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.

You can't make all employees happy -- and shouldn't try

I’m often asked to help leaders motivate employees because productivity, quality, attitudes and morale are low.  Leaders typically assume that unhappy employees are the problem, and making them happier – with team-building, money, perks or more involvement in decision-making - is the solution. That might seem like good sense but the answer doesn’t lie in accommodation, appeasement or consensus involving the most demanding employees.

To read the rest of this article from the East Bay Business Times, see: You can't make all employees happy -- and shouldn't try http://eastbay.bizjournals.com/eastbay/stories/2004/08/16/smallb6.html

The key isn’t being nicer; the key is leaders leading and followers following.

It’s true that many employees and managers will be more productive when they are treated the way they want.  But it’s equally true that many will enjoy their jobs only if they don’t have to be productive or evaluated honestly.  These people want to control every decision, put their feelings before work, be catered to and applauded for throwing temper tantrums.

Some examples of different leaders who got into trouble trying to be too nice.  For details, see the original article.

• The staff in one division of a company was unable to form three-person customer service teams because only 15 of 17 people wanted them.
• At another company, workers were allowed to interrupt senior leader meetings, rudely challenge any decision and make personal attacks on leaders.
• In an under-performing unit of a third company, a new supervisor evaluating a resistant and mediocre employee saw a five-year history of excellent reviews.

Lack of appropriate leadership at these companies created power vacuums that attracted negative, critical, unhappy and abusive people who wanted control.  Well-meaning leaders had perpetuated the lie that the best way to encourage employee productivity and professional growth was to placate them through sympathy, begging, bribery and allowing them to act out.  These cultures were self-described as “employee centered, caring, consensus and win-win.”

A key initial step in solving the problems was seeing them as cultures of entitlement, appeasement and rule by petulant, demanding “children.”

The workplace is not a therapeutic environment.  Companies do not exist to make us comfortable and happy, or give unconditional approval.  If your feelings are hurt by honest, professional evaluations, prepare for disappointment.  If they’re hurt by differences in responsibility and authority between leaders and followers, become a leader.

We don’t get to vote on everything.  We can’t force everyone to treat us the way we want.  We get rewarded for productivity and success.  We often have to suck it up and be productive when we’d rather not.

Ultimately, companies are in business to make a profit.  Well-meaning leaders who work too hard at being nice, caring people can find themselves carrying 100 percent of the burden to please the most hostile, demanding employees who aren’t contributing to the success of the organization.

Consensus leadership and flat hierarchies are fads that are finally beginning to pass.  They are simply not efficient or effective enough to succeed.

Leaders lead by determining direction, establishing goals and expectations, and judging employees by performance.  Leaders don’t have to be bullies or ogres.  Of course, listening to employees can be a great asset.  But, in the end, leaders are responsible for leading the way so employees can follow.

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.

Santa's gift to you - his leadership rules

Learn from the master. Jovial and generous S. Claus, CEO of one of the world’s longest-lasting companies, “Toys Are Still Us,” knows how to be a great leader for the long haul. Even during his busiest season, Mr. Claus took time from his hectic schedule to be interviewed.  He always wants to spread the joyous word.  And he may also be trolling for new employees.

To read the rest of this article from Business First of Louisville, see: Santa’s gift to you – his leadership rules http://louisville.bizjournals.com/louisville/stories/2006/12/11/editorial2.html

He says that if your organization has deliverables and deadlines, his leadership principles are ageless.  If you’re just pushing papers across your desk, no need to bother learning these guidelines.

Some of his leadership rules – for details see the original article.

• Have goals worth the effort you’re demanding.
• Hire inspired elves.
• Know who’s been naughty and who’s been nice.
• Know everything and everyone.
• Value performance.
• Value attitude.
• Reward both performance and attitude.
• Talk with the elves on the front lines.
• Take time to plan.

Not even Santa can satisfy everyone. But, his methods have survived the tests of time and competition, and he’s practically cornered the market.  If you don’t like his style or aren’t willing to make the effort, see if you have more success leading like Ebenezer Scrooge or the Grinch did.

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.l

Don't let employee with bad attitude prevail

Attitude is critical.  If your attitude is good, then misunderstandings, disappointments and adversity can be handled professionally and kept from escalating in serious problems. But a poor attitude can turn even minor issues into a job-threatening mess.

To read the rest of this article from the Denver Business Journal, see: Don’t let employee with bad attitude prevail http://denver.bizjournals.com/denver/stories/2005/03/14/smallb2.html

For example: Opal was a young employee, new to a well-functioning team.  Her supervisor had already acknowledged that Opal was bright, competent, personable and likely to be a star.  Unfortunately, in Opal’s mind, she already was a star and entitled to celebrity treatment.

Like other team members, Opal was allowed to work four ten-hour days as long as she adjusted her schedule with the rest of the team to ensure coverage at all times.  But Opal rapidly began taking advantage, setting her own schedule without consulting anyone and taking time off at the beginning and end of the day.

These seemed like minor incidents to her supervisor, who reminded Opal of the team agreement about coordinating schedules and pointed out that she was alienating some people.  Opal became visibly upset and argued vehemently that she deserved special treatment.

Opal took a minor, easily fixed issue and escalated it into a big problem.  Opal’s supervisor told her that the agreement to coordinate flextime was the way it was.  Opal retorted that she didn’t like it and her supervisor could expect her to be displeased and show it.

Opal dimmed her own rising star with her bad attitude, made worse because she was so blatantly self-centered and oblivious to team processes.

Opal then reported her displeasure to her boss’s boss.  Later, when Opal’s supervisor took her for coffee, Opal was smug.  She was sure her supervisor had been reprimanded for not handling her the way she wanted.

But Opal’s supervisor hadn’t been reprimanded.  She had a well-deserved reputation for being a considerate, calm person who built highly productive, caring teams - and her boss assumed Opal was the problem.

Opal’s supervisor told her she expected Opal to “display a wonderful attitude toward me and the rest of the team members, whatever your feelings.”

Opal’s supervisor gave her a great gift by having private conversations, being clear about what it took to rise in that company and offering specific advice to help Opal get back on track.

This was a crucial time for Opal.  She hadn’t gotten what she wanted and had thrown a fit.  She’d acted like she did when she was a child facing her mother – using emotional intimidation and bullying to get her way.  If she didn’t change her attitudes, she’d lose her job.

A major test for us is, what do we do when we’ve made mistakes, been reprimanded or been defeated.  Look at the 100 richest people in the world, the 100 greatest people in all of history, the 100 greatest athletes.  They’ve all made mistakes, been dressed down and defeated … and their setbacks have usually been in public.

If you were Opal’s supervisor, what would you do to try to save a potential star?  Some suggestions are: See whole article for details.

• Meet away from the office for only one heart-to-heart talk about attitudes required for success.
• Set clear boundaries – “show this behavior or else” - and stick to them.
• Review the plan with your manager, including a plan if Opal continues going over your head.
• Hire a coach, for two sessions maximum, so Opal hears what she needs from an outside expert.
• Don’t give more chances; don’t reward Opal in hopes she’ll like you and act better.
• Don’t wallow in self-doubt - you wouldn’t get better results if you were sweeter, kinder and gentler. Opal’s mother never did.

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.

Can I Build my Children's Character with the Cowboy Code?

Following reviews of Paul Tough’s book, “How Children Succeed: Grit, Curiosity and the Hidden Power of Character,” Holly Finn brings in Cowboy Ethics and the Cowboy Code in her review in the Wall Street Journal, “Where Have All the Cowboys Gone?”  She contrasts the Cowboy Code with many examples of poor character shown by students and their parents – lying, cheating, stealing and doing anything to get ahead at many of our most prestigious schools. Of course she’s right about character versus greed and success at any price.

