Things you should not do if you are being bullied

Starting a get even campaign by trying to secretly sabotage the bully or employing physical violence to counteract verbal attacks. It can also be counter productive trying to enlist the sympathy and help of inappropriate co-workers as in my experience often onlookers will pretend support as they enjoy watching the demise of either the bully or the one being bullied.

Things you should do to counteract an office bully

The first issue is to take the stance that its not your fault. I know this sounds obvious (and perhaps difficult) however some people I have met in my career seem to internalize the problem and blame themselves for what happens and live, or just exist, with a victim’s mentality. If you take this view of life it will be hard to overcome the injustice that is being inflicted upon you. You have to overcome negative feelings and realize that you are entitled to be how you want to be, feel how you would like to feel and that no one has the right to attack your feelings or try to diminish your sense of self worth. Employers have the right to judge your work in relation to their needs however no one has the right to question your values, feelings and emotions. If you need a strategy to get you started on a more positive outlook read something (or go to a course on) “affirmations” and/or “positive self talk”. Two things to remember here, they are clichés however they are true: “the most important words you will ever hear are the words you say to yourself about yourself when you are by yourself” and that “insanity is doing the same thing every time and expecting a different result”. You must using whatever means you can put real effort into either developing (or maintaining) your positive self image,

Many will advise you to enlist support of co-workers, this however as I said previously can be dangerous. You must report the bullying  behavior to the appropriate internal or external authorities. To do this you will need to keep a record of the incidents, even as I suggested in a recent tweet go to the lengths of recording your conversations with the bully. You must document your positive work outcomes particularly if someone in a position of power is taking credit for your work. You need to get support by going to your human resources department and/or any organization in your area set up to help with these situations. Often institutions such as social services or other quasi legal entities exist to handle these types of situations. If no improvement is forthcoming you must have the courage to take formal legal action. I realize that taking a formal approach to the bullying will put your job in jeopardy however letting yourself be bullied is a slippery slope of misery that can end in disaster.

There is also some interesting perspectives and positive outcome examples at:

http://abcnews.go.com/Business/WorkingWounded/story?id=468009

Before you go to read their advice its wise to remember if all else fails you may end up by changing employers. If you need to do that here is a resume example to get you started on your new direction. I certainly however hope you do not need to use it because of being bullied. Changing jobs is a drastic action however you need to realize you deserve to work in a reasonable environment and this will sometimes mean you need to find an employer with a more positive work culture where bullying is not tolerated.

Quote: ‘To empower employees, managers need to create a nurturing environment in which staff can learn, grow, improve, and function effectively.’ “Staff empowerment gives employees a sense of trust, importance and capability, thus creating a positive work environment.” (Ref “xnet.kp.org/permanentejournal/fall03/staff.html”)

Quote: “To feel empowered, employees must have a sense of self-determination, competence, meaning and influence.  Employees’ sense of self-determination is the perception that they are free to make choices and that their actions are not [over] controlled by policies, systems or managerial dictates.  Granting autonomy to employees helps them feel a sense of self-determination.  The higher employees’ competence, the more they appreciate and thrive when given autonomy. As long as employees perceive that doing their job satisfies important needs of internal or external customers, they’ll see the meaningfulness of their work.” (Ref: www.wright.edu/~scott.williams/LeaderLetter/empowerment.htm)

The article in wright.edu also points out the basic requirements of being systematic and consistent and that any empowerment program needs to develop their competence and confidence.

Managers who want to empower their staff must either be be trainers themselves or at least provide some competence development input and know how to acquire the training required by their staff.  Now you would think this would be a “no brainer” however in my experience mangers often neglect this duty and if we are looking at soft skill development, will actively reject it on the excuse that their staff/department is too busy to attend. Often then if new skills and knowledge are gained, when the employee gets back to work managers will still neglect to implement the ‘new ways’ of doing things. This is often because implementation of the operational changes desired/required will can be time consuming and and can be seen as risky to make . This is why the development of an organizational culture of empowerment that all managers buy into is so important. Managers must also become proficient in, as wright.edu puts it, ” telling them what they will be learning and why, providing information and demonstrations, allowing opportunities for practice” and finally “providing feedback on performance”. Confidence obviously comes from successful performances (either their own or as observed in others) and from encouragement by those who are respected and and seen as mentors.

