Posts Tagged ‘target’

Got Bullies?

August 31, 2015

MeanPeople

Are there secrets about mean behavior in your workplace?

The Workplace Bullying Institute (WBI) receives calls about nurses and educators more than any others…In a recent book focused on the culture nurses commonly experience, hundreds were interviewed with surprising results. The norm was a culture of bullying, hazing and sabotage. The author profiles tragic behavior patterns: withholding information or help, spreading rumors, name-calling, playing favorites, and intimidating or berating peers until they quit.

Wherever people interact, bad actors appear. The  social and private sectors have plenty of  “anything goes.” Some organizations (and communities)  foster this rough and tumble context by feeding politics.

Abuse of Power

Although it impedes stellar performance, this destructive “underground” behavior happens too often in many organizations. This type of culture makes it very difficult to retain capable people. How individuals use power is key. Workplace bullying is defined as repeated, health-harming mistreatment of one or more persons (the targets) by one or more perpetrators. It is abusive conduct driven by a perpetrator’s need to “assassinate” the targeted individual(s). These behaviors often escalate or spread to involve others who “side” with the bully. It’s similar to domestic violence but  it occurs in a specific workplace or industry. Bullies are insecure and use interpersonal aggression to cope.

Talent are Targets

Research indicates the targets of bullying are:

  • Independent…they refuse to be subservient,
  • More technically skilled than their bullies,
  • Go-to veteran workers,
  • Socially graceful, display greater emotional intelligence and are better liked, as well as
  • Ethical and honest.

Sadly, those most easily exploited targets are people with a prosocial orientation, meaning  those with a desire to help, heal, teach, develop and nurture others. If you’re a target, what actions do you take? The WBI recommends a 3-step action plan: (1) Recognize and name what’s happening (2) Get some supportive care for healing, and (3) Expose the bullies. Most human resource experts say you should also plan to exit.

Witnesses should document actions and speak up. Manager-leaders should always seriously consider their intuition, hints or explicit reports as legitimate. Capable people welcome “whistleblowers.” It takes huge courage to report misbehavior because it puts the target in a place of considerable vulnerability. Consider attributes of those reporting. How do they rate on the characteristics cited here? Are they typically reliable and competent professionals?

It is very deep trouble when bullies are in a supervisory capacity role without accountability. Sometimes those in charge of complaints and ethics are complicit. They rationalize by “protecting the organization.” This allows the bullies to continue to run roughshod over others.  In effect, it means they can’t or won’t clean up their personnel woes. It also ensures a perpetually hostile and dysfunctional environment. Inept management promotes and mimics bullies, those who are caring and competent purge bullies.

Lisa Wyatt, Ed.D. is chief strategy officer and partner in Phillips Wyatt Knowlton, Inc. PWK is a performance management resource for systems and social change with clients worldwide. Lisa has cross-sector and international experience. She is an author and W.K. Kellogg Leadership Fellow. See: www.pwkinc.com

The Size and Speed of Change

May 24, 2011

 

Recently, a professor and a marketing consultant, suggested creating a $300 house. They punted it up publicly. The response has been overwhelming. Their target could transform the lives of millions of desperately poor children and families across the globe. If it happens – it is a breakthrough innovation.

This goal challenges what’s feasible, alters expectations and prompts innovation. These are vital levers for big, fast change. Name the intended result, assemble the case, articulate the implications. Then, gather the knowledge, skills, insights, experience, enthusiasm and possibilities for strategy and execution.

 Progress & Pace

Reflect for a moment on two dimensions of change – scale and time. A continuum of scale could cover polar ends: from none (simply preserving  the status quo) to boldly disruptive. A range for time can span from instant to perpetuity. What’s a “fair” expectation for progress and pace?

An insulated and isolated organization (or community) may not make much progress year after year. The adjacent possible is severely oppressed and any change comes grudgingly.  Even incremental, minor movement may be difficult. Although essential to growth and vitality, substantial change won’t happen until there are new people with different training, experience, expectations and habits. Moreover, disruptive change doesn’t occur until there’s a sudden tip point, often the result of a power shift.

 The Best Attitude

“Let’s go slow to go fast” is commonly said in organizations that must improve. This can translate to “I’m risk averse” or let’s quietly move the goal posts. Alternatively, it  may mean there needs to be more knowledge, skills and trust to do the work ahead. Sometimes it is appropriate – sometimes not. If for-profit organizations don’t change fast – it’s certain they will fail. Current and emerging marketplace competitors ensure that. Although far less sensitive to market forces, non-profits must adapt to perform, too.

Many organizations affect internal culture by clearly describing expected attitudes. For example, a “humility and a hunger to learn” is one of several Kellogg Company leadership values.  The San Diego Food Bank operates with an “acute sense of urgency.” ConAgra identifies simplicity, accountability and collaboration as key internal principles. Nestle wants a “willingness to learn” commitment among their employees. All of these declarations signal an environment which supports change.

 Target & Timing

If nearly anything is possible: What’s your stretch goal? What’s the deadline? Perhaps a 28% return on investment or no domestic violence for one month. Maybe, in six months, it’s a $25 toilet or no drunk driving in your county. By 2014, what about a 60% reduction in teen pregnancy, creating a $1,000 car, or every high school graduate in your town will be college-ready.

Thought leadership can be an essential prompt for the size and speed of change. We know most people are deeply motivated by satisfaction and results. By specifying an audacious goal and deadline, expectations for scale and pace are set. Why not start with these?

 –Lisa Wyatt Knowlton, Ed. D. is a strategy architect and partner in Phillip Wyatt Knowlton, Inc. PWK is a performance management resource for systems and social change with clients worldwide. She is also an author and W.K. Kellogg Leadership Fellow. See : www.pwkinc.com

Intrigued? Tap this link for more information on a $300 house.


%d bloggers like this: