Surefire ways of inspiring the exodus of best employees

Want to downsize by driving away your best employees? If you have trouble believing that I’ve seen these techniques while consulting or coaching, you’re underestimating human creativity.

To read the rest of this article from the Washington Business Courier, see: Surefire ways of inspiring exodus of best employees http://washington.bizjournals.com/washington/stories/2004/05/17/smallb6.html

Ten techniques I’ve seen used to get rid of the best employees.  See original article for details.

1. Keep goals, strategic plans, deadlines, policies and procedures unclear or secret. Don’t develop clear communication skills and processes.  Act as if employees are supposed to know what you mean, and if they don’t, it’s their problem.  Ignore employees’ grievances or penalize them severely for wasting your time.
2. Set impossible standards and deadlines; be hypercritical. Demand perfection.  Break your own rules.  Take your moods out on them; throw fits, retaliate often, make attacks personal - curse, threaten and demean them.
3. Be the hub; change your mind often; give contradictory orders. Micro-manage and then be unavailable when your opinion is needed.  Foster rumors.  Criticize them loudly for not taking responsibility and for wasting your time with dumb questions.
4. Evaluate sporadically, especially after mistakes, or not at all. Don’t give specific feedback; just yell that they did it wrong and there’s going to be hell to pay.  Chastise in public.  Avoid dealing with issues and problems. Promote inefficiency and diffuse responsibility.
5. Deny responsibility; it’s never your fault. Promise anything, deny you ever said it (as if they just didn’t listen carefully or twisted your words), don’t put anything in writing
6. Play favorites. Whisper behind closed doors, reward non-productive employees who suck up to you in public, form intimate relationships with a few and let everyone know.  Ignore their privacy.  Go through their desks, eat their snacks, make loud remarks about your findings.
7. Treat everybody the same; give everyone the same rewards. Ignore extra effort and high productivity.
8. Don’t waste time and money on training. Get new software but don’t ask users to help customize or test it before installation.  Throw new employees into the fray without training or instructions.  Enjoy righteous indignation when they don’t meet your standards.  Complain that you have to do everything yourself if you want it done right.
9. Treat downsized employees poorly; blame the company’s problems on them. Nickel-and-dime them.  No personal calls or e-mail, ever!  Give yourself huge increases and perks.
10. In a budget crunch, give falsely poor evaluations in order to justify giving small raises. Separate evaluations from rewards so you can easily give great evaluations and tiny raises.

These techniques are only the tip of the iceberg.

Of course, you’ll have to master a different set of methods to keep your best employees and replace only the worst.

Often, individuals need coaching and organizations need consulting to help them design and implement a plan that fits the situation.  To get the help you need, call Ben at 1-877-828-5543.

Hidden meanings of divorce

Jane had been unhappy in her marriage to Joe since she’d walked down the aisle as a teenager.  But first she’d stayed because she’d promised, then she stayed for the children and then she stayed because leaving was too scary. Even though she’d been thinking for years about divorcing him and she’d waited until the children were independent, and even though it took more time to arrange it, she was surprised at all she went through afterward.  She’d thought she’d move on immediately and easily.

Divorce meant the end of a dream. Jane was surprised at how disoriented and upset she became, even though she was the one who wanted the divorce and had initiated it.  But it was as if her whole universe had collapsed and she didn’t know what to do.

Actually that was a very accurate image.  Indeed, her world had revolved around the dream she had fantasized and tried to create – a wonderful marriage and happy family.  Even though it hadn’t turned out that way, all her thoughts and energy had revolved around that center.  Now the center of her universe was gone.  Like a solar system with no sun at its center, everything flew off in different directions.

She had to create a new center for her life and to organize every aspect to revolve around it.  That took time, but when she centered on herself and the wonderful, full, rich life she wanted, all the pieces began to come together.  Her discomfort and second-guessing disappeared, and her life – her mental, emotional and spiritual life – stabilized.

Divorce meant the end of daily, face-to-face bullying. Joe had been a demanding, manipulative, controlling husband.  Jane had always lived under his thumb.  She tiptoed around trying to avoid big confrontations, lectures and explosions.  Now she didn’t have to do what he wanted and he couldn’t do anything serious to her.  She felt a huge relief.  She could stand up straight, breathe deeply and do what she wanted without arguments and recriminations, or his approval or permission.  She was not surprised at how liberated she felt.  She was giddy with freedom.

But he didn’t stop trying to control her.  He became more demanding and manipulative.  She had to learn how to resist his controlling methods and her own self-bullying.

Divorce meant she was no longer responsible for Joe’s issues or well-being. All during their marriage, Jane had tended to Joe’s emotional needs; his ego’s need to be stroked, his abandonment and control issues, his dislikes, his hypochondria and depression, his threats of suicide.

Because of her preparation, right after she received the final divorce papers, Jane felt free of the burden of taking care of Joe’s issues.  She wished him well, but was no longer responsible for making his life work the way he wished.

But putting that inner freedom into practice required a stepwise process.  Joe didn’t like the loss of his servant and scapegoat so he used every manipulative, bullying trick that had succeeded previously in order to make her take care of him now.

He called her whenever he felt upset, needy or sick.  At first, no matter how sorry for him Jane felt, no matter how much her caretaker and enabler patterns had been stimulated, she had to force herself to tell him she wouldn’t be coming over to take care of him.  At first, she became angry at his pathetic attempts.  She forced herself to tell him that he’d have to call his friends or get a therapist or go to the hospital.  Later, that became easy; second-nature.

Joe started calling their children and complaining about how cold and unloving she’d become.  He suspected that she now had a young boyfriend she was taking care of.  Jane explained Joe’s patterns to their children and told them she hoped they’d put the responsibility for his happiness right back in his lap.  And she wasn’t having a fling with a pool-boy.

When Joe threatened suicide, she almost ran over to stop him.  But them she stepped back and said she’d call the police for him.  He said she shouldn’t call them, but then persisted in suicide talk.  She hung up and called 911.  He never threatened her with suicide again.  She told their children the tactic that had worked.

It seemed to take 9 months – an interesting period – for her to let go of her internal habits and to feel comfortable setting her boundaries in a matter-of-fact way.  By “setting,” she now meant keeping her boundaries, no matter how he tried to ignore or trample them.  She no longer rode the roller coaster of huge emotional swings – caring, concern, panic, anger, rage and guilt.  Then her life started opening up the way she’d hoped the divorce would allow.

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.

Don’t Tolerate "Stars" Who Bully at Work

Nobody likes a bully.  But imagine that your best salesman is a bully.  You’re faced with a dilemma that may make you hesitate.  Heroism and skill will be required to maintain standards. To read the rest of this article from the Cincinnati Business Courier, see: Don’t Tolerate “Stars” Who Bully at Work http://cincinnati.bizjournals.com/cincinnati/stories/2003/04/07/smallb3.html

Even if the bullying is flagrant and public, you might think twice before risking a major revenue stream confronting that person.

Even worse, if bullying is more subtle and private – like a bully “sales star “ cuts others out of their share of a sale; undermines other sales people; verbally intimidates and abuses support staff - you may be tempted to hesitate and ignore the initial rumors.

A prevalent assumption in our society is that the first time you hear about a problem, you should minimize it, give people the benefit of the doubt and hope it goes away by itself.  That assumption is wrong.

See the original article for details.