One final definition of empowerment:

Empowerment is the process of enabling, through the development of competence combined with the authorizing of an individual to think, behave, take action, and control work and decision making in autonomous ways. The payoff for the organization, a more effective and presumably customer oriented operation and for the employee a feeling of being self-empowered and being able to influence the outcome of their own future.

Empowerment  is not something someone (a manger) bestows on the people who report to him,’ it is a personal development process undertaken in an atmosphere of mutual, trust, understanding, learning and shared responsibility. The organization’s management has the responsibility to create a work environment which helps foster the ability and desire of employees to act in empowered ways through the removal barriers that limit that ability.

Not feeling empowered? Time to update your resume? Free blank resume form/template.

In a particular it can explain why many around us (that come from high uncertainty avoidance societies) show anxiety about an uncertain future particularly in times of change and how change induces stress (and often aggressiveness) and why for some formal rules and structures are protected to reduce risk. New ideas on ways of doing things for some can be seen as little more than, not to be tolerated ‘deviant’ behavior. Uncertainty avoidance individuals who feel relatively threatened will strive to believe in a common set of absolute truths (“the way we did it in the past”), with time focus being the now and the past and the traditional hierarchy seen as determining their wellbeing. These individuals will constantly seek direction from a trusted leader in the hierarchy and avoid personal responsibility because mistakes are seen as ‘sins’ that will exact punishment.

Although here again I have been discussing societies in general some families I believe produce these types of individuals in all societies so when looking to influence others around us we must be conscious of these traits. Again it is best to ask (tactfully) to understand another’s motivation rather than assuming.

If we add to a work situation a “masculine society”, assertive, materialistic, quantity of life individual who is trying to lead/manage and associate with a; sensitive, relationship oriented, group-welfare valuing, ‘quality of life’ driven flock of people, you can see why difficulties occur. A great example; many hotel GM’s are Austrian, who rank as no 2 in the world in masculine orientation. Imagine an Austrian GM trying to deal with a Thai workforce that rank at no 44, i.e. have a more “feminine” or relationship approach to life.

Part 6 final and back to main orglearn blog

Hofstede’s research indicated four main areas of national culture; small or large power distance, individualistic or collectivist philosophy, high or low uncertainty avoidance and finally quantity of life (materialistic), versus quality of life (relationships and concern for each other). As managers/leaders Hofstede helps us understand what we may be dealing with when we are working in a multi-racial or international group. Remember, these are ‘clues’ to potential differences in doctrines, not facts and they should only be used to help us figure out what questions it might be worth asking to explore why one individual reacts to certain stimuli differently to another.

A few examples of small and large power distance are; inequalities among people should be minimized (small), v’s Inequalities among people are both expected and desired (large), parents and children are equal (small) v’s parents expect obedience and children show respect (large). In the classroom teachers are our equals (although experts) who transfer impersonal ‘truths’ and expect students to show initiative (small) v’s teachers are gurus that take all the initiative and transfer ‘personal’ wisdom (large). In organisations in small distance societies, decentralized hierarchies (which bring inequality) are established for convenience only, whereas in large power distance societies hierarchical inequality with power centralized is a reflection of ‘real’ existence and it is expected to maintain this ‘natural’ inequality. Again in small distance societies, moderately paid, resourceful democratic bosses are expected to consult with reasonably paid subordinates, versus (large) where highly paid benevolent autocrats are expected to be good ‘mums’ and ‘dads’ and tell poorly paid subordinates what to do. Importantly in small power distance societies, power is based on formal position, expertise, the ability to give rewards and its use should be legitimate and subject to the criteria of good and evil. Conversely in large distance societies power is based on association with powerful individuals, family or friends, charisma, the ability to use force, where might prevails over right, that is, whoever holds the power is right and good.

Direct page viewers can go to main blog to check out other posts by clicking on the white “orglearn.org” in the header panel above!

If you are looking for an overseas posting take a look at the free blank resume form and make sure you include some cross cultural abilities in your competencies!

“THE ONLY VALID REASON TO SEEK POWER IS TO CREATE SOMETHING POSITIVE” (Ric influenced by Blanchard)

part 4

Admittedly it is dangerous to comment or make judgments regarding another’s culture however sometimes I believe it is necessary.