Whether the Code comes from Jim Owen’s book, "Cowboy Ethics: What Wall Street Can Learn from the Code of the West" or from Ernest Morris’ “El Vaquero: The Cowboy Code,” the message is the same.  Character counts.  Character counts first and most.  Or, as said elsewhere, “What will it profit a man if he gains the whole world and forfeits his soul?”

Some of the crucial traits of Cowboy Ethics and different Cowboy Codes are:

1. Live each day with courage.
2. Take pride in your work.
3. Always finish what you start.
4. Do what has to be done.
5. Be tough, but fair.
6. When you make a promise, keep it.
7. Ride for the brand.
8. Talk less and say more.
9. Remember that some things aren't for sale.
10. Know where to draw the line.
11. A cowboy never takes unfair advantage - even of an enemy.
12. A cowboy never betrays a trust.  He never goes back on his word.
13. A cowboy always tells the truth.
14. A cowboy is kind and gentle to small children, old folks, and animals.
15. A cowboy is free from racial and religious intolerances.
16. A cowboy is always a good worker.
17. A cowboy respects womanhood, his parents and his nation's laws.
18. A cowboy is clean about his person in thought, word, and deed.
19. A cowboy is a Patriot.
20. The highest badge of honor a person can wear is honesty.  Be truthful at all times.
21. Your parents are the best friends you have.  Listen to them and obey their instructions.
22. If you want to be respected, you must respect others.  Show good manners in every way.
23. Only through hard work and study can you succeed.  Don't be lazy.
24. Your good deeds always come to light.  So don't boast or be a show-off.
25. If you waste time or money today, you will regret it tomorrow.  Practice thrift in all ways.
26. Many animals are good and loyal companions.  Be friendly and kind to them.
27. A strong, healthy body is a precious gift.  Be neat and clean.
28. Our country's laws are made for your protection.  Observe them carefully.
29. Children in many foreign lands are less fortunate than you.  Be glad and proud you are an American.
30. I will be brave, but never careless.
31. I will obey my parents. They DO know best.
32. I will be neat and clean at all times.
33. I will be polite and courteous.

But the Cowboy Code is not true; few cowboys really followed it. Yes, that’s right.  Many of the exemplars are fictional or fictionalized characters like Hopalong Cassidy and Wild Bill Hickok.  We can quibble with many of the sentiments and find situations in which, for example, parents are not always good, right and deserving of respect.

So what?  The factual nature doesn’t matter.  What matters is what spirit gets stimulated in our children’s hearts and even in us as adults.  The history of the greatness of the human spirit and human endeavor is passed on generation after generation through stories that inspire each new individual to be great and to do good.  It’s passed on in myth, legend and fiction, as well as through the lives and deeds of great men and women – great humans.

That’s the way human education works.  What counts is what gets inspired in the heart of each child and each adult.

Won’t honesty and good character mean that our children will be beaten out by the cheaters? That’s what many parents are afraid of: the cheaters will get better grades, get into better schools and eventually get better jobs and careers; lying cheating and stealing are necessary for survival or success.  But those predictions come from fear and aren’t necessarily true.

Step back from fear and think.  Would we want our children to become or to marry people who are selfish, lying, cheaters?  Don’t we want our children to have “Cowboy” character and to their live lives based on that?

If our children become witnesses or defenders, won’t they get into trouble? Maybe.  Children or adults who speak out against harassment, bullying and abuse can get trouble focused on them.  Children or adults who speak out against domestic violence, racism, religious persecution, genocide and terrorism can get trouble focused on them.  We each decide what to do in specific situations.

What’s crucial is to know the difference between right and wrong.  If we don’t know the difference, if we think that all values are the equal because there are so many different ones across the globe, we are making a grave mistake.  Different values lead to different places and we choose the direction we will try to go.

The engine and the steering wheel. Traits and skills like grit, determination, perseverance, fortitude, endurance and resilience are our engine.  We need the power of these abilities to get anywhere on the long road of life.

The values, beliefs and attitudes that are embodied in the humans who exemplify the Cowboy Code or Cowboy Ethics, whether as real as Lincoln, as fictionalized as Wild Bill Hickok or as fictional as Hopalong Cassidy, are our steering wheel.

We need both an engine and a steering wheel to get where we want to go.

What engine and steering wheel do we try to teach our children?  What engine and steering wheel are we models of for our children?  Which values are more important when some of ours conflict or are even mutually exclusive?

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.

Grit/Character or Cognitive Skills: Which is More Important?

Two articles have been stimulated by the publishing of Paul Tough’s new book, “How Children Succeed: Grit, Curiosity and the Hidden Power of Character.”  One is in the Wall Street Journal by Mr. Tough, “Opting Out of the 'Rug Rat Race'” and the other is by Joe Nocera in the New York Times, “Reading, Math and Grit.” Both ask, “Which is more important to student success, character or cognitive skills, and what kind of interventions might help children succeed?

The whole idea behind this way of thinking is flawed.  Parents who follow it will jump on a new fad and, once again, be overwhelmed by anxiety.

I challenge some of the ideas behind both the old and the new ways of thinking such as that:

1. One set of characteristics – either cognitive skills in math, language, science, etc. or personality/character traits like grit, persistence, self-control, curiosity, conscientiousness, resilience, integrity, resourcefulness, professionalism and ambition – are much more important than the other.
2. We can figure out what all the factors are and assign percentages to each based on its contribution toward success.  These factors will be reliable determinants of success.
3. We can improve the success rate of individuals by thinking and discussing ‘why” some children succeed while others don’t in terms of abstractions and generalizations such as “American parenting,” “affluent parents,” “parental anxiety,” “over-protective parents,” “permissive parents,” “character,” cognitive skills.”
4. We must actively intervene to ensure that our children learn the most important attributes.  Based on the latest research, we can develop methods to teach these to all children so they’ll be successful.

When I think of what’s necessary for success, I think not of a list of factors with percentages of importance attached to each factor, but of a target with a bull’s eye in the center containing of all the abilities we want our children and ourselves to have.  Did anyone really think that mastering cognitive skills without developing grit would lead to success?  Or does anyone think the opposite now?  Both areas are necessary and the appropriate mixture of characteristics depends on the individual.

In general, grit matters no matter what you do, but what it takes to succeed as a lawyer can be very different from what it takes to succeed as a genius programmer or a fashion designer.  What it takes to succeed as a factory worker, a small business owner or a bus driver may be very different mixes.  What it takes to participate in team activities and in individual activities can be different.  What it takes to face harassment, bullying and abuse can be different depending on who’s doing it.

All these discussions are in the abstract and general.  What we can do something about is in the moment-to-moment reality of us and our families.

How many of us really tried to keep our kids from experiencing any failure and disappointment?  How many of us really covered up each of their mistakes and failures so that blame was never on the actions of our children?  Most of us try to teach the lessons of life to our children.

Each child is different.  Each child learns some particular lessons the hard way, while other kids get those same lessons immediately, but learn other lessons the hard way.  And some just never seem to learn, no matter how hard we try.  Most kids learn the universal lessons despite the times we mess up the opportunities to teach.

My conclusion about these ruminations is to stop thinking in abstractions and generalizations, stop trying to figure out the correct way that will guarantee success for an average person or a middle class person or an affluent person or a disadvantaged person.  Instead, focus on our individual kids and ourselves.

We know the obvious – both grit/character/personality and cognitive skills matter.  Which ones do we need to develop more?  Which ones does each individual kid need to develop more?  Which kids need to develop more grit?  Which kids need to learn when to stop beating their heads against which brick walls?