• Don’t let an untreated splinter lead to gangrene or a bullying problem fester. For every incident you hear about, there are usually five that haven’t reached you.  This is just the first time the bully was exposed.
• Respond to such incidents immediately. Look for patterns of behavior, try to find witnesses to the incident or people who have been bullied separately.
• Bullying patterns of behavior test everyone’s courage and skill, especially the leadership team. Set the standards by biting the bullet rapidly with bullying sales stars.
• Usually, the abuse builds to a crescendo, but then subsides temporarily - so you give it more time. Eventually, you’ll spend so much time focusing on repeated incidents, you’ll be exhausted. That is a tip-off:  The “cancer” has spread too far.
• After you act, you’ll be amazed at what surfaces. You’ve only seen the tip of the iceberg.  Over the next two to three months, you’ll hear many more stories of bullying and hear many sighs of relief.”
• Even though the leadership team is insulated from the worst of the pain, you have to lead the way in demanding civil behavior as well as productivity. You’re just following common sense.
• Test sales managers. It’s easy to talk theories, but decisions can get more difficult for a sales manager when facing a bullying star might mean unmet quotas, lost personal bonuses and more time and money training replacements. The longer managers cover things up or let situations go unresolved, the more credibility and influence they lose.  They look like enablers or collaborators. Eventually they will have to leave - along with the bully they’ve coddled and protected.
• Test the support staff manager and the “abused” individual. Courage is required to blow the whistle, since leaders usually favor sales stars.  Don’t throw fits; gather facts and document evidence of patterns.

You can’t precisely measure the negative effects of bullying on everyone’s productivity, but every time you remove one of those thorns, the benefits will be dramatic.

Even if sales take a temporary hit, morale and productivity will increase across the board. Company revenues will shortly overcome the loss of that particular bully’s sales.

Often, individuals need coaching and organizations need consulting to help them design and implement a plan that fits the situation.  To get the help you need, call Ben at 1-877-828-5543.

Stop asking a bullying spouse for permission

Even after 30 years of marriage, Jane was angry at her bullying husband, Joe.  He just wouldn’t stop violating boundaries she was trying to set. For example:

• When she said she didn’t want to talk about something, he kept nagging her with probing questions.
• When she said she didn’t want to do things that offended her, he kept asking “why” and argued against every reason she offered until she finally gave in.
• When she wanted to do something he didn’t like, even though she could afford to pay for it with money she’d earned, he called it stupid, dumb, wrong and uncaring, and he ignored her requests to back off until she finally took the path of least resistance and didn’t do it.

Jane blamed Joe but her primary problem wasn’t him. Her real problem was her own rules, rules, beliefs and attitudes, which kept her stuck in his relentless harassment and control.

Joe is a relentless, narcissistic, manipulative control-freak.  He’d been that way all their lives.  Even though the children were now independent and Jane had her own money, she still gave into him.

She was still rewarding him, giving him a doggie treat every time he beat her into submission with his arguments or withheld his approval and permission.  She’d trained him to think he’d succeed because she’d given in for 30 years.

Some of her old, ineffective rules and beliefs were:

• If she was smart and reasonable enough, she’d win an argument and he’d give her permission to do what she wanted.
• She was selfish and guilty if she did what she wanted against her husband’s demands, commands and wishes.
• She needed his permission before she did what she wanted.
• She needed him to empower her.

She needed to free herself from her self-imposed slavery, her self-bullying.

After a long-sought for epiphany, Jane realized she could simply take power, whether he gave her permission or not.

She released her out-of-date, ineffective, childhood rules and decided to adopt new ones as an adult.  She’d stop playing her old games.

• She didn’t have to answer his questions. She’d been raised to think that a polite person always answered other people’s questions and the only way to avoid embarrassing subjects or unending interrogations was to convince the other person to stop asking those questions.  Now she’d simply look him steadily in the eye and not answer, or she’d say she wasn’t answering and walk away.  When he followed her with more questions, she’d simply ignore him and go about her business.
• She didn’t need to justify herself according to him. She didn’t need to prove herself or show she deserved.  She didn’t need his approval or permission.  Because she wanted or didn’t want, arrived at after due consideration, would be enough for her.  At the beginning, she’d be better off not giving reasons because, if she did, he’d think it was the old rules and he’d argue forever.  Later, she might say why she did something but it would only be for information, not to ask his permission or to make things acceptable to him.
• She let go of her guilt. What she wanted wasn’t bad or crazy.  That was enough for her.  She didn’t have to please him or submit in order to prove that she was a good person.
• She stopped thinking she had to please other people. Other people didn’t get to vote.  Instead, she’d test other people.  She wouldn’t allow people who repeatedly tried to get her to do what they wanted to get close to her.  Since what she wanted wasn’t bad or expensive, she’d let those who were comfortable with her come close to her.
• She decided that their children could choose to be thrilled and heartened by her new strength, courage and determination. They could be helped by her new example in their lives.  She’d maintain a distance from any who tried to manipulate or bully her into submission.  She didn’t need to justify or seek their permission either.
• She let go of being responsible for Joe’s behavior. She didn’t think he’d commit suicide; he wouldn’t want her to be free.  But even if he did, she wasn’t doing anything bad.  She wasn’t responsible if he was weak or dumb.

Did it work? Do you mean, “Did he change?  Did she finally submit again?  Did she divorce him?”  Does her case study really effect how you’ll create the rest of your life?  Do you want to create your life the way you hope it will be or must you first have evidence that your plan will bring you happiness.

Follow your bliss.  Even if you don’t get rich or some old friends or loves reject or abandon you, you’ll be living your bliss.  And you’ll attract new people who want to share your bliss.

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.

Sometimes you can't 'fix' an unhappy employee

How do you develop credibility and support when quality staff are distrustful and holding back? Conventional thinking incorrectly puts the whole burden on you. But if you do your best for the whole company, consistently treat people decently, don’t hog the credit and spread the blame, and you’re not a liar or a looter, then don’t take the blame for lack of buy-in and don’t put out all the energy forever.

To read the rest of this article from the Nashville Business Journal, see: Sometimes you can't 'fix' an unhappy employee http://nashville.bizjournals.com/nashville/stories/2003/02/10/smallb6.html

The burden to be great managers and employees is on them.  Do they demonstrate their passion and productivity at your company?

You have three critical decisions in evaluating employees and managers who are holding back.  See original article for details

• Can the damaged bond between you (the company) and a particular manager or employee be saved?  Promote great participants – productive managers and staff who respond to you and your good efforts - and replace those who don’t participate.
• What can and cannot be fixed by great leadership style?  Great style can rally people for a while, but no amount of style can fix a structural problem or a person who will hate no matter what.
• If the bond can be saved and if the problem is not structural, what’s the best style?  Ignore conventional thinking about this month’s management fad.

Many different styles, including yours, can succeed if they fit the circumstances, tasks and needs/personalities of quality staff.

Think strategically.  Face the difficult questions.  Have your managers and staff face the same questions.  I always include staff so they’ll be crystal clear up-front about what’s expected of them, what buy-in or opt-out looks like, and how they’ll be judged.

Orient yourself appropriately, be trustworthy and see who responds. A great employee will do the work of two mediocre ones and give you fewer headaches.  Poor or distrustful employees don’t matter in the long run – you’ll replace them.

Often, individuals need coaching and organizations need consulting to help them design and implement a plan that fits the situation.  To get the help you need, call Ben at 1-877-828-5543.

