Hogwash.

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

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

To read the rest of this article from the Business First of Louisville, see:
Don’t stress out trying to motivate slackers

http://www.bizjournals.com/louisville/stories/2007/05/28/editorial3.html

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

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

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

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

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

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

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

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

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

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

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

Both boys were suspended for fighting.  The school defended its actions: “If a student is involved in a physical altercation on school property, they are automatically suspended. District 11 schools employ many anti-bullying teaching techniques … and none of these methods include violence or retaliation,” the school said in a statement to KDVR.

What should you tell your child:

• If he’s in elementary school and is being bullied and the responsible teachers and principal do not stop bullying?
• How should he stop school bullies?
• Is the punishment fair?

The school officials are saying that even though they can’t stop school bullying, even though they don’t stop negativity, harassment, abuse or physical, mental or emotional violence, even though there’s a pattern of bullying, the targets are not allowed to defend themselves by fighting back.  According to the school officials, not using violence, even if it makes you helpless, is a more important value than protecting yourself.  Being a victim is not as bad to them as fighting back.  Process counts more than results.

Maybe the school principal should be suspended for not doing his job.

The school officials are saying that process and techniques are a more important value than getting results, even if they create victims because their techniques don’t protect the targets.

I disagree.

Protecting targets is more important than clinging to their ineffective techniques.  In desperation, and unlike parents who sabotage their children by preaching non-violence, the target’s parents had told their son that since the school officials weren’t protecting him, he should fight back.

I go further.  I’ve told our elementary school-aged grandchildren – in secret so their parents don’t know:

• Try everything peaceful you can think of to stop bullying – be nice and friendly, ignore it, ask the bully to stop, tell the bully he’d better stop.
• If those techniques don’t work, learn to use verbal come-backs and put-downs.
• If those techniques don’t stop the bully, tell your favorite teacher and the principal.  Get your parents involved.  They’ll talk with the principal and teachers.
• If they don’t stop the bullying, use your own power, beat up the bully.  And I want them to learn how to really hurt the other kid, swiftly and effectively.
• Of course, they’ll suspend you because teachers and principals who don’t protect kids are do-nothing jerks and jerks do jerky things and they don’t wan to risk making a wise judgment about who the bully is. When you get suspended, act contrite.  Say you’re sorry, promise you won’t fight again.  When no one is looking, wink at the bully to let him know that you’ll beat him up again, if necessary.

If you follow this plan, you’ll get at least four wonderful things:

1. The bully will leave you alone.
2. You’ll respect yourself and feel like you can succeed in the world.
3. Other kids will respect you.
4. While you’re on suspension, I’ll take you to Disney World for a big celebration.  After all, winners of  Super Bowls get to go; why not winners on the playground?

I also tell them that there are some caveats to my advice:

• If the bully is much bigger than you or if there is a gang of kids, we’ll devise a different plan
• When you’re old enough (maybe high school) that kids are carrying weapons, we’ll devise a different plan.

But the take-home message is always to give the responsible authorities a chance, but if they don’t do their jobs, solve the problem yourself.  Don’t be a victim waiting forever for other people to protect you.  Use your own power.  Say “That’s enough!”  Say “No!”  Stopping bullies is more important than never using violence.

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

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

But there’s a flip side to this problem: the office “mom” – male or female – who cleans up after the slobs.  That may sound like a good thing, but office moms create their own set of problems.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Reports from the New York Daily News and the Morristown Personal Injury Blog make clear that:

• Three months before the final incident, Sawyer reported previous incidents of being bullied to the school in writing, but no responsible adult – principal, teachers, therapists, district administrators – stopped the school bullying.
• “Additionally, the same bully that injured the boy had previously injured another student, yet no serious action was taken.”
• New Jersey has a strong anti-bullying law.  Nevertheless, his experience “shows that schools have a great responsibility to make sure that these laws are enforced in order to prevent students from being injured by bullies on school property.”

“The Board of Education released a statement Wednesday denying any wrongdoing and saying that it was the district’s insurance carriers that decided to enter into the settlement and will pay it out.  ‘The district’s character education and harassment/intimidation/bullying initiatives and reporting practices are leading edge,’ the statement said. ‘All programs in this area far exceed all of the criteria established by the state of New Jersey.’ … The board said the settlement did not include any admission of liability or fault on the part of the district.”

What’s wrong with the school board’s basic assumptions?

Of course, the local Board of Education has washed its hands of all responsibility, claiming that they followed the correct procedures.  Thy used the same type of defense that the do-nothing principal and district superintendent used after the suicide of Iowa teen Kenneth Weishuhn.

The people on the Board of Education, the principal, teachers, therapists and district administrators seem to feel that having a process; a program, initiatives and reporting practices is enough to cover them.  If negativity, harassment, abuse, or physical, mental and emotional violence occurs, it’s not their responsibility.  If they victimize students, it’s not their responsibility.  They were just following orders and procedures.

They think they’re not responsible for results, only for process.  They think they’re not responsible for stopping school bullying, only for pushing paper.

That lack of accountability may work for adults in education but for the rest of us, with real jobs, results count.  Even the kids taking tests are held accountable for performance and results.

Obviously laws are never enough.  It’s the people who administer the laws who are responsible for protecting us.  Or these incompetents settle for ineffective responses and leave it at that.  They lack the will to stop bullies.

Little children usually can get away with charm, potential and promises.  But as we cross past approximately 5th grade, we enter the time when those qualities count less and less, and results count more and more.  That’s a hard transition for many people to make.  When we get to be adults, we’re evaluated by the results we produce.

Obviously, the 12-year-old bully was in the transition, but how about the adults who were responsible for protecting all their students?  When are they going to be held personally responsible?

Following the rules or processes is a minimum standard.  The correct standard, by which school authorities should be judged, is whether they get results.
Thomas Alva Edison once said, “Hell, there are no rules here – we’re trying to accomplish something.”  Of course large organizations like school districts need rules and processes.  But those are judged by whether they produce the desired results, not by whether they’re being followed.  Following processes is never enough; results count.

What can you do if you’re a parent trying to protect your child from such irresponsible incompetents?

• Never let authorities get away with thinking that their responsibility ends with initiating some process.  Demand results.
• Immediately find a lawyer and generate publicity.
• Hold teachers, principals, district administrators and boards of education accountable for performance and results.  Your children are trying to survive.  Only results count.

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

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

I vote, “No.”  Conflict-avoidant bosses create breeding grounds for passive-aggressive employees and self-appointed tyrants.

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

To read the rest of this article from the Austin Business Journal, see:
Bosses who avoid conflict create a big mess

http://www.bizjournals.com/austin/stories/2007/07/23/smallb3.html

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

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

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

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

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

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

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

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

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

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

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

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

It’s true; Kenneth tried to minimize the bullying so it didn’t become worse.  And he got some relief when the gang of bullies turned some of its attention on a pregnant student.  And the school did hold an assembly after he reported the bullying.

After his suicide, school officials tried to cover themselves in the usual way.  “Dan Moore, the superintendent of the South O’Brien Community School District, said administrators knew of only one incident regarding Kenneth and that he believes they dealt with it well.  ‘I feel the school did address the issue that they were aware of when it came to their attention,’ Moore said. ‘Obviously, we had no idea that we’d have an end result like this, or what was going on outside of here.’”

There’s much more hidden below the surface of the principal’s and Mr. Moore’s lack of an effective response; especially the real fault that the administrators are trying to cover up.

Let’s understand clearly.  Mr. Moore thinks they addressed the bullying and abuse well because he did some processes, procedures and techniques, even though the harassment and bullying didn’t stop and, in fact, got worse.  And Mr. Moore thinks that performing some processes relieve him of responsibility.

What’s hidden here?

