It’s barely two years since Massachusetts enacted the Harassment Prevention Order. Recently an attempt to hold Kingston Town Administrator Jim Thomas accountable for alleged abusive conduct fell short. But, Kingston Police Sgt Susan Munford, who made the charges, told the Kingston Reporter: “I’m glad I was heard, I’m glad the restraining order is behind me, and I’m glad he was advised to not have any further incidents with me,” she said. “That gives me peace of mind.” Employment Defense Attorney Denise Murphy advises employers to take precautions because this HPO may well be used in cases of workplace bullying. Here’s a reprint of her 2010 article on the topic: Continue reading
So, your boss is making you miserable and you’re in that space where you just can’t stop talking about what they did to you today? yesterday? tomorrow? Detail after humiliating detail? And, it’s just not fair and you’re mad and you can’t think of enough miserable adjectives to describe the truly despicable way you’ve been treated? And, now it’s late at night and you’re at the computer and you just want to tell the world? Here’s a sobering infographic I found on the Internet that let’s you see just who is checking out what you have to say. Continue reading
A recent survey conducted by the Society for Human Resource Management (SHRM) polled HR personnel about workplace bullying and how they respond to complaints. It’s clear that HR is aware of the problem. In fact, the vast majority of those polled believe it is the responsibility of HR to deal with it (only 1% feel there should be a special workplace bullying/workplace violence committee) and please keep in mind that about 27% of those taking part have been the targets of bullying themselves. That’s about 9 times the prevalence of people who are being bullied in the workplace according to the 2010 Zogby/WBI poll — OOPS! that one wasn’t released because the Workplace Bullying Institute didn’t like the results and were afraid Legislators wouldn’t support their bill. Still, it’s about 3 times the number of people being bullied in the workplace according to the redo of the survey that got all mixed up with the first. Here are the results of the SHRM survey — that apparently only had one version — note: respondents were allowed to choose more than one option: Continue reading
…The shootings came during an apparent counseling session between ICE supervisor Kevin Kozak and a lower-ranking supervisor, Agent Esequiel “Zeke” Garcia, where a third agent was in the room as a witness. During the hearing, Mr. Garcia allegedly drew his service weapon and shot Mr. Kozak six times. The third agent drew his weapon and killed Garcia… [February 18, 2012, CS Monitor]
During the 1990′s workplace shootings were prominently splashed across headlines in the mainstream news. In response the FBI joined together with prominent researchers and leaders in this area and adopted the four (4) types of workplace violence (WPV). One of those, type 3, was labeled worker-on-worker and research at the time already recognized the link between performance evaluations and tragic deadly shootings. At that same time a movement was underway by advocates to carve much of Type 3, which was often referred to at the time as “workplace aggression“ into it’s own niche area by advocates of “workplace bullying (WPB).”
In the struggle to combat workplace bullying it’s important to admit that we worker bees aren’t always perfect. Weak managers can quickly lose the respect of their team only to watch them spiral hopelessly out of control and even mob up on their leader. In the interesting Businessweek article below, Jeff Schmitt tells bosses how to “kick ass” without being psychologically abusive:
A guide to reading your employees the riot act: Time to lay down the law? Some points to consider before you do
“If I go down, you’re all going down with me.”
Our manager had finally crossed the line with this comment. She had delivered fire-and-brimstone speeches before. But this was different. Suddenly, she wasn’t Vince Lombardi Light, looking to get back to basics. Instead she had degenerated into a narcissistic despot who’d stoop to using us as human shields. She was passing the buck and covering herself. She may have considered it motivation. We saw it as a meltdown.
At some point, every manager must unload a kick-in-the-ass speech. Even the best teams get cocky and careless; they forget what’s important and what got them there. But here’s a reality check: If you have to deliver “The Speech,” you’re probably failing as a manager. Before you let loose with the grand oration, maybe you need a wake-up call. Sure, there’s truth in the adage about tearing people down to build them back up. But getting your team back on track requires more than threats and cursing. Want to really get their attention? Read the following recommendations.
1. Consider if The Speech is merited
Sure, you’re disappointed with performance. Before you go Knute Rockne, consider if the situation warrants an explosion … or coaching. Are you nearing a tipping point where financials or expectations dictate an intervention? Is there a broader motif, such as slow service, that could spill into critical areas such ascustomer retention? Should this diatribe be public and include everyone or could it be handled privately with certain members? Most important, what do you want to achieve? Bottom line: Weigh the offense against your options and the desired response.
2. Come with a plan
You’re probably tempted to graphically challenge their commitment and competence. But you’ll only look clumsy if you ad-lib The Speech. You want your team squirming, stomachs sinking, minds racing. That requires strategy: a bolo-punch opening, unassailable arguments, and a call to action that echoes for weeks. Even more, it demands rehearsing to get tone, pace, posture, and gestures just right. Fact is, you only get one or two speeches before your team tunes you out. Make this one count.
3. Don’t fly off the handle
A loose cannon. That’s how you’ll be labeled if you can’t control your emotions. They’ll snicker and lampoon you to everyone within earshot. Your anger, however genuine, must be calibrated for effect. Before you venture into the lion’s den, step back, breathe, and relax. Remember, an icy resolve often commands more attention than a rant. A pause can be as lethal as a pejorative.
4. Prep them
Surprise! Surprise! No, your speech shouldn’t come as a shock. In fact, it should hark back to previous fireside chats, where you focused on listening and understanding. Back then, you expected that your coaching would establish how important the task at hand was. But the time for such niceties has passed. A hands-on approach is needed. They can’t say they didn’t see it coming.
5. Cite specific examples
The Speech is no time for generalizations. Be specific: What actions and underlying sentiments are creating tensions and why are they unproductive and inappropriate? How has it affected customers and other departments? Of course, outline how these shenanigans have hit the radar of those above you — and what consequences will follow if they continue.
6. Keep it short
Your job is to shake them up and leave a lasting impression. The less said, the better. Let their imaginations run wild; it’ll keep your message on top. Don’t go off on tangents or pile on, either. It will only dilute your message. Cut quickly and deeply, then move on.
7. Set expectations
You’ve identified the problem. Now what? Start by leaving no ambiguity with the takeaways. Specify exactly what you expect, along with when and how. Don’t forget to spell out the repercussions for failing to meet these expectations. Hammer home that the time for second chances has long passed.
8. Monitor your own behavior
Their eyes will probably glaze over during your speech. Why? They’ve been mirroring your behavior. Is it any wonder you haven’t been getting through? Address it in your speech. Accept some blame and summarize how you’ll change. Then hold yourself as accountable as you hold your team for the result.
9. Rebuild bridges
You go to battle with the people you have, not necessarily the ones you want. Afterward, your team will make excuses and entertain mutiny. That’s why you need to quickly reel them back. Reach out, one by one, to tutor, praise, and motivate. You’ve shared what needed to be said. Now convey through action that there are no hard feelings. Don’t let them confuse you with the message.
10. Follow up
You’ve thrown down the gauntlet. But the weeks following The Speech will ultimately determine its success. That’s why you need to stay on the issue. Address it in interactions and meetings and constantly collect results. And when the time is right, celebrate. You may have devised the plan, but your team will ultimately win the battle.