrees strongly (one stern and one permissive) can be the worst case scenario.

This is a start.  Because all solutions depend on the specifics of the situation, you will need coaching.  Some circumstances that might alter your plans are if your teenager is not physically or mentally competent or needs extensive mental health counseling or is 13-16 or is a girl or there are drugs or alcohol involved or there are younger children at home?

Stay strong and firm.  Don’t let him move back in even for a just week or month.  It’ll reinforce the laziest in them and it’ll become permanent.

Stop Bullying at Extended Family Holidays

Many types of family bullying are obvious, whether it’s physical or verbal harassment, nastiness or abuse, and targets or witnesses usually jump in to stop it.  The typical perpetrators are mothers and fathers bullying each other or the kids, sibling bullies, bullying step-parents or kids sneakily bullying a step-parent in order to drive a wedge between a biological parent and their new partner. But many people allow extended family members to abuse their children or their spouses, especially at the holidays, because they’re afraid that protest will split the family into warring factions that will never be healed.  They’re afraid they’ll be blamed for destroying family unity or they accept a social code that proclaims some image of “family” as the most important value.

Except in a few, rare situations, that’s a big mistake.

A rare exception might be an aged, senile and demented, or a dying family member whose behavior is tolerated temporarily while the children are protected from the abuse.

But a more typical example of what shouldn’t be tolerated was a grandpa who had a vicious tongue, especially when he drank.  He angrily told the grandchildren they were weak, selfish and dumb.  He ripped them down for every fault – too smart, too stupid; too fat, too skinny; too short, too tall; too pretty, too ugly; too demanding, too shy.  He also focused on fatal character flaws; born lazy, born failure, born evil, born unwanted.

For good measure, he verbally assaulted his own children and their spouses – except for the favorite ones.  He even did this around the Thanksgiving and Christmas tables when the parents and their spouses were present.  He was always righteous and right.

Imagine that you see the fear, stress, anxiety and pain on your children’s faces and on your spouse’s face; you feel the pain and anger in your own heart.  You hate being there; you hate exposing your family to the negativity and abuse.  The rest of the adults try to shrug it off saying, “It’s only dad.  He really does love us.  His life has been hard.”  Or they insist, “Don’t upset the family, don’t force us to choose sides, family comes first.”

What can you do?

I assume you’ve asked him to stop or given him dirty looks, but that only seemed to encourage him to attack you and your children more.  Or he apologized, but didn’t stop for even minute.  When you arrived late and tried to leave early, he attacked your family even more.  He blamed you for disrupting the family.  The rest of the adults also said that it’s your fault you aren’t kind and family oriented enough to put up with him.

What else can you do?

I think you have to step back and look at the big picture – a view of culture, society and what’s important in life.  Only then can you decide what fights are important enough to fight and only then will you have the strength, courage and perseverance to act effectively.

Compare two views: one in which blood family is all important. We are supposed to do anything for family and put up with anything from family because we need family in order to survive or because family is the greatest good.  This view says that if you put anything above family, especially your individual conscience or needs, you’ll destroy the foundations of civilized life and expose yourself in times of need.  In this view, we are supposed to sacrifice ourselves and our children to our biological family – by blood or by marriage.

We can see the benefits of this view.  When you’re old and sick, who else will take care of you but kith and kin?  In this view, the moral basis of civilization is the bond of blood and marriage.  Violate that relationship, bring disunity into the family by standing up for your individual views and you jeopardize everything important and traditional.

In my experience, this view is usually linked to the view that men and inherited traditions should rule.  Boys are supposed to torment girls because that teaches them how to become men.  Girls are supposed to submit because that’s their appointed role – sanctioned by religion and culture.  If men are vicious to women and children, if old people are vicious to the young, that’s tolerated.

Contrast this view with an alternative in which behavior is more important than blood. Your individual conscience and rules of acceptable behavior are more important than traditions that enable brutality and pain generation after generation.  What’s most important in this view is that you strive to create an environment with people who fill your heart with joy – a family of your heart and spirit.