Stop a Critical Perfectionist in Your Family

Alice’s mother, Helen, was a critical perfectionist.  Nothing was ever good enough; nothing was done right; nobody could please her, no matter how hard they tried.  She’d been that way as long as Alice could remember and Alice had lived in fear of her mother’s attacks at least as long. There had been hundreds of incidents before, but the one that finally pushed Alice over the line was at Helen’s retirement from work when she was seventy.  Helen said she didn’t want a party.  Alice argued; seventy and retiring were big events, Helen deserved a big celebration, the family wanted to get together.  But Helen was adamant, so Alice gave in and made no plans.

The night before her retirement, Helen called Alice and asked when the big party was; she’d been given no details and Alice was a lousy daughter for not planning a party exactly the way Helen wanted.

Alice was stunned but managed to get her brain working.  Hurriedly she picked the following Saturday for the event.  Alice asked Helen who she wanted invited and what she wanted at the party.  Helen said that anything would do, she wasn’t picky.

Alice ignored a nagging feeling that she was being set up as usual.  She did her best.  She invited all the family and a few friends Helen had from work.  She organized a potluck.  On the big night, there was plenty of food and everybody seemed to have a good time.

The next morning her mother called Alice and started abusing her.  Nothing had been right at her party.  She’d invited all the wrong people, had all the wrong food, the party was too small and there was not enough praise for Helen’s long years of hard work.  Helen was mortified that Alice was such an incompetent and miserable hostess, and an uncaring, unloving daughter.

Because Alice had sought coaching previously, she was prepared.  Something in her snapped.  After all these years of submitting to her mother’s abuse, Alice had had enough.

She said she had a new rule when facing a bullying control-freak: just say “No.” No more hiding things and pretending; Helen was mean, nasty and no fun.  No more looking the other way; no more colluding or enabling Helen’s behavior.  No more planning for Helen.  If Helen wanted to see her, she’d have to stop that behavior immediately.  If she needed therapy, she should go get it.

Before Helen could interrupt, Alice went on.  She was not going to open herself to the usual abuse Helen heaped on her every year so her mother wasn’t invited to have Christmas with them.  Alice and her family were gong to relax and enjoy the holidays without any complaining, sarcasm or put-downs.  Then she said good-bye.

Alice immediately called everyone in the family and told them what she’d told her mother.  Of course, they knew how Helen had always been.  Now that a heroine had stepped forward, a few who had always submitted and endured Helen’s past behavior were willing to support Alice by agreeing with her in public and even telling Helen what they thought of her behavior.

With her own children and their families, Alice also insisted on a new family rule: When someone tries to do something nice for you, just say “Thank you.”

Of course, Alice was soon smitten with guilt and self-bullying.  She thought she’d gone too far and she really was ungrateful and unloving.  She’d expected those thoughts and had planned not to act on them.  She took a cold shower instead.  And she stuck to her plan.

It was scary for her to stand up for her own standards; to act in public like the person she wanted to be.  But she kept herself on track by remembering she was setting a good example for her children and their spouses.  Later, she was kept on track by the pleasure she felt when her children and some of her extended family started saying “thank you” instead of complaining.

Critical perfectionists come in all sizes and shapes, create hundreds of different situations and attack in many overt and covert ways.  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.

No-conflict workplace won't resolve problems. Anger goes underground when it's avoided

Dealing with conflict in corporate America is a problem of extremes.  Ineffective leaders either use confrontation and bullying as weapons to beat employees down, or they mandate conflict-free zones.  Both extremes suppress effective disagreement, drive opposition underground and create toxic environments. To read the rest of this article from the New Mexico Business Weekly, see: No-conflict workplace won't resolve problems:  Anger goes underground when it's avoided http://albuquerque.bizjournals.com/albuquerque/stories/2003/09/01/smallb3.html

While bullying bosses are recognized problems, the cancerous effects of no-conflict zones usually fester unnoticed until they metastasize. In the quest to be respectful of people’s feelings, ineffective leaders have covered up problems or rushed to easy, token resolutions.  They have abandoned the most effective tools for creating innovation and improvement - challenge and opposition that promotes creativity and brings out the best efforts of worthy staff.  Conflict-avoidant managers cannot be effective leaders.

The problem is not disagreement; the problem is escalation – in either direction. The challenge for leaders is to find the sweet spot between the extremes.  The key to success is the fundamental agreement to use the opposing forces for the common good while preventing escalation.

One organization I worked with had decreed there would be no emotional responses or disagreement. Everyone was required to be calm, sweet, kind and reasonable in public.  Disagreement was hidden behind closed doors and, even then, had to be circumspect and cloaked in appreciation and praise.  There were very strict communication formulas, ostensibly so no one’s feelings would ever be hurt.  Not only were sticks and stones forbidden, but also honest words.

Typical of such poisonous situations, overt channels of responsibility, authority and accountability had become shams. A small clique of the most difficult and manipulative people used their hypersensitivity to control the organization behind the scenes.  The best games-players intrigued to make decisions in their own best interests.  Quality employees started leaving.

Apposition is a better word than opposition to describe passionate disagreement that promotes the greater good. Your opposable thumb and forefinger often appose by pushing against each other hard so you can pick up your pencil and get to work.  Apposition creates opportunity and promotes success.

If disagreement has been suppressed, the initial steps in transforming a toxic culture will seethe with emotion. Pay the price and move through the flare up.

You don’t need to initiate angry confrontations in order to be clear and firm about standards of productivity, quality or behavior.  But if the other person wants to start a fight or throw a fit, effective leaders learn to deal with emotionally charged interactions rapidly and effectively.

Conflict is nothing to be afraid of - appreciate and respect worthy opponents who bring out the best in both of you.

The best leaders seek areas of disagreement and challenge. Emotion, challenge and disagreement power the engine of leadership.  To drive success, moderate and direct that fuel appropriately.

Often, individuals need coaching and organizations need consulting to help them design and implement a plan that fits the situation.  To get the help you need, call Ben at 1-877-828-5543.

How to raise a weak victim

We love our kids.  We don’t want to see them suffer while they’re growing up and learning the life lessons we know they will need.  So we protect them from the consequences of their actions, their poor decisions, their innate laziness or their desire to feel superior. Also, we’re thrilled when they shine because they’re smart or athletic or budding comedians.

And that’s how we help spoil them and turn them into weaklings lacking character and grit.

Ramona’s son had always been the brightest kid around.  She was so proud that he’d never struggled through high school or college to get good grades.  She’d noticed that he avoided subject areas that were difficult; he got upset when he had to struggle with anything.  So she tried to be helpful by encouraging him to follow interests that were easy for him.

When she didn’t immediately cater to his every whim, he verbally abused her; he told her she was a rotten and incompetent mom.

Later, in law school, when he had to struggle a little, she noticed that he always blamed his difficulties on poor teachers, bad case presentation and other students who cheated.  He thought he was a victim of circumstances.  He never applied himself diligently.  Instead, he raged against them all and sometimes told them off in public.  His struggles were never his fault; his anger was always justified and righteous.

After he passed the bar exam, he couldn’t keep jobs at two prestigious law firms in a row.  He’d loudly and publically told off the managing partners because they hadn’t supported him enough.