With that said did I once have the misfortune to listen to a young American professor while he advised a willing audience of ‘expats’ and ‘locals’ on the intricacies of dealing across cultures and how they should approach their life and work assignments in this case in Taiwan. He eagerly gave a broad brush explanation of how the Taiwanese behave and why, based on the studies of the renowned G. Hofstede. This professor (cultural consultant) was obviously selling his wares and insisting that cross-cultural training was essential for those being posted overseas. In my view cross-cultural training is often unless carefully selected and moderated represent nothing more than help you (and I) try to break the rules of good human relations. However there are some handy practices and behaviors that can at least bring a civilized approach to dealing with others of a different persuasion or those whom have a different perspective on what is a priority or on what constitutes

GOOD IDEA: NEVER TELL SOMEONE ABOUT THEIR CULTURE… ASK

So what is a reasonable starting point when thinking about or dealing with cross-cultural relations? Perhaps the following can be used as basic ground-rules for those interacting with different cultural groups? We must believe and act as if the following where true (as it is)…

No-one is an expert on any culture – not even their own
Another’s culture is not better or worse than our own – just different (well maybe see part 3)
Stereotyping or generalizing is inept, stupid and intellectually unsound
We must be flexible and able to accept a lack of clarity and a differing view
Always ask about another’s ways and never tell someone about their culture
And of course… DO NOT assume anything… ever!

If you are going to invest (or perhaps waste) your money on cross cultural training check very carefully that it will not create non-thinking individuals or worse, a bunch of inflexible experts that can clearly stereotype ‘lesser beings’ (or greater gods). Don’t let your staff become users of a bunch of unsound generalizations that will relieve them (and/or us) of the responsibility of asking what motivates those they (or we) associate with and manage.

part 3

To begin lets look at what a culture is and how it manifests itself in our behavior. According to a variety of dictionaries the key words are “type of civilization”, “manners & tastes”, “ideas and customs” and “beliefs, way of life and art”. Again to look at a simple example the ideas, values and customs of the accounting department will very really differ from those in the sales and marketing department.

Why you should take my observations and opinions on culture at least as reasonable.

Having lived in and/or worked in seven ‘foreign’ Asian countries, being in a cross cultural marriage, having a son in a cross cultural marriage and having friends from diverse national and religious backgrounds hopefully qualifies me to provide some accurate observations on culture. In addition at the basic level I have worked in debt collection, sales, advertising-creative, manufacturing, education and corporate training so my work with many corporate cultures has been pretty much part of my career.

At this point I would also like to state that many so called ‘cultural difficulties’ in international organisations where “expats” work with “locals” are often little more than a tactic by which ‘locals’ or ‘expats’ will try to justify a lousy attitude, unethical behaviour or worse, try to support an intellectually unsound work or business practice. The cry, “you don’t understand our culture” is often no more than a ploy to… dare I say it… avoid reality, ignore changes that may be being implemented or to and cop out of necessary activities or operational standards.

Part 2

To measure your performance from an entrepreneurial point of view  you need to conduct performance assessment based on personal (and team) customer satisfaction levels, rather than comparison to some pre determined performance management system. In addition non-managerial, professional career schemes will need to be available to ensure a motivating future with appropriate rewards that can be envisaged/embraced by all stakeholders.

In the “old days” as a traditional manager you were expected to control inputs and encouraged to reward those who learn and posses the best process skills. Functional responsibilities were to control the people, oversee organization roles and ensure the correct skills were applied to the task at hand.

As an entrepreneur will you need to manage outputs, reward achievement, develop market-focused competencies (knowledge and skills applied to the task at hand) and develop and lead an appropriate value system.

By the way…

Direct page viewers can go to main blog to check out other posts by clicking on the white “orglearn.org” in the header panel above!

While you’re here take a look at the free blank resume form!

Entrepreneurial Characteristics

Risk taker that can live with uncertainty

Adaptable to change and able to improvise

Can see how new innovations satisfy a market

Interested in effectiveness rather than efficiency

Either creative him/herself or able to utilize those who are

Has a desire to lead in his/her area of operation or market

A continuos learner willing to make and or tolerate mistakes

Flexible, willing to change direction as the circumstances dictate

Self possessed of a sense of urgency and stimulates that sense in others

Recognizes his/her shortcomings and empowers others who compensate

Finally you need to understand that as an entrepreneurial manager you need to develop a creative outlook on what is to be done in response to and as a result of interacting with a fast changing environment. You must be very conscious of the effect of your old paradigms (norms) on how you see things an overcome the need for stability and a reliance on systems. An ability and willingness to follow hunches is essential for an entrepreneurial manager.

To continue from the last blog post… so what can (and should) we do to at least improve our workplace interactions and the state of sub-cultural understanding?