If you choose the first view, you’ll never be able to stop bullying and abuse.  Your children will see who has the power and who bears the pain.  They’ll model the family dynamics they saw during the holidays.   You’ve abdicated the very individual conscience and power that you need to protect yourself and your children.  You’ll wallow in ineffective whining and complaining, hoping that someone else will solve your problem.

The best you can hope for outside the family, when your children face bullies who have practiced being bullies or being bullied at home, is that school authorities will do what’s right and protect your children from bullies.  But how can you expect more courage from them than you have?  Or why shouldn’t they accept the culture which tolerates bullying and abuse, just like you have?

Once you’ve decided that you will stop accepting intolerable behavior, your action plan will have to be adjusted to the circumstances, for example:

• Are you the biological child in the family or merely a spouse?
• Is your spouse willing to be as strong as you?
• Who’s the perpetrator – a grandparent, another adult or spouse, a cousin, a more distant relative?
• Do you see the perpetrator every year or once a decade?
• Do other adults acknowledge the abuse also?

Expert coaching and good books and CDs like “Bullies Below the Radar: How to Wise Up, Stand Up and Stay Up” and “How to Stop Bullies in Their Tracks” will help you make the necessary inner shifts and also develop a stepwise action plan that fits your family situation and newly developed comfort zone.  For example, see the case studies of Kathy, Jake and Ralph.

Keep in mind that while you hope the perpetrator will change his or her behavior, your goal is really to have an island with people who make every occasion joyous.  You must be prepared to go all the way to withdrawing from family events or to starting a fight that will split the family into two camps.  But at least you’ll be in a camp in which you feel comfortable spending the holidays.

Be prepared to be pleasantly surprised.  Sometimes when one person speaks up, many others join in and the combined weight of opinion forces an acceptable change.  Sometimes if you say you’ll withdraw, you’ll be seen as the most difficult person in the room and the rest of the family will make the abuser change or ostracize him or her.

Stop School Bullies or They'll Ruin Summer Vacations

Where do school bullies go during summer vacation?  Do you think they take the summer off and stop bullying until September? School bullies enjoy the summer.  Usually there are fewer adult supervisors at camps, recreation centers, pools, playgrounds or in the mall to stop their bullying.

Bullying is often, but not always, by older kids against younger kids and by bigger kids against smaller kids.  Bullying can be physical, relational and verbal, and it’s always emotional.  Mean girls are adept at gossip, put-downs and exclusion.  Boys use relational and verbal abuse just as much as girls do.  Boy bullies are masters of put-downs, excluding and leading malevolent gangs. Check out summer camps and organized activities where the same kids go for an extended period of time.  Usually the staff at summer camps and recreation centers is too busy and too swamped to stop school bullies on vacation.  Often, staff tolerates or condones bullying.  You’ll hear them say, “That’s just kid stuff.  It’s a rite of passage.  Kids need to learn to deal with bullying by themselves.”  Oh, some staff might lecture or yell if they observe bullying and they care, but their attention will be drawn away by other concerns and the target will be left unprotected.  There won’t be enough consistent oversight and you won’t know what’s going on.

Find out ahead of time if staff is trained to detect and stop bullies.  Do they have a policy and training program?  What specific behaviors are staff trained to observe?  Have they ever sent a bully home?  Do they train the kids how to witness and standup for each other.  What’s the refund policy if you pull your children out because they’re being bullied?  Express your concerns in writing so there’s a record.

Prepare your children to tell you what’s going on.  Being a target of bullying is not their fault.  Not defending themselves or not getting help will create long-lasting problems for them.  Telling is not tattling.  Convince them that the bullying will get worse if they don’t tell you.

If they’re sleeping over, have them send letters home, not postcards.  Is there an increase in anxiety, stress and nightmares?  Are they suddenly uncommunicative?