He started his own practice but had problems getting and keeping clients.  He was too busy to keep good books so he never made a profit.  But he bought everything he wanted.  He wanted to abandon the whole affair and have his mother support him.  She was tempted to bail him out; she agreed with him that it wasn’t his fault.  And, she fantasized, if she kept helping him, he’d finally grow up, learn his lessons and be successful.

But a friend recommended a book that caused her to step back and examine the course she had followed with him for decades.  She saw, although she tried to avoid the bitter truth, that she’d helped him grow up weak and selfish.  He had developed no grit or character – no inner strength, resolve, determination, perseverance or resilience.  If things didn’t come easily to him, he raged against other people or forces that must be to blame for his suffering and failure.

What had Ramona done that encouraged any of his tendencies toward weakness?

• Whenever he refused to struggle, she accepted his excuses and justifications, and allowed him to think that his reactions were normal.
• When he had to overcome adversity in order to succeed, she took over and got him past the problem.  Then she allowed him to think that her help wasn’t important and he could have done it himself if he’d really wanted.
• When he yelled and bullied her because she didn’t do what he demanded or make things easy for him, she allowed him to think that she really was at fault and his temper tantrums were justified.  Indeed, she did feel guilty.

Ramona had participated by loving her son in the wrong way.

She’d helped him avoid struggle, sacrifice and self-discipline.  She’d helped him think he was entitled to easy and rapid success.  If it didn’t come that way, he thought it meant he was stupid and he was never going to admit that.

What could she do now?

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.

Managerial totalitarians sabotage their own success

Are you tolerating mid-level dictators in your organization – managers who are succeeding by bullying the people who work for them?  If so, you are buying short-term success at the cost of long-term failure. To read the rest of this article from the Denver Business Journal, see: Managerial totalitarians sabotage their own success http://denver.bizjournals.com/denver/stories/2003/11/17/smallb5.html

When you focus on driving sales, streamlining operational costs and increasing profit, you’ll tend to ignore almost any behavior that succeeds at organizational levels below yours.

You’ll even allow mid-level tyrants to verbally flog their crews as long as they get the desired results.  Then you’ll be mystified when today’s successful practices unravel next year.

Within a year after they’ve succeeded, managerial dictators sabotage their initial success by stifling creativity and differences of opinion, and by thwarting personal desires.

Repressed egos, resentment, turf fights, backbiting and resistance come to the fore.  Verbal bullying no longer increases morale, wounds are opened in public, and once-proud allies start pointing fingers as performance and teamwork fall.

To maintain productivity and profitability gains, company officials need to recognize abusive behaviors and develop corrective actions to reform or eliminate these tyrants.

Some common traits of mid-level bullies: - See the original article for details.

• They think that anyone who doesn’t see that they know best is a jerk.
• Talking with them isn’t a discussion; it’s an argument.
• They treat subordinates and peers with distain and contempt.
• Nothing bad is ever their fault and, “If only those people wouldn’t screw up, we could succeed.”  Every success results from their ideas and work.
• They’re nitpicking masters of blame and righteous indignation.
• They often ridicule and undermine leaders’ intelligence and authority.
• They think they shouldn’t have to answer to anyone who doesn’t agree with them.
• Their units may fill their quotas but will obstruct other departments’ efforts so the overall project suffers.

Recognize the overlooked costs of their behavior: - See the original article for details.

• Initial success isn’t maintained and new initiatives are sabotaged.
• Personal squabbles spread and consume too much company time and energy.
• Supervisors don’t learn effective leadership skills; they’re promoted because they stroke the dictator’s ego and verbally beat their own crews.
• Since they play favorites, employees may sue.
• Abuse, resistance and mutiny spread to their staff and other departments – decreasing productivity throughout the company.
• The best, most creative employees in all departments leave.  Former employees badmouth the company in the small community of your industry.

Some steps to change their behavior: - See the original article for details.

Petty tyrants often rise because they succeed.  Their force of will and skill do make some other people work harder.  They’re difficult to change because they think they’re smarter than anyone else, and their fear, anger, training and stylistic habits are powerful.

If you allow managers to act like petty tyrants, the buck stops at your desk.  Either you agree with that behavior, or they hid it from you, or you were too busy focusing elsewhere or you accepted it because it produced results.

Usually they must be forced to change.  Help them see that another way can be successful, that they won’t lose respect or rank, and that they can still feel in control.  Make them see that if they don’t change, they’ll be released.

Behaviors demonstrating progress: - See the original article for details.

Often, individuals need coaching and organizations need consulting to help them design and implement a plan that fits the situation.  To get the help you need, call Ben at 1-877-828-5543.

We can't stop bullying if being liked is more important

Of course, we want people to like us, especially those who are close like our parents, children, extended family, friends and co-workers. But we won’t be able to stop bullying if being liked is more important than setting behavioral standards in our environment.  In fact, there are people we actually want NOT to like us.

Think through everyone you know:

1. Who do we want to like us and for what reasons? We think of this category easily.  We want our loved ones to like us because we’re being us, and we hope they’ll be nice to us in return because they like us.
2. Who don’t we care what they think about us? We usually don’t think of this group, but we don’t take it personally when a drunk doesn’t like our clothes or an ignorant personal gives medical or car repair advice or a real jerk doesn’t like our opinions.
3. Who do we want NOT to like us and why? We usually don’t think like this but try it.  Who do we know that they’d only like us if we did what they wanted, which would mean violating our spirits.  Growing up during World War II, I always had examples of Hitler, Stalin and Mao.  For them to like me I’d have to be silent or applaud when they killed people.  But there are smaller and closer examples: co-workers who’ll like us if we didn’t report them embezzling; extended family members who’ll like us only if we allow them to continue beating or molesting children; toxic parents who’ll like us only if we take their abuse; selfish and demanding teenagers who’ll like us only if we give them everything they want to be entitled to; friends who’ll like us only if we allow them to scapegoat other people; spouses who will like us only if we accept their harassment, control and brutality.

Behavioral standards are more important than whether someone likes us.

I hope it’s clear and straightforward, even if it’s not easy.  We’ll never stand up to bullies if we want them to like us.  In order to protect ourselves and our loved ones we must stand against them.  And they won’t like us.  Well, that’s a good reason to be not-liked.

Many people think they’re being tested by everyone else and mostpeople decide they’re okay if they’re being liked.  Instead, go through the world testing everyone else.  Do they act decently?  Do they want us to violate our standards in order to give them something?

Allow only those people who help raise both our behaviors into our personal environments.  Following Rabindranath Tagore’s quote, I think of our “Isle of Song.”  Only people whose behavior is worth my liking can get on my Isle of Song.

But if I don’t care whether I’m liked or not, how will I improve my behavior? Of course, I’m not suggesting that we act like uncaring jerks.  I’m just selective about whose opinion matters and what they’re standards are for liking or not.  We can watch ourselves and listen carefully to feedback from discerning people.  And we can do better without agonizing over whether we’re liked by jerks…or by worse people.

We usually focus on the risks of not being liked when we think of protesting in order to protect and defend ourselves and our loved ones.  There might be consequences, depending on the circumstances, so we must think strategically in deciding what to do.  But we must not allow ourselves to be violated just because we want to be liked by the wrong people.

The greater risk is always in allowing ourselves to be bullied or brutalized.  Actually there’s no risk in allowing that violation.  Instead, there’s a guarantee that eventually the bullies with take our liberty, our freedom and everything we value most.  Eventually, we’ll lose our souls.