We also know that if we protect our children from hurt, pain, mistakes, failures and realistic estimations of their talents, we’ll promote arrogance, weakness, hesitation and defeatism.  Facing challenges is the only way we learn to face challenges and to overcome them and our weaknesses.

I’ve focused on middle and upper class parents and kids instead of disadvantaged kids because I think most of the people who read this blog fall into those categories.  But I’d say the same to everyone.

If you’re still protecting your children or if they think they know best or they’re entitled to do what they want, change your approach immediately.

Paul Tough ends his article with “Overcoming adversity is what produces character. And character, even more than IQ, is what leads to real and lasting success.”  I agree whole-heartedly.

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.

Paul Tough ends his article with “Overcoming adversity is what produces character. And character, even 

more than IQ, is what leads to real and lasting success.”  I agree whole-heartedly.

To move up, be willing to take risks, responsibilities

If you think your company keeps you from advancing appropriately, you’re not alone.  But even if your organization’s leadership isn’t clear or doesn’t play fair, the responsibility for rising is yours. For example, at a particular company many managers often complained about the reasons their company hadn’t encouraged their promotion to leadership positions.

To read the rest of this article from the Business Journal of Jacksonville, see: To move up, be willing to take risks, responsibilities http://www.bizjournals.com/jacksonville/stories/2005/12/26/smallb2.html

But all their explanations revolved around their fear and hesitancy.  They blamed eternal circumstances, they were waiting for someone else to make their paths simple and easy, and they took no individual responsibility.

But external conditions are not the problem.  Conditions may be difficult or easy, but the problem is always in the individual.

One of the managers, Dave, had an epiphany: He was the problem.  His boss had said the same thing during their mentoring sessions.  His boss had said that Dave had passed the first test – he was competent and the boss could trust his numbers.

Next, his boss wanted to know if Dave had enough ambition and courage to take the initiative for his next steps; to speak up professionally at meetings, to risk being corrected and to learn in public.

There was no clear and specific list of stepping-stones for promotion, like there was when Dave was learning technical skills and was told exactly what would be on each test and how the test would be given.

This was the real world.  Tests were frequent and came without warning.  People didn’t play fair and there were winners and losers.

Also, Dave would have to deal with the way things are, not how he wants them to be.  For example, if Dave had hurt feelings in a hostile interaction with his boss, Dave would have to rebuild the bridge between them.  His boss wouldn’t approach him to make Dave feel better.

His boss could help him, but the ultimate responsibility for success would lie with Dave.  Was he willing to struggle and learn to play the game?

The fact is that path to advancement is never risk-free.  You will get your wrists slapped in public.  But if you never take those risks, you won’t advance.

As Wayne Gretzky said, “You miss 100 percent of the shots you don’t take.”  In order to advance, Dave would have to impose his ambition and will on himself in order to overcome his fear and hesitancy.

What happened to Dave?  You may be expecting me to say that Dave’s real name is Sam Walton or Bill Gates.

No, Dave is simply Dave.  But he succeeded in his first steps.  He’s ambitious: he got help and took the responsibility and risk, and he has been promoted.

Often, people need coaching to help them overcome their hesitancy and self-bullying, and to build the strength, courage, determination and skill needed to take the right risks in a way that increases their chances of success.  To get the help you need, call Ben at 1-877-828-5543.

How to deal with antagonistic 'rule people' in the workplace

Company rules and employees who follow them are essential for the success of your business.  But antagonistic “rule-people” can reduce team effort and sabotage your operations. To read the rest of this article from the Denver Business Journal, see: How to deal with antagonistic ‘rule people’ in the workplace http://www.bizjournals.com/denver/stories/2006/02/13/smallb6.html

Rule people aren’t necessarily malicious.  But their rigid inflexibility can cause as many problems as any troublemaker.  Rule-people:

1. See everything in black and white, need all procedures and boundaries clearly defined and labeled, with rewards and consequences spelled out exactly – no gray areas and no choices.  They need uniformity and repeatability, can’t handle ambiguity, uncertainty and what they perceive as mixed messages.
2. Insist on clear titles and privileges.  They want to know everyone’s exact job description, authority, responsibility and accountability.  They can’t handle matrix management – multiple reporting and task relationships.
3. Use authority and experts to back up their opinions.
4. Don’t like change unless they can see immediate and obvious advantages.
5. Need closure, want decisions made and set in stone, even if nothing has to be begun for years.
6. Compare themselves with everybody on every criterion.
7. Relate only through power dynamics – command, control and obeying orders. They’re bullies.  They don’t get things done through relationships or by simply pitching in.  They need to know where everyone stands.  They’re more comfortable knowing they’re on the bottom, than wondering where they are.

We all follow the rules sometimes, but “Edna” is a good example of an antagonistic rule-person. She uses the rules to intimidate people and advance herself at the expense of your supervisory authority and departmental productivity.  For example:

Other typical examples of rule-people in crucial roles are human resource and financial managers, and administrative assistants.

To work with an antagonistic, rule-person, you’ll have to:

• Be exacting and clear about rules, and demand what you need specifically in writing.
• Be prepared to be challenged if you treat the rule-person differently from anyone else.
• Include “professional, team behavior” rules – specific, detailed behaviors, not abstractions or attitudes – as important components in performance evaluations.
• Clearly label your actions; indirect cues, kindly suggestions, informal messages or casual conversations will not be counted as important.  You must say, “This is a verbal warning” or “This is a disciplinary action.”  Antagonistic, rule-people take any softening to mean that your feedback doesn’t have to be acted on.
• When they excuse their bad behavior with innocuous labels like, “It was a misunderstanding,” or “I’m just an honest person,” you must re-label it clearly as unprofessional.  For example: “Yelling or name calling is not a misunderstanding or honesty.  Neither is acceptable behavior at this organization, no matter how you feel.”
• Document everything.

Overly rigid rule-people who use the rules to serve their own selfish interests are problem employees.  They need to be dealt with promptly and decisively – or they will create big problems for you and your organization.

Generally, rule-people who want to help can become good managers and administrators, but they won’t be outstanding leaders.  They can oversee repeatable operations, but they won’t be able to act creatively and appropriately in the face of uncertainty, novel problems and risk.

Don't ignore new hires after they start work

You’ve spent a lot of money finding and hiring the perfect employee.  Do you kick back, feel the thrill of success, and throw the new hire into the jungle in hopes they’ll become productive rapidly? If you do, you’ve just wasted all the time and money you spent making that great hire.

To read the rest of this article from Business First of Louisville, see: Don’t ignore new hires after they start work http://www.bizjournals.com/louisville/stories/2008/01/28/editorial1.html

For example, Helen was a highly skilled manager with a great track record.  On the first day at her new company, she was introduced – then senior management abandoned her.  Thus, the predators on her team felt emboldened, and immediately tried to see how far they can push her.  Who’s really going to be the alpha wolf and control this turf?

Helen wanted to start off on the right foot.  So she talked reasonably to each of them, one to one.  She tried to understand why they were so hostile and tried to get them to understand how much her feelings were hurt.

The bullies interpreted her reasonableness as weakness and her hurt feelings as vulnerability.  They remained hostile and righteous.  They escalated their emotional harassment and abuse into a feeding frenzy.  They claimed it was Helen’s fault their feelings were hurt.  Her feelings didn’t matter to those narcissistic bullies.  They told her they had nothing to apologize or make amends for.  Their threat: If Helen didn’t leave them alone, they’d complain to the senior manager.

Helen felt like she was the new kid trying to break into a clique of junior high school princesses.

Leadership spent a lot of time, energy and money hiring Helen but they failed to support her.  They didn’t set the tone for how new hires are to be treated.  When they didn’t support Helen’s attempts to set high behavioral standards, they enabled a toxic workplace and she moved onto bigger and better things.