If your children are in a day activity, stay and observe it.

If there’s an incident or you’re suspicious, talk to the counselor, teacher and head of the organization in person or by phone.  Follow up in writing.  Don’t be put off by promises and platitudes.  What concrete actions have they taken?  A chat or lecture is not an action that will stop a real-world bully.  Don’t accept, “Ignore it and it’ll stop.”  Do bullies still have unsupervised access to your children after a lecture?  The Golden Rule doesn't stop real-world bullies.

If you hear the administrators say that they’re trying to build the bullies’ self-esteem or increase their empathy, or if they think that the bully will benefit from therapy or counseling while they’re still at the activity or camp, or if they appeal to your understanding and sympathy for how difficult the bully’s life is get your children out of that place immediately.  They’re more concerned with the bully than the victim.  They’ll sacrifice your children in order to help the bully. Check out supervised areas like pools and water parks where your children go but where there can be different kids each day.  You have much less control here.  Usually staff is focused on physical safety.  You may have to go a number of times despite your children’s protests.  You’ll probably have to analyze the situation and train them how to escape bullies and get help.  Help them identify lifeguards who will protect them.  Teach them how to elicit those lifeguards’ help.

Check out unsupervised areas like parks and malls where your children hang out.  Are you afraid of the other kids who hang out there?  Do your children know how to get a police officer and what to say to get that officer on their side?  Are you available in emergencies? Make sure your children go with a larger group of friends.  Let them go only if you trust the group to stay together and protect each other.  Of course, your children think that the most important thing in their lives is being accepted by their friends or the crowd they want to be liked by.  But that’s not your primary concern.  First and foremost, you’re not your children’s friend; you’re their protector and your better judgment counts.

Let them earn the privilege of going places without you in a step-wise way.  When they’ve proven to you that they know how to stop bullies or to escape in a fairly safe situation, then and only then, give them a little more freedom that’s age-appropriate.  Encourage them to make those steps, but don’t give in to nagging.  Whining and complaining aren’t evidence of good decision-making.

Bystanders-observers-witnesses can make all the difference in protecting targets.  Teach your kids how to enlist help.  Teach them to be brave.

This article does not include bullying of kids by counselors and staff, or the bullying of weak counselors by a gang of kids.  But you must be aware of the possibilities.

Remember, despite the lack of action by so many principals, teachers and staff during the school year, it’s still more dangerous during the summer.  Be careful out there.

Stop Self-Bullying Victim Talk Before You Attract More Predators

Sometimes we need to replay the horrible things that people did to us – whether it was once or repeatedly, whether they were the perpetrators or they stood by or even colluded and ignored the abuse and our pain.  Sometime we need to get angry and vent and imagine all the ways we could retaliate and extract vengeance and justice.  Sometimes we blame ourselves, wishing we could finally win their love and undo the hurt.  During those times we typically say, “It’s not fair.  Why me?  Why don’t they understand and appreciate me?  What did I do wrong?” But in the end, whatever the specifics of our situations, we all know where we have to get to if we’re going to make the rest of our lives worth living.

By whatever process we use successfully, through whatever pain we have to endure, after we stop the harassment, bullying, abuse and torment inflicted upon us, we have two choices – to let our lives be destroyed by the rotten people who abused us or to move on somehow, to create families and lives worth living.

I’m not minimizing the damage and the pain or the time it may take, but throughout history, we see the same pattern in response to individual and cultural or societal horrors.  Some people’s spirits are destroyed by what was done to them.  Other people stay alive and vital.

Examples are all around of famous individuals who turned their backs on the perpetrators and moved on – Maya Angelou and Winston Churchill easily come to mind.  There are also inspiring examples known only to our families.  We must keep our eyes focused on the light at the end of the tunnel of pain – the light that reminds us to keep moving ahead despite the temporary discouragement, depression and despair. What keeps most people stuck in the abyss of pain for years; long after they’re physically and fiscally capable of separating?  Mostly, it’s a combination of:

• Wanting the perpetrators to acknowledge what they did and to apologize or beg for our forgiveness.  Or wanting vindication and revenge.
• Wanting the bullies to give us the love or money we desperately desire and deserve.  We waste hours trying to figure out how to say and do the right things so that we’ll finally win the love and respect we want.
• We don’t know how to stop replaying the pain, which triggers emotional hell and reinforces the connection to the past.