More important than being liked is being the hero of your life!

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.

Why entrepreneurial founders can founder later as company leaders

Different management skills are required to succeed in different situations.  The dilemma that creates for many successful entrepreneurs and managers is that the very qualities that made them successful eventually thwart further growth. Do you recognize someone who has reached their ceiling because they continue to rely on styles that have now become ineffective?

To read the rest of this article from the Washington Business Journal, see: Why entrepreneurial founders can founder later as company leaders http://washington.bizjournals.com/washington/stories/2004/02/02/smallb2.html

Here are five examples of behaviors that help entrepreneurs succeed at first but thwart next steps of growth – See the original article for details.

1. They won’t take “no” for an answer.  They insist that everything get done their way.
2. They have to be the center of all activity.
3. They insist on making all the rules ... as they go along.  Even when they’re wrong, they still won’t listen to advice.
4. They act like fighter pilots - crisis management.
5. Insisting on doing it their way drives away many competent, creative and responsible employees.

Like them or not, those methods are usually necessary for success when the entrepreneurs are founding their companies.  As long as founders have the energy to do everything and make the right decisions, their companies can stay small and afloat.  But they can’t rely on the same qualities to make the jump to the next level of organization or profit.

This illustrates a truism often ignored by management gurus.  No particular style guarantees success.  What’s effective in one situation is often problematic in another and vice versa.

Often, individuals need coaching and organizations need consulting to help them design and implement a plan that fits the situation.  To get the help you need, call Ben at 1-877-828-5543.

Stop bullying: The "no-karma divorce"

I saw a wonderful book title, the “Good Karma Divorce,” by Judge Michele Lowrance and I want to share what I’ve learned through long experience guiding people through “no-karma divorces.” Let’s consider the easy situation – no young kids or a joint business involved.  If you have those added degrees of difficulty, the guidelines and strategy are the same, but you’ll have to develop different tactics to fit your specific situation.

If two people work together amicably to divorce and then work at getting along afterward, it’s easy to have a no-karma divorce.  But what if one person is done with the way the intimate relationship has been while the other person wants to fight to keep the same old patterns going?

Jane knew soon after she married Joe that her husband was not the man she’d dated.  He began to be weak and inept.  She had to do all the physical labor to keep the house clean, the mental acrobatics to keep them solvent despite his spending on his toys and also the emotional work to keep him happy so he wouldn’t get depressed, angry and even more useless.  In addition, he became mean, nasty, sarcastic, controlling and blaming.  Everything had to be done his way or he’d sulk, blow up and verbally attack Jane.

In the beginning, Jane didn’t think of leaving.  She felt stuck; she was pregnant, she’d been raised to be a people-pleaser and she had promised to obey him all her life.  She kept thinking that it was her duty to do all the work and that if she was a good enough wife and mother, he’d be the nice person whom she’d dated.

So she stuck it out – year after year, baby after baby, decade after decade.  But no matter what she did, Joe never got better.  In fact he got worse – more negative, manipulative, passive-aggressive and abusive.

Now that their four kids were grown and independent, she felt more free to act.  Her spirit was crying out to her.

Since Joe will blame her, harass and fight with her all the way and try to take everything he could in order to retaliate, what can Jane do to have a no-karma divorce?

1. Jane accepted that she can’t please Joe unless she violates her own spirit by staying with him. Well, he was never really happy with her anyway.  But she can still leave in a no-karma way.
2. Jane adopted a mantra: Don’t argue, don’t blame, don’t explain, don’t justify, don’t defend, don’t seek his permission. Answer “why” questions once or twice and then move on.  When he tries to start an argument, just leave.  When he says she has to tell the grown kids that she’d changed and it’s her fault and she’s probably having an affair, tell him, “I’ll tell them my truth.  I have changed.  I’m leaving because I just got tired of putting up with your behavior.  I won’t stay and take your bullying any longer.  I’m not having an affair.  I just want to do better with the rest of my life.  I’ll love the kids always and we’ll figure out how to have a great life and great times together even though one of their parents doesn’t want to put up with the behavior of the other one anymore.”
3. Jane saw a lawyer and made a plan. She thought, given Joe’s behavior for more than three decades, she had to do this in secret before telling him that she wanted a divorce – no, that she was going to divorce him.  She made an inventory of all the money and things they had.  She learned what to do if he threatened her or physically abused her.  She didn’t give up most of their money and stuff, and go free but penniless and become a burden to her kids in order to assuage her guilt.  She analyzed what she thought was a fair distribution of stuff – close to 50/50.  Then she let her lawyer negotiate with his.
4. She told Joe she as going to divorce him and she had to repeat it a number of times. She let him blame her, but when he started to rant and bully her, she asked him to leave until he could calm down or she left for a while.  She knew he’d need emotional time.  He knew how much they’d fought but he never expected her to leave.  He thought she’d take it forever.  She had to screw up her courage and determination in order to proceed.  She also had to commit – no guilt, no blame.  She decided that there was no going back, even if he pleaded.  She made cue cards to carry and read to him that were her standard answers to his questions and accusations.  Using different color cards, she wrote quotes or advice to herself that she could read to strengthen her resolve when she felt herself wavering.
5. She prepared herself for Joe to try to manipulate the kids to be on his side and to coerce her to stay with him. She guessed that some would agree with him and do his bidding, while others wouldn’t.  No-karma meant that she remained calm and truthful as she explained to them why she needed to leave in order to have a chance of creating the future her spirit wanted.  No matter what happened, she’d keep reaching out to them – give them and their children birthday presents, holiday gifts, regular letters and calls.  She hoped that someday, when they’re older, they’d understand.  She cried to herself when some exclude her from their lives.  After telling Joe, Jane told the extended family what she was doing.  She didn’t ask them what they thought or for their permission.  She didn’t discuss family dynamics and whose fault it as.  She understood that no one else got to vote.
6. She took care of her body and spirit through the emotional and physical ups and downs. She had to face her fears – “I’m a bad person” or “He’ll kill me or he’ll kill himself and it’ll be my fault” or “I’m weak and I’ll never survive without him” or “Everyone will hate me and I’ll end up alone and broke.”  She knew she’d have to deal with her own emotional upheaval.  Divorcing him meant that she’d destroyed a life-long dream.  She’d changed the whole structure of her universe that had lasted for decades.  The marriage and family had been the gravitational center of her old world.  Now there was a void.  Everything had to be shifted around; she had to create a new universe with herself and her spirit’s desires at the center, and also include her children and grandchildren.  That would be difficult and take time, but she’d simply have to live through the turmoil.  She got an expert coach to help her stay on track and to plan her next steps.
7. She clarified to the kids, her family, his family and their friends, the behavioral standards she had to have in order for people to get close to her. She realized that she was testing them just as they were testing her.  She reminded her children that she wanted to have an adult relationship with them now, while she was being a great grandmother to their kids.  She decided which events she wanted to attend and which she’d avoid.  With her family she made plans for the weekly events with her grandchildren and for yearly holidays and vacations.  She also brought up the big public events like graduations, weddings and funerals.  She was clear.  She’d always be civil, polite and cheerful with Joe on occasions where they’d be together.  But she wasn’t going to be friends with Joe anymore.  Divorcing him meant that she’d no longer be involved in his daily doings or his emotional life.  She would be friendly, but not friends.  She would not enable or rescue him physically or emotionally, and she would not call on him even if she felt needy.  That’s how she’d avoid any karma.