Imagine your company beginning with a vacuum of standards for behavior.  If you and the highest quality staff don’t set the tone for the workplace, the most vicious and nasty members of your staff will fill the vacuum with their standards.

I discovered that the leaders at Helen’s organization weren’t merely absentee, they were conflict-avoidant cowards.  They weren’t successful leaders.  They tried to avoid stopping bullying while they whined and complained, “Why can’t we all just get along?”

Don’t throw new hires to the turf-building jackals.  The simple solution is to develop and implement an effective “How We’ll Welcome the New Employee” plan.

The welcoming process may sound like a huge expense.  But compare it to the cost of losing a perfect hire, having to repeat the hiring process and probably watching your next generation of leaders leave or sink down to the lowest level.  Problems welcoming new hires are a sign of widespread bullying and abuse, and lack of planning and oversight.

Don’t let that happen.  Your job as a leader is to actively set the tone.  You can’t allow the most predatory members of your organization to feed on other staff.

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.

Catering to a few troublesome workers can backfire

It’s natural to respond to employees going through personal crises or enjoying tumultuous events, such as marriages and births. But have you volunteered to serve as therapist to some of your most troubled employees?  If so, have you asked the rest of your staff if they like your new role?

For example, Joe spent much of each day talking with people on his large team about their personal problems.  He thought his tender ministrations could turn anyone into a stellar performer.

To read the rest of this article from the Denver Business Journal, see: Catering to a few troublesome workers can backfire http://www.bizjournals.com/denver/stories/2008/04/14/smallb3.html

Joe was proud that he was a caring, people-person; a friend.  He wasn’t an insensitive, bullying, abusive, slave driver.  He wanted his team to be a family.  He expected success as a result of his people-centered approach.

However, I saw that it was the same few unprofessional performers who always needed Joe’s support and care.  For example:

• Jane lacked emotional control and blew up if she was ever asked to meet deadlines.
• Chuck always made sarcastic, personal comments about anyone who performed well.
• Bob was a negative, hostile, controlling and defensive bully.
• Joan was a smiling, manipulative, gossiping, backbiting rumor monger.

These four had chronic problems that spread their unprofessional behavior and prevented high-performance.  They weren’t solid performers who maintained their professional demeanor and productivity despite being distracted by joyous events or suffering from personal turmoil.

Joe had created a culture of entitlement.  He had to micro-manage them for them to be even a little productive.

Most of the solid performers still on Joe’s staff were looking to leave.  They felt harassed, stressed, abused and abandoned while he was doing therapy on those four underperforming employees.  Joe’s peers thought he should be reprimanded because his department was a bottle-neck.

Joe finally saw his problem and moved to fix it.  Over time, through evaluations for both productivity and behavior, he held everyone on his team accountable.  Despite the chance Joe offered them, three of the needy people did not begin to produce better or stop infecting the rest of the team.  They continued to drag down the behavior and performance standards of the team.

Typically, when people have been given many special privileges, they sue when they stop getting catered to.

However, in this case, Joe got some gifts; one of the people needed the job and started performing, two left of their own accord because the environment had “turned hostile,” and only one had to be terminated.  That person sued because of Joe’s “harassment.” But Joe had acted and documented appropriately and was vindicated.

Joe is unusual.  Most rescuing meddlers don’t change.  They’re addicted to the meddling role.  Similarly, most passive-aggressive or conflict-avoidant managers don’t change.

Re-read your job description: It probably doesn’t ask you to victimize most of your staff by catering to the emotional and psychological needs of a few people in the workplace.

Remember what Mr. Spock, from the original Star Trek, said, “Don’t sacrifice the many for the sake of the few.”  Mr. Spock was always right.

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.

My staff doesn’t care: What’s the problem? Is it me?

Honest self-evaluation and course correction are key traits of great leaders, managers and employees. For example, suppose you complain that almost everyone in your department or organization is turned off and tuned out.  Are they all just a bunch of self-indulgent, narcissistic, lazy slackers or a rotten generation – or have you failed somehow?

To read the rest of this article from the Philadelphia Business Journal, see: My staff doesn’t care: What’s the problem? Is it me? http://philadelphia.bizjournals.com/philadelphia/stories/2009/10/12/smallb3.html

If your office is typical, you’d expect that a small group of employees won’t care no matter what you do.  They’re abusive, bullying bottom-feeders.  Their lack of discipline, responsibility and effort comes from the inside.  Begging, bribery, appeasement and coddling may make them happy, but won’t make them more productive.

Another small group, on the other side of a bell curve, will work hard all the time.  They take responsibility and care about your company’s success as well as their own.

But if that middle group, roughly 80 percent, doesn’t care, be honest and look at yourself.  You know that most people do care and want to be productive.

Learn what you can do to eliminate the high cost of their low attitudes.

Will you convert everyone when you start doing what you need to?  No, but you’ll see who are bullies, who’s in the bottom-feeder group and who’s so hurt, angry and disaffected that they can’t be won over.  Be kindly when you help these latter people leave.

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

Can Fear and Anger Help Stop Bullies?

Some people think that fear and anger are always bad.  Some people think that fear and anger can’t help stop bullies. I disagree.

When used and directed appropriately, fear and anger can help us stop bullies in all areas of life – abusive, violent, demeaning spouses; sneaky, manipulative, toxic parents or adult children; taunting, teasing, harassing, predatory school bullies; dangerous and deadly gangs; bullying bosses or coworkers; or even our worry and anxiety about something general and more amorphous like a poor economy and no savings, no insurance and a huge mortgage payments for a house beyond our means.

Fear

• Fear is a normal feeling we have in order to warn ourselves of danger.  It's our way of telling ourselves to get ready, mobilize ourselves and take precautions - there might be a saber-toothed tiger lurking down the trail.
• In these situations, the purpose of fear is to alert and energize us to make our best and most thoughtful responses to the danger.
• If we let fear grow so big that we’re panicked into fight, flight or freeze, or into our favorite childhood response, we won’t respond effectively.  We'll go overboard.  We'll start begging or we'll run and hide.  And then we’ll bully ourselves with negative self-talk, guilt, shame, perfectionism, remorse and recriminations because we over-reacted and made a mess of things.
• Our childhood responses were useful when we were growing up.  After all, we did survive; we did live to become adults.  But those over-the-top responses are no longer effective enough; they’re the down-side of allowing our fear to overwhelm us before we respond.
• The key to success is to act when our warning fear is small so we can engage our brain in planning how to respond.

Anger

• Anger is simply our effort to mobilize ourselves, to get us in gear to respond, to give us enough strength and power to act effectively.  Most people need some amount of anger when they’re small children in order to get the big people to listen.  Anger is simply motivational energy.
• But if we let anger build up too much we’ll blow up and kill someone.  Just like the case for fear, our childhood responses were useful when we were growing up.  After all, we did survive; we did live to become adults.  But those over-the-top responses are no longer effective enough; they’re the down-side of allowing our anger to overwhelm us before we respond.
• The key to success is to act when our energizing anger is small so we can engage our brain in planning how to respond.
• If we start acting when our anger is merely irritation or frustration, we can engage our brains to develop smart, effective action.  If we wait too long, we’ll make ourselves much too angry; we’ll turn to rage.  We’ll explode and create a bigger mess.  Or we’ll repress ourselves totally and live with those terrible consequences, such as depression and low confidence and self-esteem.

Maybe a good analogy is that if doing nothing is like going zero mph and blowing up is going 100 mph, we need to train ourselves to start acting at 10-40 mph, and to learn skills in that range so we can act effectively.  When we were children, most people didn’t get enough practice of how to act in that range.  As adults, many people still haven’t learned how to act effectively in that range.