There may be other desires that keep us enmeshed with the perpetrators or with our memories of past abuse but, in order to get free, we don’t need an exhaustive list or even to know the specific one that keeps us trapped.

Real predators – real bullies, abusers, perpetrators – no matter what their reasons and excuses, do not change.  Staying enmeshed in a dance of pain and anger only leads to spiritual death.  On this path, there is no rebirth; there is no new life.

We recognize someone still trapped in the pain and victim talk, not ready to move on when we hear them:

• Whining and complaining about how unfair it is, how they don’t understand why the bullies keep bullying them, how there seems no way of getting justice.
• Beating themselves because they aren’t perfect enough for their abusers.
• Championing their pain as different and greater than anyone else’s or saying that their hurt and pain was so bad that they’ve been damaged for the rest of their lives.
• Wallowing in negative self-talk and self-abuse.

The results of this self-bullying victim talk are clear – stress, anxiety, self-doubt, guilt, shame, panic, low self-confidence and self-esteem; huge overreactions as if everything is a matter of life or death; a life ruled by the past, time wasted circling around the carcass of the past, chewing over the gristle of every past and present episode of abuse. The light at the end of the tunnel is when our spirits rise and make us indomitable and invulnerable, determined and indefatigable; when:

• We won’t be weighed down by the baggage of the past.  We don’t have to please the perpetrators or excuse or justify our behavior to our abusers and we also don’t have to rebel any more just to prove that we’re independent.  We stop sacrificing ourselves for further flagellation and spurning.
• The voices of the past become irrelevant; we now make decisions directed by our own spirits.
• We won’t be at the mercy of external events, especially the past.  Instead we’ll create our own futures, no matter what.

This is the goal of all the talk, catharsis, coaching.  We become our original, fiery selves – strong, brave and determined – and now skilled adults.

In this new state, the fear of failure or success is gone.  We no longer view the world through the lens of “deserve, justify, punish or forgive.”  The emotional motivation cycle – endless self-criticism and self analysis, and then criticism of the criticism, and then criticism of the criticism of the criticism – of the old victim side of us is gone.

We no longer have overwhelming emotional reactions to whatever happens.  Mistakes are no longer life threatening.  Failing at something is no longer a portent of a bleak future.  Doing something wrong no longer consigns us to hell forever.

We ride through these ups and downs, buoyed by certain knowledge that we’ll keep plugging along, doing what we can, following our Heart’s Desire.

From here we can easily recognize other people who are still in the old place – underneath their franticness and self-flagellation, they look and sound like victims, not willing to do whatever it takes to protect themselves; attracting old and new predators.  Predators also recognize easy targets.

From here we can see how boring the victim personality is.  It’s all about their pain and problems, as if that’s really who they are.  They’re still trying to squeeze love or justification from a stone.  They still want to interact with scavengers.

In our new space, we’re interested and interesting, excited and exciting.  We focus on what feeds our spirits; not on endless cud-chewing and psychoanalysis.  We leave the predators behind and seek the families of our hearts and spirits.

The process of leaving the old, victim place usually includes many instantaneous epiphanies, as well as the time necessary to develop new habits through many ups and downs.  But that’s merely a process to leave the old and to be completely comfortable in the new.

When we live in a state of inner freedom, we don’t forget the pain.  We remember that abuse all our lives.  We hold that memory sacred – but we don’t use the pain to motivate ourselves, we convert it to a source of strength and courage to create a new life, a life that’s built on the ashes of childhood dreams destroyed.