For Jane, no-karma meant keeping calm, steady and on-track despite Joe’s provocation.  And when she did react, she didn’t wallow in self-bullying but forgave herself and got back to how she wanted to Be and act.  She wasn’t going to take his attacks personally.

Jane was able to maintain herself; nothing stuck to her and she emerged from the turmoil with no karma.

For different tactics, see the case study of Jean in “How to Stop Bullies in their Tracks,” available fastest from this web site.  Also, I’ve seen the same difficulties when it’s the husband wanting to divorce a controlling wife, or partners splitting up.

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.

Problem People: The high cost of low attitudes

In every business there are three sources of cash flow:

• External customers and sales that bring cash in.
• Internal production processes that can efficiently and effectively keep cash in.
• The people who control the flow of both - they can keep the flow positive or bleed your company dry.

Companies usually spend most of their time and money on sales training and process improvement but little on the attitudes of their people.

Why?  Because most don’t recognize the high cost of low attitudes or don’t know how to benchmark attitudes.

To read the rest of this article from the Memphis Business Journal, see: Problem People: The high cost of low attitudes http://memphis.bizjournals.com/memphis/stories/2004/03/01/smallb4.html

I’m not talking about sweetness and light, goodie-two-shoes attitudes.  I’m talking about attitudes necessary to make sales training and process improvement effective.

Statistics vary for the toll that low attitudes take in lost productivity, absenteeism, turnover and health care costs, and workplace incidents leading to delays, defects, loss of customers and litigation.   See original article for statistics and details.

Don’t waste time questioning the accuracy of each statistic.  Instead, cost out the people problems that drive everyone to distraction in your department or company.

Do you dread coming in to work because you’re going to have to deal with “you-know-who” again?   How often do you hear, “that’s not my job description” or “that’s not my fault”?

How many hours are wasted complaining about the same problem leaders, managers and employees or reviewing the latest round in an on-going fight?  How much money flows down the drain fixing mistakes caused by people who insist on doing it their way or because leaders of two micro-empires won’t work with each other to maximize overall profits?  How many good people get frustrated and leave?

I propose the 180/20 rule instead of the 80/20 rule.  The 20 percent of people problems waste at least 30 percent of six people’s time and energy.  Do the math.  No one I’ve surveyed has yet argued to lower the percent wasted.

In my consulting and workshops, people who come for professional and personal growth easily identify the same bad actors at their companies.  And they know if their managers are trying to change these attitudes or are willing to let good employees be abused.

You can’t create good attitudes by bribing people and hoping they’ll work harder.  So, what can you do?

• Apply the same benchmarking approach you use to improve processes.  The secret to developing metrics for soft skills is to convert un-measurable attitudes into observable behaviors that either speed the flow of cash into the company or decrease its hemorrhaging out.
• To increase buy-in, facilitate the development of soft skill metrics at every level of your organization.
• The guidelines and timelines for improving individual and team behaviors must become part of evaluations.

How will you know when you’re succeeding? You’ll recover control of your time and energy and gain an extra 10 or 20 or 25 percent productivity at no extra cost.

Invest in attitudes before they become expenses.

Often, individuals need coaching and organizations need consulting to help them design and implement a plan that fits the situation.  To get the help you need, call Ben at 1-877-828-5543.

Stop Boundary-Pushing Parents

Toxic parents can try to ruin our lives.  Boundary-pushing parents, even though they’re not lying, sneaky and manipulative, can drive us to distraction.  They still try to treat us like we’re children in need of mommies and daddies who know better than we do.  They try to control our lives so that we’ll make the right decisions, get over our fatal flaws and be successful -- according to their standards. If you want your parents to be in charge of your life, read no further.  Continue letting them tell you what you should do.

Boundary-pushing parents try to do things we don’t need or we want to do ourselves.  They expect us to answer their calls and texts immediately.  If we don’t, they’ll call a hundred times until we do.  They drop in unannounced at inconvenient times and demand to be welcomed.  They misinterpret everything.

They ask probing questions or make sarcastic remarks about personal areas we don’t want to talk about all the time, “When are you going to get married or have kids?  Why don’t you get a real job?”  They think they have to review every plan and decision, and tell us what we should do – sometimes nicely and sometimes with sarcasm or yelling, putting us down as if we’re children.

They use fear; if we don’t do what they say, we’ll fail in love or work.

They use blame, shame and guilt to force us to do things their way.  If we don’t do what they want, we’re not showing the proper love and respect.

Also, they want to train us that the price of not doing what they want is endless harassment, arguments and abuse.  They want to convince us that we should give in to them in order to avoid the arguments.

They are bullies who use all the bullying tactics of both overt and covert bullies.

Since they’re our parents and they’re not crazy or openly toxic, we want to be nice and maintain a long-term relationship.  But we also know that if we give in they’ll take over our lives.

What can we do? Our initial tactics are usually trying to train them, much as we would a pet.  Yes, I mean that.

Initially, we usually try to give reasons like, “I know you care and worry and want the best for me, but I’m an adult now.  When you give me advice on everything or tell me what’s best, even though I haven’t asked you, you’re telling me I’m too fragile and stupid to bounce back from mistakes or succeed by my own wits.  I don’t want to be your little baby boy or girl any more.  You don’t have to act like the worrying, concerned mommy or daddy any more – even though you may worry all your life.  I won’t spend my time reviewing every possibility or decision.  I won’t live with your fear or nursing me.  If you try to straighten me out, I’ll only get angry and withdraw further.  Then, the way you express your concern will backfire – you’ll drive me away.  What’s more important to you; straightening me out or having a good time with me?  Let’s have a relationship like between adults.”

Talk to them about specific limits and boundaries.  Do they have to call and get permission before coming over?  How many times a week will you talk on the phone or see them in person?

The real, deep issue is about what do you want to talk about and do with your parents – or in any other relationship with anyone? Some people focus their close relationships on money talk or sharing intimate details or reviewing possibilities or rehashing decisions endlessly or intensive psychoanalysis of everyone or continuous overblown, emotional melodrama.  Those relationships demand continuous scrutiny and correction of every thought.  That may be how you define “love” or “intimacy.”  If that’s what you want to do, you will live with the consequences – your parents will tell you what’s right.

On the other hand, I prefer fun times where we share what’s great and interesting, whether it’s on television, in movies, books, sports, food, travel, study or whatever we’re excited by.

Most boundary-pushing parents won’t stop because we’ve talked about our desires.

They’ve gotten their way by wearing us down, so they’ll continue doing what they’ve always done.  We’ll have to act to make the boundaries real; that is, we will have to train them with positive and negative reinforcement.

• Don’t argue, debate or justify.  Don’t answer “why” questions.  Don’t be moved by guilt or threats (like they’ll cut you out of the will).  Simply tell them the way people have to act in order to get into your personal space.
• Reward them when they follow the rules; whether they follow the timing or they act polite and civil instead of angry and manipulative in word or deed.
• Apply consequences when they don’t follow the rules.  Stay calm and even laughing when you don’t answer or you hang up the phone – especially in mid-harangue.  The same for text messages.  You may have to un-friend your parents.  You may have to close the door when they show up unannounced.  You may have to control holiday or vacation times.  The more they violate the rules, the further away you distance them.
• Resist when they get relatives and friends involved to twist your arm.  Test these people; if they try to force you, they can’t be in your circle.  You can only keep people who act the way you need.  You may have to move away physically – at least a thousand miles.
• Be more persistent than they are; this is an endurance contest.