Of course, if we respond early and effectively to our hesitation, irritation and frustration in stopping bullies, we can respond more effectively.  Fear and anger are simply warnings (like smoke detectors) and fuel for our engines so we can get to where we want to be.  There’s nothing inherently wrong with those signals or with that fuel.  As long as we act before we’re at their mercy.

Of course, our tactics will be different when we stop bullies in different situations.  But once our energy, courage, determination and power are hooked up to our brains, we have a much better chance of success than if we’re overcome by fear or anger.

We can even learn to respond effectively to the worry, fear and anger that are common at 2 AM when our “Monkey Minds” jump around uncontrollably.

What if our fear or anger seems to become overwhelming instantly and we feel out of control?  Actually, you’ll find it’s not instantaneous; it just seems that way because we’ve practiced soften. For some techniques to overcome worry, fear and anger, see the case studies in “How to Stop Bullies in Their Tracks” and “Bullies Below the Radar: How to Wise Up, Stand Up and Stay Up,” available fastest from this web site.

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.

Stop Bullies: Support Good Behavior, not Bad Blood

Many people wrote and called for coaching after last week’s post, “Stop Bullies Who Demand their Way.”  Although their circumstances varied, their fundamental hesitation was the same: “How can I defend the behavioral standards I want if that means angry confrontations with my blood relationships?” Some common situations were:

• A bullying spouse.
• A bullying teenager.
• Sometimes parents or other biological relatives, sometimes in-laws and sometimes step-parents, who are nasty, demanding, degrading, brutal and abusive.
• Relatives, sometime biological, sometimes in-laws and sometimes step-parents, who reject, demean and even hit the callers’ children.  These tyrannical, sarcastic relatives call the kids losers, compare them unfavorably to siblings, cousins and ancestors who turned out bad (“You’re just like so-and-so”) and demean and degrade the kids relentlessly.

All the callers recognized that continued, long-term exposure to those bullies would destroy their own and their children’s self-confidence and self-esteem.  They could see how the bullying was causing sleepless nights, anxiety, nail-biting, discouragement, negative self-talk and even depression.  Their children’s school work suffered.  They could see their children either being beaten into submission or adopting bullying as their own strategy for success.  So why didn’t the adults act?

Some were afraid of the economic consequences of resisting spouses, parents or grandparents with money.  Some were afraid the bullying would increase.

However, most were afraid that if they objected to such treatment of themselves or of their children, they would split the family into warring groups or have the whole family turn against them.  Most were embedded in cultures that reinforced the idea that “family is family” and “blood is the most important thing.”  Most thought it was morally wrong to say “No” to elders or relatives.

They had tried everything they could think of: understanding, reasoning, sweet-talk, begging, bribery, appeasement, the Golden Rule and threats but nothing had been effective in changing the bullying behavior.

So they were stuck, knowing they were tolerating bullies and behavior that was harming them and their children.

Their hope was that I could provide a magic technique to convert those adult bullies into nice, sweet, kindly relatives; the loving, caring, concerned relatives they thought they’d have.

But they had already tried all the “magic wand” techniques and discovered that those family bullies wouldn’t change.  After all, from the bullies’ perspective, why should they change?  They’d gotten away with being abusive, demanding bullies for years; they got their way so why change?  They were beyond appeals to conscience or to considering the feelings they were hurting.

I’ve seen bullies like that have near-death experiences due to cancer or accidents, and still resist changing.  They’ve mastered brutality as a strategy to get what they want from life.  By now, it’s all they know.

In my long experience, each successful client had to face a difficult choice and make a different one then they had before.

They had to support good behavior instead of bad blood.

They had to change their inner questions from, “How can I fit in?” or “How can I do what I’m supposed to?” to a question of “What behavior will I allow toward my children or in my space, no matter who the perpetrator is?”

They had to insist on good behavior toward themselves and their children, even if that meant challenging the previously rotten family dynamic.  They had to become models of the actions they were preaching to their children.

The first step in creating a bully-free personal space is always for us to rally our spirits; to become strong, brave, determined and persevering.  Endurance endures.  Then we can make effective plans, take skillful steps and get the help we need.

We can begin a little soft, but bullies inevitably force us to become firm.  Sometimes that meant denying the perpetrators access to their children.  Sometimes that means leaving when the bullying starts.  Sometimes that means standing alone and being a scapegoat.  But often, when we insist on good behavior, many members of the family will also step up to the higher standards; they’ve simply been waiting for someone to take the lead.

In all cases, we have to fight the culture we’re embedded in.  Plans have to be developed that fit the specific situations we’re in: are spouses on the same page, how bad is the economic dependence, how far away do we live?

But in all cases, we must hold out to ourselves and our children a better culture, in which people behave with caring, kindness and respect to each other.

We have to overcome our fears that we’ll be alone; fears that in the end, the only people who stand by us are family, so we have to pay the high price it costs to maintain relationships.  However, we’ll discover that by clearing brutality out of our space, we’ll open up space for people we want to be with.

Review the case studies of Carrie, Jean, Doug, Kathy, Jake and Ralph facing different family bullies in “How to Stop Bullies in Their Tracks,” available fastest from this web site.  Many times, when faced by our firmness, family bullies will give in.  For more personalized coaching call me at 877-8Bullies (877-828-5543).

Stop Bullies Who Demand their Way

I was at a wedding and a funeral last week.  Really; not a movie.  And the people were fine. But I was reminded of all the times I’ve been at big family events when some selfish, narcissistic, abusive, controlling, bullying family member demanded that they get their way or they’d make a scene, make everyone miserable and ruin either the celebration festivities or the solemnity.  They knew what was best and we’d better do it.

Think of the relatives at all the special occasions – weddings, funerals, births, vacations and holidays.  The relatives who get drunk and insist they be allowed to ruin the event; the arrogant jerks who think they own all the attention and air in the place; the nasty, greedy; jealous, vicious-tongued vindictive; the narcissistic, smug, righteous know-it-alls.

Think of the people who take over all the events because they want to.  Whatever supposedly logical reasons, excuses and justifications they offer each time, I notice the pattern.

Even though they’re not the important person at the event, they always have to get their way or else.  They’re not the bride or groom, they’re not giving birth, they’re not graduating, they’re not getting baptized, confirmed or bar mitzvah-ed; they’re not the host or planner; they’re not the person dying.  They’re not even the turkey on the table, although I sometimes entertain fantasies of having a sharp carving knife in my hand.

Did I cover all the bases of your experience also or do you have a few other ones?

These bullies always think they’re right.  And they’re willing to argue and fight longer, harder and louder to get their way, than anyone else, especially over what we think is trivial and a waste of time.  And they let you know that they’ll retaliate and make us regret resisting them for the rest of our lives.  They’ll bad-mouth, criticize and put us down in front of everyone forever.  And the scene is our fault, not theirs.  They want us the walk on egg shells around them.

So what can we do?

1. Typically, we find reasons to turn the other cheek. We try to rise above, ignore, look away, appease, understand, excuse because that’s just the way they are or tolerate them for the duration of the event.  Typically we give them what they want because we don’t want to be judgmental or we’re too polite to make a scene or we think that if we follow the Golden Rule, they’ll be nice in return.  I think that tactic is good to try but only once.  Anyone can have one bad day and try to feel better by taking control.  But real bullies and boundary pushers simply take our giving them their way as permission to act more demanding.  As if they think they’re powerful and everyone is too weak to resist them.  Like sharks to bloody prey, they go for more.  And it’s always the people who can’t or won’t protect themselves – the weaker, younger, more polite, more bereft ones – who suffer the most when we leave them unprotected.
2. Instead, be a witness, not a bystander. Recognize that we’re being bullied and abused.  Be willing to get out of our comfort zones to take care of the important people.  The first time the person bullies, we can take them aside and tell them privately, in very polite and firm words, to “shut up.”  But these control-freaks have demanded their ways for years so we know what’s going to happen.  Ignore their specific reasons, excuses and justifications.  Typically, we give them power because we fell sorry for them, we’re too polite to make a scene and, after all, they’re family.  We give them power because they’re more willing to make a scene and act hurt and angry, and walk away.  We give them power because they’re willing to destroy the family if they don’t get their way, but we’re not.  Take back our power.  Be willing to make a scene; to disagree, threaten or throw someone out.  Find allies beforehand and stand shoulder to shoulder.  We may not change their behavior, but that’s the only way we have a chance of enjoying the events.