Stop Bullies at Work: "Energy Vampires"

"Energy Vampires" are bullies at work.  They’ll suck your motivation and drive, and destroy morale and productivity.  But because they’re usually not recognized and labeled as bullies, they’re allowed to flourish. Rather than give a wordy description, let’s identify and label some common examples of their bullying:

Rather than give a wordy description, let’s identify and label some common examples of their bullying:

• The Know-It-All.  He’s right about everything – what the president should do to solve everything, why our sports teams lose, why kids are worse today, what’s wrong with our education, health, and legal system, why the ocean is blue.  Arguing with him is a waste of time and most people have stopped trying.  But just hearing his voice gets you too frustrated and angry to get back to work.
• The Angry Victim.  Her life stinks because everyone picks on her or “the system” is a mess and doesn’t adjust itself to her needs.  She’s indignant if you dare to disagree or if you’re not sympathetic or helpful enough.  If you don’t give her all the credit she wants, you’ll pay.  Since she goes on and on about co-workers and bosses who are jerks, you know she’ll run you down to everyone if you don’t please her.  There’s no reasoning with her; she’s too angry to see anyone else’s side of things.  So you try to be invisible or walk on eggshells.  Of course, you’re too scared to be productive or creative.
• The Blackmailer.  He won’t give you the reports or data he’s supposed to unless you listen to him babble for an hour.  You’d better listen or he’ll bad-mouth you publically as unfriendly and not-a-team-player.  He won’t send things electronically; he insists on lengthy personal contact.  By the time you’ve told four friends his latest antics, you’ve wasted half a day.
• The Mousy Victim.  She’s hurt and weepy, but tries to put on a brave face.  Everything anyone says or does hurts her feelings; she’s a genius at taking things the wrong way.  Her hyper-sensitivity has rallied everyone to come to her defense and cater to her every whim.  She creates a continual soap opera revolving around her hurt feelings.  Everyone must take their precious time and energy to salve her feelings and bring her identified persecutor into line.  The result is another day focused on melodrama instead of work.
• The Loud-Mouthed Bigot.  He frequently makes sexist, racist and other intolerant and vicious remarks about co-workers and anyone else who attracts his attention.  He’s more interested in broadcasting his opinions and winning arguments than in getting work done.  If you engage him, you’ll come away too drained and angry to get back to work.
• The Bore who’s Fascinated With Her Life.  She’s so wonderful and important that you must listen to all the excruciating details of her life – especially the very personal ones about her bodily functions or love-life.  You want to close your door and hide.  In order to appear caring, you almost feel compelled to tell her similar details of your life.  She counts on your politeness not to throw her out.  In this case you feel more slimed than drained, but you’re still too upset to get back to work.
• The Whining Slacker.  He’s lazy and won’t lift a finger to meet deadlines; he’s a no-show at crunch time.  He whines, complains and wants sympathy and help.  Everyone has to pitch in and do his job or the team looks bad.  He’s never grateful and doesn’t return the effort to help others.  Since they keep paying him for slacking, you grit your teeth and feel like slacking also.  Slacking is a communicable disease.

These energy vampires control the turf and productivity plummets.  They leave a wake of frustration and anger; co-workers and managers feel drained by every interaction, like someone took a quart of blood.  And then we go home and drain our families, either by repeating the details of what happened or by taking out our frustration and stress on our loved ones.

These vampires go from team to team, leaving a wake of corpses, but hiding their harassment and abuse behind good-sounding excuses and justifications.  It’s always someone else’s fault and everyone’s against them.

You can’t change a vampire by begging, bribery or appeasement.  The first step in stopping these workplace bullies is to recognize and label them.  You must maintain your individual boundaries, protect yourself from getting emotionally drained or enraged, and get back to work.

Energy vampires can be purged by a concerted effort of managers and their teams.  If you aren’t willing to do that difficult work, you must start looking to work in another department of your company or for a new company.  But wait; there’ll be vampires there too!