Some people do talk with their parents every day, but about what and in what way?  Is it on-going guidance by wise elders?  Is it sharing the daily doings without the advice or with the advice?

The life you want to create is your prize. There are many examples in “How to Stop Bullies in their Tracks,” available fastest from this web site.

For more on toxic parents, see: Leichtling YouTube: How to Deal With Toxic Parents http://www.youtube.com/watch?v=EjE-mgv_BdA

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.

Best chance for success rests on a deep bench

In sports, the team with the strongest bench often wins.  It’s no different in business. It’s inevitable that you’ll lose key players – temporarily (e.g., illness or vacations,) or permanently.  If you don’t have the bench strength to replace them, you’ll have a productivity problem.  A sudden loss can create a crisis.

To read the rest of this article from the Washington Business Journal, see: Best chance for success rests on a deep bench http://washington.bizjournals.com/washington/stories/2004/04/26/smallb2.html

Remember the Boy Scout motto: Be prepared.  Have bench players cross-trained for the short-term and groomed as the next generation of leaders.

I’ve heard many reasons why companies don’t prepare: See original article for details.

Here are some tips for getting started.  See original article for details.

• Decide that developing bench strength is critical.
• Make a simple plan to get started and let everyone know that it will be evolving.
• Initiate training in leadership development and your company’s culture, separate from courses, certifications and degrees.
• Start where you are.  Start with goals and then develop a process.  An appropriate process is necessary but the success of the program depends on the people involved.
• Teach by examining case studies, extracting strategies and processes from the latest leadership fads, and internalizing the qualities and perspectives of great leaders whose works have stood the test of time.
• But what if someone thinks that it’s brain washing?
• What if the people selected become arrogant or leaders start paying attention only to the rising stars?

The downtime during a long hiring and ramping up process is huge.  No matter how well you do the process, it’s a crap shoot hiring someone off the street.

Strengthen your bench or prepare to lose.

Often, individuals need coaching and organizations need consulting to help them design and implement a plan that fits the situation.  To get the help you need, call Ben at 1-877-828-5543.

Tactics that DON'T stop bullies

Let’s talk about five tactics that don’t stop bullies – in school, in relationships and at work Five tactics that don’t stop bullies – in school, in relationships and at work

1. To deny, minimize, avoid, ignore or condone bad conduct – to suffer in silence or to take the blame or to “Rise above” bullying, harassment or abuse.  How many abused kids and suicides will it take before we realize that bullying does not stop by itself?  How many battered women does it take before we realize that abusers don’t simply wake up one day as better people?
2. To beg, bribe or appease relentless, chronic bullies to try to get them to stop – the Golden Rule won’t stop real-world bullies.  Bullies interpret your kindness and niceness as weakness and an invitation to push more boundaries or to go after you more.
3. Mediate, negotiate or compromise forever. To accept excuses, justifications or promises forever, or to try to educate or rehabilitate forever without requiring immediate change the behavior of bullies – to sacrifice good kids or adults at work (the targets) in order to try to rehabilitate the bullies.
4. Not to have a program with real and escalating consequences to bullies – to dump the bullies on other classes at school or other teams at work.

Relentless bullies are predators who go after the weak, the isolated and those who don’t resist.

You may be a target; don’t be a victim.  Take care of yourself mentally and emotionally.  Treat yourself as if you matter.

See: Leichtling YouTube: Five Common Tactics That Do Not Stop Bullies http://www.youtube.com/watch?v=1w8Tno4RJPA

Leichtling YouTube: How Not To Be a Victim of Bullying http://www.youtube.com/watch?v=UNx-W9glnFg

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.

Schoolyard thugs morph into wilier workplace bullies

At some point in our lives, all of us have experienced bullies on the playground.  We’ve run across them in the workplace, too.  Many of them are now smarter at hiding what they do, which makes recognizing and dealing with them harder. Consider these three workplace bullies:

To read the rest of this article from the Business Journal of Jacksonville, see: Schoolyard thugs morph into wilier workplace bullies http://jacksonville.bizjournals.com/jacksonville/stories/2004/06/21/smallb3.html

Consider these three workplace bullies: - see original article for details

• Ed makes you walk on eggshells.  If you disagree with him, don’t give him what he wants or criticize him, he’ll retaliate with dirty looks and anger – or worse.
• Jane hides her bullying by focusing on what’s fair.  Even though her work is mediocre, she argues that she deserves the same favors the best workers get.
• Dora proudly lets everyone know she was a victim before and is hypersensitive now.  She grumbles, complains and whines about uncaring treatment, and if her feelings are hurt, she’ll cry and let everyone know how harsh and cruel you were.

Ed, Jane and Dora are bullies who fly below your radar because they’re sneaky, manipulative and coercive instead of overtly intimidating or violent.  They must have their way, on everything, no matter how minor, and they will use any tactics to get it.

Low-flying bullies are more dangerous than traditional playground bullies because their covert behavior masks the destruction they do.  Because you don’t recognize them as bullies, you don’t rally yourself to resist effectively.  You simply live with your frustration.

If you don’t stop their bullying, they’ll do serious damage to you and your organization.

Some early warning signs of low flying bullies:

• Your “no” isn’t accepted as “no.”  They ignore, overrule or get around your objections.
• Your standards, priorities and interpretations are less important than theirs.
• You can’t act until you’ve convinced them that you’re right - and you can never convince them.
• Your concerns don’t get dealt with - their concerns take precedence.
• You feel emotionally drained and blackmailed.  You walk on eggshells thinking that if only you behaved better, things would be OK.
• The more you try to act reasonably, the more you have to give in.

Use a simple behavioral test to recognize them:  What do you have to do to get someone to be a productive partner?  Bullies show you that it takes a fight.

The good news is that once you label their behavior as bullying, you’ll know what you’re up against and can mobilize yourself to think strategically.

Appeasement never works because they’re never satisfied.  Don’t spend your life trying to rehabilitate them unless you’re willing to commit, whole-heartedly and willingly to changing their behavior – no matter how long it takes.

It’s not easy to stop them but you can.  The basic strategy when dealing with bullying behavior is to start negotiating calmly, reasonably and firmly and let their behavior, not their words, tell you how clear and firm you have to be to get them to change.  Become more firm incrementally until you find something that works.  Plan your strategy and tactics as if you’re going to war.  You are.

You’ll have to show them that you are more determined, resolute and resilient – and adjust your strategy.  Most bullies look for easy victims. So, take them on or submit.

See: Recognize Covert Bullies at Work http://www.youtube.com/watch?v=qzdJQ0H1LxE

Often, individuals need coaching and organizations need consulting to help them design and implement a plan that fits the situation.  To get the help you need, call Ben at 1-877-828-5543.

How NOT to be a victim of bullying

We’ve all been targeted by bullies – at school, in relationships, at home and at work.  You may be a target, but you don’t have to be a victim. Let’s talk about how not to be a victim of bullying.

Victims don’t fight back successfully.  Targets fight back.  Choose not to be a victim!

What are signs of victims?