For some success stories, see the studies of Carrie and Kathy in “How to Stop Bullies in Their Tracks,” available fastest from this web site.

Although I usually think of the older generation of “demanders,” but let’s not forget the spoiled brats encouraged by their indulgent or defeated parents to demand all the toys, bully the other kids and violate all the rules.  Or the surly teenagers, the toxic adult children, the bullying spouses or self-centered friends.  Or the oafs and abusers of power at work.

Don’t be bullied.  We need an expert coach to help us design plans that fit our specific situations. Be brave.  Step up and be the hero of your life.

Stop Bullies: Anger Management

Many bullies succeed in getting what they want by being angry.  Even if they don’t hit physically, they beat their targets verbally, mentally and emotionally.  And the threat of physical violence makes other people give in.  These bullies have enough control that they haven’t been arrested and sent to prison.  That’s why I think of their anger as a tactic. I’ve coached many of these bullies through the stage of anger management to finally ending anger and creating a different way of Being in the world.

But let’s focus here on what the spouses of these bullies can do in order to have bully-free lives.

For many of these bullies anger is a whole way of life.  Their rage is a tactic operating 24/7.  No matter what’s going on, no matter what we do to try to please them, they always find something to be angry about.  Any moment of peace is just the calm before the storm.

However these bullies got that way – and there are only a small number of typical scenarios – they mastered the use of anger years ago so it feels natural, like that’s who they are, like it’s their identity. They love “revving their engines.” They feel strong and powerful when they’re angry.  They always find good reasons and excuses to be angry, they always find people who are wrong and dumb in the news of the world or in their personal lives.  And they always focus on what’s wrong or dumb, and respond to it by getting angry and enraged.

If something in the moment isn’t worth getting angry about, they think of bad things that happened or that might happen so they can get angry.  Then they “kick the dog” – whoever happens to be around and does or says something wrong, or does or says nothing and that’s what’s wrong.  You or the kids think you’re having an innocent conversation when suddenly you’re attacked for being dumb, stupid, ignorant, wrong, insulting – or simply breathing.

The attack escalates into a listing of all your faults – which loser in the family you’re just like, you’ll always be a loser, you’re lucky to be alive and with them because you’d fail without them.  Their anger is never their fault; you’re always to blame.  Even if they don’t brutally beat you and the kids, the verbal and emotional abuse takes its toll.

Victims feel blame, shame and guilt.  Victims suffer anxiety, fear, frustration, panic and terror.  They lose self-confidence and self-esteem. They feel like they have to be perfect in order to deserve good treatment.  They feel isolated and helpless.  Targeted children often grow up with negative self-talk and self-doubt; they often move on to self-mutilation or rage and revenge of their own.  They often grow up playing out the roles of bully or victim in their marriages.

Seven tips to keep anger out of your personal space:

1. Don’t be an understanding therapist. Your understanding, forgiveness, unconditional love and the Golden Rule won’t change or cure them.  And you’re not being paid as a therapist.  Those approaches simply prolong the behavior and the typical cycle of anger and rage, followed by guilt and remorse, followed by promises and good behavior temporarily, followed by the next episode of angry and rage.  Or the typical escalating spiral of anger, rage and self-righteous justification.  The reason the bullying continues is not that those bullies haven’t been loved enough; it’s that the behavior is a success strategy.  It’s never been stopped with strong enough consequences that the bully has enough reason to learn a new way of Being in the world.
2. Don’t minimize, excuse or accept justifications. See anger as a choice.  If you accept that anger is a normal or appropriate response to what they’re angry at, if you accept that anger or any emotion is too big to manage (e.g., that they’re in the grips of something bigger than themselves) them you’re right back to “the devil made me do it.”  That’s the same excuse, even though the modern words for “the devil” are heredity, brain chemistry, what their parents did to them, how they never learned better.
3. The best thing you can do to help both of you is to have consequences that matter. That’s the only way to stimulate change.
4. Face your fears. Don’t be defeated by defeat.  Protect yourself.  Be a good parent and model for yourself and your children.  Emotional control – control of moods, attitudes and actions – and focus of attention are the first things we all must learn.  These bullies haven’t learned.  Lack of success in this area gets big, painful consequences.
5. Make your space anger-free. You and the children are targets, not victims.  Their anger is not your fault.  Dedicate yourself to protecting yourself and the children.  Decide that only behavior counts, not psychoanalysis.  Clear your space.  Don’t give an infinite number of second chances.  Either they leave or you and the kids leave, depending on the circumstances.
6. Promises no longer count. The lesson for your children is that when we’re very young, we get by on a lot of promises and potential, but when we become older than about 10, only performance counts.  Let these bullies learn to practice changing on other people’s bodies.  How much time do you need before you become convinced that they’ve faced a lot of potential triggers and mastered a different way of dealing with them?  A year?  Two?  Three?  Forever?  Do this because you want and need to in order to have a chance at the happiness you want, in order to have a chance to find people who treat you the way you want.
7. Be smart and tactical. Of course, the longer you’ve known them, the harder it will be.  Dump angry jerks on the first date; don’t hook up with them.  Get legal advice.  Get help and support.  Get witnesses.  Don’t listen to people who want you to be a more understanding therapist.  File for divorce.  Get custody of the children.  Get the police on your side.

Post #176 – How to Know if You’re Bullied and Abused

Men aren’t the only angry bullies.  We all know about angry, vicious women on dates or in marriage.  There are clichés about venomous wives and mothers-in-law because there are so many.  Everything I’ve said applies to them also.

Many people still have friends that use anger to control interactions.

At work, angry, bullying bosses and co-workers are also clichés because there are so many.  Anger often succeeds at work.  Both the feeling of power and the success at making people do what bullies want function as aphrodisiacs.  And the addiction must be fed.

Be strong nside.  Ask for what you want.  You’ll get what you’re willing to put up with.  So only put up with good behavior.

All tactics are situational so expert coaching is required.  We’ll have to go into the details of specific situations in order to design tactics that fit you and the other people involved.

“How to Stop Bullies in Their Tracks” has many examples of people commanding themselves, stopping bullying and getting free.  For more personalized coaching call me at 877-8Bullies (877-828-5543).