1. The school principal, teachers and district administrator put all the responsibility for knowing about bullying on the reports they receive from students.  They take no responsibility for knowing what’s going on under their noses.  Every kid in school knows who the relentless bullies are and who leads the cliques and gangs.  But they don’t tell.
2. The school principal, teachers and district administrator haven’t created an environment, a culture, in which at least some of the many witnesses come forward, instead of remaining as bystanders. Why didn’t the witnesses come forward?  They know that nothing serious will happen to the bullies, but they’ll be exposing themselves to retaliation.  They don’t want to become the next victims of bullying.  What was the principal’s “stop school bullying program” at the start of the year, before there were any incidents?  Were parents involved in the program?
3. Despite their years of education, their advanced degrees and their special training on how to stop school bullies, the school principal, teachers and district administrator treated bullying as an “incident,” not as a pattern.  Yet everyone knows that school harassment, bullying and abuse are rarely an isolated incident.  These behaviors may start as an incident perpetrated by one kid instead of by a gang, but when nothing happens to the bully, bullies become bolder and more overt.  When there are still no serious consequences, other bullies join in and bullying becomes a pervasive pattern.  Pretty soon, other kids pile on.  Bullying expands from emotional and physical abuse into cyberbullying – on and off campus.  When relentless bullies get away with their worst behavioral impulses – taunting, teasing, harassment, physical, mental and emotional abuse – other kids let their worst impulses out.

Kids know who has the power.  If the responsible adults turn the other cheek and bury their heads in the sand, kids know that the bullies are in charge.  Behavior sinks to the lowest level.  The culture becomes the “Lord of the Flies” on the playground, in the bathrooms and in the hallways.

When Kenneth Weishuhn reported what was happening, he faced an accomplish-nothing principal and district administrator who weren’t proactive in protecting him but, instead, would excuse and justify themselves by saying that they did the minimum required – even if it didn’t work.

Would you want to pay those people’s salaries?  Would you want your child at those schools?  Maybe, but only if your kid was the leader of the bullies.

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

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

Many larger companies and, especially, government, non-profits and public service organizations have unwritten policies protecting managers and employees who can’t be trusted to handle important, necessary tasks.  Small companies usually do a better job of avoiding this trap because they simply can’t afford to keep deadwood around.

To read the rest of this article from the East Bay Business Journal, see:
Get rid of the employee you can’t count on

http://www.bizjournals.com/eastbay/stories/2007/08/20/smallb5.html

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

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

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

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

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

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

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

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

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

Sarah feels like Heather has been a toxic polluter in her environment, but she’s afraid that if:

• She didn’t have Heather, she’d be all alone.
• She said goodbye to Heather, Heather would get angry and retaliate with their friends and to Sarah’s family.

What should Sarah do?

Heather has been a sounding board for all Sarah’s decisions.  Heather always knows what Sarah should do to straighten her life out.  Sarah never married because Heather found faults with every guy that Sarah was interested in. Sarah stopped dieting because Heather told her she’d look bad if she was thin.

Sarah doesn’t have much time for herself since she has to be on-call in case Heather needs her.  Heather often has urgent requests for Sarah to do her chores or to meet her.  Sarah’s afraid to disappoint Heather because Heather gets so hurt and makes Sarah pay.

Heather criticizes Sarah relentlessly, spreads lies, rumors and malicious gossip, and gets other people angry at her.  Heather is angry and demanding, and nothing Sarah does is ever right or good enough.  Sarah is always to blame.

Within their circle of friends, Heather always takes center stage and even steals Sarah’s ideas.  Heather doesn’t allow Sarah to be with the others unless Heather is there.  Heather says it wouldn’t be kind, respectful or loving for Sarah to do things behind her back.

Sarah feels like she’s spent her life trying to please Heather and apologize to her and take the blame for everything.  But no matter how nice, kind and loving Sarah’s been, Heather hasn’t given her credit or changed her opinion or behavior.

How do you know your friend is toxic?
I’d rephrase that into, “How do you know your friend is not really a friend?”  There are two types of warning signs:

• Your inner warning signs – you feel criticized, used, abused, harassed, unsafe, taken advantage of.  Your kindness, consideration, compromise, appeasement, apologies and efforts to please them are not rewarded by them doing the same for you.  They’re always right; you’re never good enough.  You’re afraid of what they’ll do if you displease them.
• Their external behavior – Their timing, agenda, feelings, desires, needs and wants matter much more than yours do.  If you start talking about your interests or feelings, they’ll rapidly shift the subject to theirs.  They can change the plans or be late but you can’t.  They say nasty things behind your back and justify what they did because they’re sure they’re right.  They make the rules.  If they’re angry over the slightest thing, they can retaliate in what ever outrageous, over-the-top way they want.  Their reasons are right.  It’s your fault and you deserve what you get.  They’re nice to you when they want something, but as soon as they get it, they’re mean and nasty or they put you down because you didn’t do it good enough.  You apologize but they never do.  You have 100% of the responsibility to heal any misunderstandings.