1. Victims think bullying is their fault; they think they’ve done something wrong.  They think they deserve the bullying.
2. Victims take hostility, harassment, bullying and abuse personally; they feel embarrassed, ashamed, guilty and scared.
3. They try to ignore, appease, beg and bribe bullies; they can’t think of what else to do; they don’t see bullies as simply predators looking for easy prey.
4. Victims feel helpless and hopeless; they cut themselves off from their own inner strength; they don’t stand up.
5. Victims isolate themselves; they don’t get help that’s available.

What are the signs of targets who do not become victims?

1. Targets see bullies as nasty, jerks; they know that bullying is the fault of bullies; they don’t take it personally; they maintain their self-esteem..
2. Targets know they’re not really being picked on because they’re different; bullies bully because they’re bullies; they use the differences as their excuses and justifications.
3. Targets try nice, peaceful methods at first but if those don’t stop the bully, targets push back in many ways – verbal, legal, physical – increasing in firmness.
4. Targets have strong desire and will to resist; they have courage that gives them strength; they have determination, perseverance and resilience.
5. Targets get help; they learn to get people on their side; they learn to create witnesses and defenders.

Powered by their courage, inner strength and grit, targets can think and plan effectively.  Then they can carry out their effective action plan with skill.

Stop complaining, stop whining, stop pouting: no more victim talk.  Don’t be a victim.  Choose.  It’s your life: be the hero of your life.

See: How Not To Be a Victim of Bullying http://www.youtube.com/watch?v=UNx-W9glnFg

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.

Visionary leaders can't waste time on problem managers

Visionary leaders often follow a simple formula to succeed. To avoid getting swamped by details they select independent, result-driven managers, train them, clarify goals and deliverables, and get out of the way.  Then they track progress. But how do you recognize managers who create ever-widening unhappiness, friction, turf fights, turnover and missed deadlines?

To read the rest of this article from the Denver Business Journal, see: Visionary leaders can’t waste time on problem managers http://denver.bizjournals.com/denver/stories/2004/06/14/smallb4.html

Here are four common examples of such problem managers: - see the original article for details.

1. Weaklings and avoiders act as if their motto is, “If they don’t like me they’ll fight me, but if they like me they’ll work hard for me.”
2. Bullies try to succeed thinking, “The beatings will continue until productivity and morale improve.”
3. Turf protectors believe, “What’s good for me is good for everyone.”
4. Snooping Puppet Masters seem to think, “Success depends on manipulating, blackmailing or destroying the competition.”

Leaders can see these problems in missed deadlines, high absenteeism, turnover and transfer rate, in exit interviews from a particular department or in anonymous suggestions and internal dissatisfaction surveys.  They might hear about them from an executive assistant, trusted manager or brave employee.  Discerning leaders will notice turf battles at budget meetings or looks passed around the table behind one manager’s back.

What can visionary leaders do?  You have more than enough on your plate and you can’t waste time in details trying to decide which of the fighting children is right.  But if you ignore the problems, they’ll grow into disasters.

The two key steps for stimulating change are: - see the original article for details.

1. Be clear and firm: The manager must change or else.
2. Bring in a consultant/coach to evaluate and act as the turn-around agent.

These problem managers will need:

• Continued pressure to change.
• Specific, individualized plans for how to succeed with a new approach.
• Cue cards for exactly what to say and do in initial, small steps.
• Expert guidance to help them pick the best situations to begin with.
• Plans for consistency and perseverance; other people will distrust their new approach.
• Behavioral signposts to measure progress.
• Frequent review, counseling and independent checks to see that they’ve actually done what they claim.

Often, these problem managers can help themselves by telling other people that they are trying to change and will have to see success with their new approach.  Under these conditions, managers who want to continue rising in their companies can change their ways.

Often, individuals need coaching and organizations need consulting to help them design and implement a plan that fits the situation.  To get the help you need, call Ben at 1-877-828-5543.

How NOT to raise spoiled brats

Let’s begin talking about how not to raise spoiled brats by listing the top seven methods that do create lazy, selfish, narcissistic, arrogant, entitled, bullying tyrants. The underlying attitude that creates demanding, abusive bullies is the false idea that if children are never thwarted or forced to do what they don’t want to, they’ll be more creative and happy, and their self-esteem will be higher.  This attitude is very prevalent among the helping professions; especially therapists and teachers.

What I say may anger people who think in black-while, all-none terms.  Those people think that the only choices are total freedom and praise, or beatings and total repression.  How silly to think that way.

My top seven attitudes, approaches, techniques, methods to create willful, domineering brats and teenagers are:

1. Always give them everything they want and give them control of every decision.  Teach them that if they don’t get what they desperately want at the moment, they’ll never be happy.  Never force them to do what you want.  Always try to get them to understand that you’re right, so they’ll willingly do what you want them to.  Don’t act until they give you permission.
2. Never correct them or say, “No.”  Help them think they’re sensitive, weak and fragile.  Be afraid that if their feelings are hurt, they’ll never get over it.
3. Never show displeasure or tell them that they failed to meet your expectations.  Always tell them that their efforts are good enough; no matter how pathetic the results.
4. Always tell them that they should succeed instantly or that what they can’t do easily isn’t important.  Tell them that hard work and struggle aren’t important.  Blame everything that they don’t like on other people (bad friends, bad teachers, bad schools, bad society), not on their insufficient or mediocre effort.  Always tell them that the world is supposed to be fair and to make them happy.
5. Be afraid that if they’re unhappy or angry, they won’t love you.  Always try to be their confidant and best friend.  Give in to their fits and temper tantrums in order to get them to stop.   Train them that you’ll give them whatever they want if they throw fits in public.
6. Always excuse their bad behavior because they’re “cute” or “creative.”  Always excuse them from chores because it’s no fun for them.
7. Instead of calmly applying consequences whether they like it or not, always let them misbehave without correction or consequences.  Hold your tongue or repeatedly tell them not to do something, but don’t actually do anything effective until you can’t stand it anymore and you throw a fit.  Never smack their bottoms or grab them to make your point or to let them know that sometimes they will do what you want, no matter what – even though that’s the only thing that will get them to do what you want.

If you start these approaches when they’re infants, you can create manipulative, demanding teenage bullies who think they’re entitled to everything they want and you’re supposed to provide it.  They’re the kind of children who may be living at home when they’re 40.  Will you wonder why, deep down, you don’t like them any more than they like you?

Of course, don’t go to the other extreme and beat them into submission.

Don’t give in to guilt when you thwart them with your, hopefully, high expectations.  Don’t give in to coddling and wishful thinking when they try to wear you down.

Think of the qualities you want them to develop and give them many opportunities to practice.  Here are nine, for example:

1. Will, self-mastery, courage and discipline.
2. Emphasis on action and seeking solutions instead of blame.
3. Grit – determination, dedication, drive, commitment and focus.
4. Persistence, perseverance, patience, endurance and tenacity.
5. Resilience, flexibility and humor.
6. Comfort in change, ambiguity and the unknown.
7. Heroism in the face of discouragement, so you’ll treat obstacles like speed bumps.
8. Taking calculated risks and making the most of opportunities and luck.
9. Learning from great models, heroes, mentors and coaches.

Without your guidance and discipline, they won’t magically develop those qualities when they’re 25.

Stand up and say that you do know better.  Don’t give in to bullies; especially when you love them.

See:  How Not to Raise Spoiled Brats http://www.youtube.com/watch?v=f8g8wbgKKcs

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.