Negative, Bullying Self-Talk Will Destroy Your Spirit

Negative, bullying, abusive self-talk can corrode your spirit, sap your strength, ruin your focus and destroy your courage.  Looking at yourself with hostile eyes and talking to yourself with that old critical, perfectionistic, never-pleased voice can be demoralizing and debilitating.  Constant repetition of all your imperfections, mistakes, faults, failures and character flaws can lead you down the path toward isolation, depression and suicide.  Don’t believe it? Think of some examples of relentless self-bullying:

• The abused wife who accepts her husband’s excuses and justifications that his verbal or physical beatings are her fault. She’s to blame for his failures; she’s never good enough.  If only she were adequate, he wouldn’t be so nasty, vicious and violent.  If she talks to herself with his voice, she’ll never leave.  If she accepts the guilt and shame she’ll keep trying to please him, but she’ll never succeed.  She convinces herself she’ll never make it on her own so she stays and endures more brutality.
• The kids bullied at school who tell themselves that they’ll never be good enough, smart enough, pretty enough, successful enough or loved. They think it’s their fault they get harassed, teased, taunted and emotionally and physically bullied.  They give in to bullies.  If their nagging, hostile, abusive voices convince them that there’s no hope for a better future, they become the next Phoebe Prince, Tyler Clementi or other young suicides.
• The people harassed at work who’re told they’re dumb, ugly, the wrong color, religion, nationality, gender or sexual orientation. They’re made the butt of jokes and threats; their work ideas are stolen; they’re belittled, ostracized, shamed and passed over for promotions.  If their self-critical voices convince them to give up, their spirits will die.  They won’t be able to summon the will, determination or perseverance to fight back.  They’ll feel overwhelmed and unable to learn the skills they need to protect and defend themselves.
• The kids who think the deck is stacked against them. Their parents have treated them badly or one or both have blamed or abandoned them.  If they convince themselves they’re stupid and not loveable, they’ll give up.  They’ll accept bullying; their own and from other kids.  They shuffle through life, putting themselves down, defeating their efforts before they’ve really begun.  They lose their fighting spirits; the spirit that will struggle against the conditions and vicissitudes of life in order to make great lives for themselves.

Kids who’ve turned off their engines look and act dull and listless; as if they’ve given up already.  You can almost hear their constant inner, self-dialogue.  They’re so distracted by the destructive IMAX Theater in their minds that they can’t pay attention to what’s happening around them.  Their attention is captured by all the putdowns and listing of all their failures, the magnifying of the problems they face, the making of insurmountable mountains out of molehills, the diminishing of each skill or success, the magnifying of each imperfection.  They’re not resilient; the smallest adversity defeats them.  Happiness is fleeting; bitterness and depression is their lot.  Anything good they get is never enough, never satisfying, never brings joy.

Alternatively, they use their engines, often ferociously, to blame their parents and try to beat them into submission, to extract material possessions and guilt, to vent their hatred of themselves and the world onto their parents or onto the one parent who stays and tries to help them.  They bite every hand that’s offered to them.  They fight against teachers and against learning a skill that might make them financially and physically independent.  They explode with sarcasm and rage in response to the slightest nudging.  What a waste.

All the help offered them seems to bounce off.  They won’t accept what’s offered because that hyper-critical, judgmental voice knows better.

They have no inner strength, courage, determination, perseverance and resilience.  They feel helpless and that their situation is hopeless.  They may go down the path to being victims for life.  Their self-confidence and self-esteem may be destroyed.  Anxiety, stress, guilt, negativity and self-mutilation may be stimulated.  They move easily toward isolation, depression and suicide.  Nothing will help them until they turn their engines on again.

Compare them to the kids with great engines; always active and alert, always wanting to learn, willing to face and overcome challenges, seeking risk and reward, capable of overcoming adversity.  They have tremendous drive to live and to succeed.

These spirited kids with great engines can tax your patience almost beyond its limits, but the reward is so apparent.  They’ll make something wonderful of their lives.  They won’t give up.  They won’t be defeated by defeats.

Our job as parents with these spirited kids is clear: help them develop great steering wheels so they can direct themselves to fulfill the promise of their great engines in worthy endeavors.  Whatever direction they travel, they’ll go with passion, intensity and joy.  They’ll overcome setbacks by continuing on with renewed effort.  As Coach John Wooden said, “Hustle can make up for a lot of mistakes.”

There is no formula to save kids who turn off their engines.  Even when you know every detail of their history, there is no formula.  There’s only the continued presenting to them of encouragement and opportunity.  Sometimes a mentor or coach is crucial, sometimes a small success that’s a surprise, sometimes an example of someone else’s life will catch their attention.

We know that attempts to improve their steering wheel won’t help.  No lectures about being better, kinder, gentler people will help.  The beginning of a new life for them is the miracle of starting their engines.  Then they grab opportunities for themselves.  Then we can help them with their steering wheels.

Stop Bullies: Start Here

You may be the target of a bully, but you don’t have to be a victim. Bullies can go after you in many ways; physically harming you or threatening to hurt you; inflicting emotional pain through harassment, relentless criticism, taunting, put-downs, cutting out, manipulation, controlling, back-stabbing, spreading rumors, telling secrets, embarrassing you or generally mean behavior; cyberbullying.

In all these situations, the first step in defending yourself and in stopping bullies is the same and always has been.  This is the first step, even before you use any programs that are designed to stop bullies in schools or at work.

For instance, we can go back to Homer’s “Odyssey.”  At the end, after Odysseus and his son, Telemachus, have killed all the abusive suitors, they flee with two faithful servants to the mountain home of Odysseus’ father, Laertes.  They know they will pursued by all the older men of the city, the fathers and uncles of the dead suitors.

In the final confrontation, hopelessly outnumbered, Laertes kills the father of the most evil suitor.  Odysseus loses control of himself and goes berserk.  He advances in a murderous rage to kill all the fathers and uncles.

Athena suddenly appears and speaks the words that that exemplify a central belief of the Greeks about how to face whatever the world throws at you – whether overwhelming odds, verbal and physical abuse, unfairness, your fear and hesitation, your loss of self-control, bullies.

Take Athena’s command out of context – it’s not about the trigger; it’s about your necessary first step in response to any situation.

Athena says, “Odysseus!  Command yourself!”  And when Athena commands, we best listen.

There it is; the key to all success; the start of everything we must do – “Command yourself.”

• Don’t give in to your feelings, no matter what they are.  Don’t give in to embarrassment, weakness, hesitation, anxiety or fear.
• Don’t give in to self-bullying blame, shame and guilt.
• Don’t give in to your racing mind – when your reasoning and logic might talk you out of following your accurate intuition, might discourage and depress you into giving up or might spook and panic you into doing something dumb.
• Don’t give in to your lust or greed or laziness or any other of the Seven Deadly Sins.
• Don’t give in to your old beliefs, roles and rules that would trap you into enduring abuse and bullying.

Begin by commanding yourself.  In Odysseus’ case, commanding himself meant not starting a bloodbath, which would lead to generations of vendettas that would ruin the country.

In the case of facing a bully, we must take charge of ourselves, gather ourselves and command ourselves.  Even when we don’t know how things will turn out, we do know that we want to act bravely, resolutely and greatly.  Therefore, command yourself and go for it; 110%.

If we give in to fear, anxiety, perfectionism and self-doubt, we’ll do nothing to protect ourselves – we’ll become victims of our own panic and terror.  If we give in to anger and rage, we’ll explode, act unskillfully and do things we’ll regret.  If we don’t command ourselves, we’ll lose confidence and self-esteem; we’ll get depressed and become easy victims of the predators.

If we don’t command ourselves, nothing we do will have the power and energy needed to succeed.  We’ll be weak, hesitant, vacillating.  We’ll become victims.  We’ll take our first steps down the path to suicide.

With expert coaching and consulting, we can learn to command ourselves.  We can overcome the voices of our fears and self-bullying.

We can become strong and skilled enough to resist being targeted by bullies and to stop bullies in their tracks.  We can look at individual situations and plan tactics that are appropriate to us and to the situation.

When we command ourselves, we can overcome whatever confronts us.  We will let nothing crush us; our spirits will remain strong.  We can plan and take charge of our actions.  We can act with strength, courage and skill.  We can act with perseverance and resilience.  We can get the help we need.  We can succeed.

“How to Stop Bullies in Their Tracks” and “Parenting Bully-Proof Kids,” have many examples of children and adults commanding themselves and then stopping bullies.  For more personalized coaching call me at 877-8BULLIES (877-828-5543).