Make a list of behaviors that friends do.
When Sarah made the list, she saw that Heather didn’t do these actions.  Since Heather didn’t, then whatever she calls herself or however Sarah thought about her, she’s not really a true friend.  In order to summon the strength, dedication and courage needed to stop bullies, we must see clearly how things really are and also name them accurately.

Can you get them to see they’re toxic and what if they don’t get it?
Whenever Sarah asked or begged Heather to stop, Heather’s response for saying and doing such hurtful things was, “’I’m right.  You’re not trying to repress me, are you?”  Heather never thought she was wrong.  She always felt justified and righteous.  Sarah has tried to forgive Heather and to love her unconditionally, but that hasn’t changed Heather’s behavior.  Sarah didn’t think she could ever get Heather to admit how toxic she was.  She knew how quick Heather was to defend herself.  Nevertheless, Sarah tried to explain once more, just to give Heather a chance.  When Sarah brought up the subject, Heather got enraged and attacked Sarah for being a false friend.

Can you say goodbye just because you want to or do you need to be able to prove to them that they’re toxic?
You don’t need an outside expert or a survey in order to decide how toxic your friend is (say, on a scale of 1 to 10) in order to give yourself permission to say goodbye to a toxic friend. You don’t need them to agree that they’re toxic.  If your toxic friend doesn’t get it and change their behavior, you can act on your own – just because you want to.  It’s important for you to use your own power to keep your personal environment free from toxic polluters.  Just because you want to is more than enough reason to do what you want.  In order to stop bullying and abuse by toxic people you’ve known for a long time, simply say, “No, that’s enough.”

What can you do if your toxic friend threatens to ruin you?
They might tell your secrets or cut you down to everyone you know, including your family.  Of course it can be difficult.  But if you don’t say goodbye now, you’ll just prolong your pain indefinitely, maybe for the rest of your life.

If you don’t resist, you’re training that toxic person to do worse to you whenever they want.  Narcissistic control freaks and boundary pushers are relentless predators.  The only way they’ll stop is when they’re stopped or removed from the environment.

A better question is, “What behavior do you want to allow on your Isle of Song?”
Ignore toxic bullies’ reasons, excuses and justifications.  Actions count; not apologies.  It’s your Isle; protect your personal ecology.  Say “goodbye,” no matter who the perpetrator is.

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

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

Many parents think this is their toughest disciplinary problem.  Many parents want to know why this behavior has trickled down from teenagers through tweens to children.  Is this behavior the result of the bad influence of the media – television, movies, internet – or their peers?  If so, these parents think, how can we control what children are exposed to?

These parents are looking for their solution in the wrong place.  These parents want to change the whole world so that the world sets the behavioral standards they want for their children.  These parents are looking outside themselves for the answer to what they see as a problem, when the answer lies within them.

Some hidden assumptions of the parents I’ve seen are:

• Repression is bad; any expression of self is good.  Thwarting children’s desires is bad.  Children know what’s best for themselves; let them control their lives.
• Kids will learn to be polite, civilized and sensitive on their own if we give them enough freedom and love.
• We can’t logically justify any limitations or boundaries or particular code of manners as the right way, so we shouldn’t force our arbitrary values on our children.  It’s a new world.
• Saying “no” to kids will damage their fragile psyches.  If you make kids unhappy, their lives will be ruined.   In fact, one bad response can destroy their whole lives.
• The most important thing is for our children to like us.
• By ourselves, we can’t resist the bad influences the kids encounter.

I disagree with all of those assumptions. The problem is the well-meaning parents who won’t set the boundaries, limitations and standards, despite the difficulties.