Self-Bullying Perfectionism Can Ruin Your Life

Self-bullying perfectionism can suck the joy out of success and ruin our lives.  It’s one of the worst forms of negative self-talk. We know that harassing, abusive, inner voice that focuses only on what we didn’t do perfectly according to some old standard that was shoved down our throats when we were children.  It has the most horrible, bullying tone when it picks on our emotions, spirit and flesh.  It’s all-or-none when it reminds us of the 1% we didn’t do perfectly according to our parents’ standards for us.  It’s full of should ‘a, could ‘a, would ‘a.

It makes us 100% responsible for every problem; it points out how we never do enough, give enough, say enough.  It’s demeaning, smug and sarcastic.  It stacks up every mistake we ever made or failure we ever had.  Of course it knows every hot button and self-hatred trigger we have.  It can generate blame, shame and guilt in an instant.

The effects of perfectionistic self-flagellation are obvious – increased anxiety, stress and depression; a sense of failure even in the midst of success and happiness; a foreboding about the future that leads to desperation and panic; insecurity, self-doubt, lack of confidence and low self-esteem.  Especially debilitating is the internal argument with the side that puts us down relentlessly and the side that tries to defend us – usually weaker and defensive, especially when we’re tired or getting sick or alone and lonely.

Perfectionism guarantees inner emptiness, pain and self-loathing.  No matter how much we succeed, no matter how much we’re praised, it’s never enough to heal our inner wounds.  That inner voice always reminds us that we’re imposters, failures who’ll be unmasked eventually.  We’re like hamsters spinning our wheels; afraid that if we slow down, disaster awaits losers like us.

Nit-picking perfectionism turned outward can help us succeed by harassment, bullying and abuse of others.  But turned inward, it’s an incapacitating method of judging our self-worth.

Whether people in our childhoods were simply mean, nasty and rotten; whether they thought they had to protect us from the character flaws they saw in us; whether that was the only way they knew how to express love and caring, or how to motivate us doesn’t matter much now that we’re adults.

Once we’ve overcome the internal war over perfectionism and how to motivate ourselves, we can decide what we think about them and how we want to interact with them now, if at all.  We set the standards of acceptable behavior and how people talk with each other – about what and when.  We’re in charge of our adult personal spaces.

The real work is not about forgiveness; it’s about taking charge of our lives according to our own standards.

Those relentless, childhood put-downs and bullying by our parents, siblings, classmates or other people led us to split into two warring sides.  One side took on the perfectionistic, self-bully voice; we continue beating ourselves down long after we’ve left those people or even after they’re dead.  The other side argued and defended us against the attacks.  It champions our success and tries to affirm our strength and a wonderful future that’s possible.  It often asserted itself by making us mutiny against what those tormentors told us to do; whether that’s really good for us or not.

In my experience, there are many paths to overcome self-bullying perfectionism, but they all lead to a similar goal.  The goal is to heal the wound of the original split, end the war and create one centered, adult part that coaches us to choose the future we want to create and to pursue it with determination, courage, perseverance and grit.

When we accomplish this, our paths open up.  Our internal self-talk stops being negative and becomes encouraging and strengthening.  We develop realistic goals and expectations.  We motivate ourselves by desire for the future we want instead of by avoiding the pain of old wounds lacerated.  We decide what’s good enough.  We and can enjoy our success and happiness.

Stop Internal Wars and Negative Self-Talk

Jane was stuck in an internal war.  Every time she made some progress toward goals she’d been pursuing for years – cleaned her house, did things on her to-do list, met people she’d wanted to, signed up for classes toward a better job, courageously risked being honest – she’d start beating herself up in ways she was familiar with since childhood. A part of her would say, in an old, familiar voice, “Who do you think you are, you’ll never succeed, you’ll fall back into being a failure, you’re fat and ugly, you’re not good enough to stay on track, you’re weak at your core, you’ll never do the right thing, you’ll fail like you always do, no one likes you, no one will love you, you’ll be alone all your life.”

Then she’d isolate herself and start picking on herself physically.  That’d only make things worse.  She’d feel ashamed and guilty.  “Maybe they’re right,” she’d think.  “I’m not good enough.  I’ll always be a mess.  I’ll never change.  I’ll never succeed.”

She’d become angry at her parents and all the people who’d taken advantage of her, at all the people who weren’t supportive now and finally at herself.  And the cycle would continue; a little success leading to self-loathing and predictions of failure, followed by anger at everyone in her past and present, followed by more anger and self-loathing.  After several wasted days, she’d get herself together to try once more, but the emotional and spiritual cost of each cycle was huge. Self-bullying – negative self-talk, an internal war between the side of you that fights to do better and the side that seems to despise you, that’s full of self-loathing and self-abuse – can go on a whole lifetime.  Of course, the effects can be devastating – anxiety and stress, discouragement and depression, loss of confidence and self-esteem, huge emotional swings that drive good people away and attract bullies and predators.

Perhaps the worst effect is a sense of desperation and panic, isolation and loneliness – it feels like this has been going on forever and doesn’t look like it will ever end; every failure feels like the end of the world; like there’s no light at the end of the tunnel.  You feel helpless and are sure that it’s hopeless.

Or maybe the worst effect is marrying someone who bullies you and stimulates your most negative self-talk.

This is not a war between the left and right sides of our brains.  This is usually not our being taken over by an evil spirit that needs exorcised psychologically.

This is usually a battle between two sides of us that split apart because of terrible, overwhelming pressure when we were kids.  Back then, we didn’t know how to cope with the horror so we split into two strategies that have been battling with childlike intensity and devotion ever since.

On the one hand, we fight to feel inspired and centered and to do our best; to be courageous and bold and fierce; to try hard, be joyous and hope for success.  On the other hand, we fight to make us docile and not try to rise above our meager lot in life, to accept what they tell us and give up struggling against them so they’ll let us survive, to motivate ourselves by whipping ourselves so we’ll make enough effort and do the right things, and maybe then they’ll give us something in return and we’ll have those feelings of peace and joy.

Both voices want us to survive and to feel centered, peaceful and filled with joy.  Each takes an opposite path to get there.  Instead of a psychological exorcism, we need an internal reconciliation and a release from old battles with our external oppressors and between our internal, battling voices.

The inner goal is clear: We’ll be whole and unified, both sides will be working together toward the same end (http://www.bulliesbegoneblog.com/2008/04/25/getting-over-parents-who-wound-their-children-the-2nd-stage-of-growing-up-and-leaving-home/#more-35): the different possibilities for action will be presented to us in the encouraging voices of coaches; we’ll be inspired and motivated by encouragement, not whipping: we’ll have an adult sense of our strength and capability; we’ll feel like we can cope successfully without tight control over everything and we’ll act in a timely manner; situations won’t put us into a panic; mistakes won’t be a portent of doom.

The path or process toward that goal varies with each individual.  It’s not easy; it’s not instantaneous.  There are steps forward and steps back.  Sometimes it will seem like we’re back at square one.  It requires great helpers and guides.  But, as we are able to step back more and more easily and look with adult eyes at the big picture, we’ll recover our poise and press on more easily. Have I ever seen these wars overcome?  Many times.

For example, Jane finally made internal peace.  Her warring sides accepted that they had the same outcome – making a good life for her, filling her with the joy she’d always wanted to feel.  They realized that neither side could defeat the other; their only hope was to work together using adult strategies of motivating her to take actions that would help her succeed.  They saw that her situation now, in middle age, was very different from when she was a helpless child and had to depend on parents who seemed to despise her character, personality and style.

In order to end the external war, she moved far away from her birth family and cut off contact.  She started a new life.  She knew she’d have to bear unbearable loneliness until she made friends and loves worth having.  It wasn’t easy but she did it.  You can too.