It’s really simple, although not necessarily easy.  And it’s not a new difficulty.  We parents must:

• Not allow children to think they know best and know everything when they don’t.
• Not allow children to express their most selfish, narcissistic, mean, nasty selves in any way they want.
• Begin at home to set the standards for our children.
• Stop begging the kids to be nice.  Stop appeasing them.  Take your own power.
• Stop their negativity, harassment, bullying, manipulation, abuse and temper tantrums.

The sooner we start, the easier it will be.  However, even if they’re a year from leaving home, start this minute.  Don’t let them think that the best way to get things from people they need (us) is to be nasty to them.

I’m not talking about becoming a bully, a “Tiger Mom.”  I am suggesting that we stand up to our responsibility to set standards that will help kids succeed in the world.

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

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

For example, Joe worked his way up through the financial ranks and had mastered three of the major skills of internal operational savvy:

• Setting high performance standards.
• Project management.
• Financial soundness.

Joe’s teams met their goals within budget and deadlines.

But Joe was always passed over for promotions to leadership.  Why?  Basic operational savvy isn’t enough to make leaders even partially successful.

To read the rest of this article from the Memphis Business Journal, see:
Leaders who ignore the human element will fail

http://www.bizjournals.com/memphis/stories/2007/10/01/smallb4.html

When I explained to Joe that he was missing the human savvy I’ll describe below, he said he couldn’t change.  He had strength of character and responded successfully to the ups and downs, and the challenges of business.  But he said he was an introvert.  He could achieve high performance in operational areas but it wasn’t his personality to excel in people areas.

Joe’s response is nonsense.  He doesn’t need to become an extrovert or develop the personality of an archetypal used-car salesman.  But if he wants to advance his career, he does need to master his innate human savvy—the universal human attributes for empathy and sympathy, for knowing what makes people tick, and for transmitting and enhancing passion and dedication.

Joe’s progress was halting when he was simply memorizing lists of how-to’s.  But his learning took off when he modeled himself after the subject of one of the best leadership books, “Team of Rivals: The Political Genius of Abraham Lincoln,” by Doris Kearns Goodwin.

Joe saw himself as having a personality similar to Lincoln: a melancholy introvert who could come out of his shell to make human contact.  Lincoln’s human savvy was a crucial component of his success.  Joe resolved, “If Lincoln could do it, so can I.”  Joe drove himself to use Lincoln as his guide and to learn what Lincoln learned.

One of the important personal skills Joe learned was critical listening.  Instead of listening only to the dictionary definitions of words, he trained himself to hear “the message behind the message.”

That essential information taught him what concerns other people have and what they really want.  Joe used what he learned in order to connect with his team on an emotional level, so he could help them dedicate to their mission.

Lincoln said that the most important task of a leader, once he has finally decided on a course of action, is to educate people so they are inspired to proceed on that course.  Lincoln used insightful comparisons and memorable stories to transfuse people with his vision, dedication and perseverance.  Joe realized that appropriate stories have an emotional impact greater than the effects of logical arguments.

Like Lincoln did, Joe can now tell memorable stories of his team’s effort and progress.  His staff is now enthused to achieve team and personal goals in the face of challenges that demand their best.

Joe also sets high behavioral standards and holds his staff accountable for behavior that reflects good attitudes.  He’s stopped bullies and even had some success getting difficult messages across to abusive, toxic staff.  His best workers are happier now that he’s weeded out the slackers and bad apples.

Now his superiors say:

• “Joe seems to guess what the next steps are, even when I haven’t said them.”
• “He’s a good confidant. I can count on him to rally the rest of my leadership team and to see that his people are on top of what’s truly essential.”
• “He’s a go-getter.  He’s stopped bullying, manipulation, negativity and meeting sabotage in his new department.   He can inspire people to overcome change and adversity, as well as to keep innovating when times are good.”

Many people teach basic operational savvy as if it’s all that’s necessary for leadership success.  But good administrators aren’t necessarily good leaders.  Basic operational savvy is necessary, but it’s not enough. Leadership success is more all or none.  You can succeed only if you master human savvy.

High standards protect everyone from unprofessional behavior.  You can learn to:

• Master the human element.
• 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.