Cultural Management points:

• Train individuals to understand their own and others ‘Personal Work Style Preferences’ and ‘Personality Type’ through the use of such tools as DiSC Work-styles Analysis ® and Myers Briggs Type Indicator ®.

• Improve ‘Interpersonal Effectiveness’ buy training individuals on how to manage conflicts and negotiate successfully.

• Have people understand that their ‘Perceptions of Truth’ are less important than all the parties understanding of ‘Reality’. A bit like the story of the blind men trying to describe an elephant, one believed it was like a rope (the tail) one like a wall (its side) etc. The entire elephant is the only desirable understanding.

• Constantly develop and train all members in the organization on how to improve their Communication Skills, particularly the skill of listening.

• Implement a system (develop a company culture) that gives power and rewards those that contribute to the overall company result rather than one that attaches power and rewards to hierarchical positions.

Working on “Behavioural Norms”

A final few ideas on improving the state of sub-cultural understanding in the workplace?

• Positive ‘Behavioural Norms’ such as courtesy, professionalism and ethical behaviour need to be instilled in all by the organizations leaders. A great beginning is to have all be aware of the importance of preventing escalation of conflict rather than stimulating it in the belief that a little is ‘healthy’.

• Implement ‘Departmental Purpose Analysis’ (as used in TQM) and/or some form of workflow studies to remove ‘Structural Constraints’ that hamper interdepartmental effectiveness. Everyone needs to see himself or herself as a customer or a supplier to every other department.

• Advocate open-mindedness and remind all that another’s sub-cultural perspective should not be seen as ‘good’ or ‘bad’ just… ‘different’. Combined with this the organization must ‘Educate for Understanding’ by defining and publicising each different department’s or ‘professional discipline’s’ cultural values

• Develop a focus on ‘potential achievements’ based on cooperation and constantly monitor for personal interests that are diametrically opposed to the company goals, as they will hamper progress toward the company vision and mission.

Before I finish…

If you need to move to a more an organization with a more enlightened culture perhaps you need to take a look at the free blank resume form!

Direct page viewers can go to main blog to check out other posts by clicking on the white “orglearn.org” in the header panel above!

Finally… Kill the management… A company where managers focus on…

* ‘in-company management’ that ignores outside advice and attitudes
* is building bureaucratic hierarchical structures with precise formalised decision-making power
* and is an organization of processes and strict activity control

…is doomed to constant bickering over the rightfulness of their cultural perspective and is a likely candidate to destroy its success through its narrow perspective and even its ‘bad’ cultural practices.

PS. TO LEAD WE NEED TO: INSPIRE, COMMUNICATE, STRATEGISE, SHARE THE VISION, FOCUS ON THE CUSTOMER MANAGE OUR CULTURE AND THINK OUTCOMES!

‘Cultural differences’ are not just a ‘locals’ and ‘expats’ or say an ‘Asian’ versus ‘Western’ problem; they are also a potentially destructive force between workgroups that have opposing ‘work-culture’ priorities and perspectives within the same organization.

As a priority all staff need to develop some overall ‘Business Competence’ and be encouraged to see their role as it relates to the ‘entire organization’ rather than see themselves as ‘a member of a department’ or as an individual that just swaps a narrowly focussed service based or a specific expertise for money. Individuals must develop ‘a customer orientation’, ‘industry knowledge’, ‘an entrepreneurial attitude’, ‘an operational development focus’, ‘sound company knowledge’ and particularly understand the ‘overall company financial result’ and the part they play in it.

Modern business complexity and customer demands mean modern organizations are more solutions driven than product driven. This complexity means more efforts are need to be undertaken by project teams made up of individuals from different functional backgrounds. Employees must buy into the idea that they must be able to switch rapidly from one task to another, to work with people with very different vocational training and mind-sets. Working in situations in which ‘the team’ is the responsible party, the manager only a coordinator, where all parties no longer have clear job descriptions and where all are required to work on several projects at the same time is today’s cultural norm.

Now you may not initially think this is a great problem however, imagine a meeting between R&D, who are interested in ‘long term visions, superior features, safety, the best product for the customer’ and the finance division who are interested in ‘cost minimization, immediate cash flow, long term profitability and the shareholders’. Add a representative of the sales department, ‘market share, need it now, the price has to be more competitive’ and perhaps a HR director, ‘they’re not trained, it’s too much of a stain on the staff and they’ll all leave’ and cultural issues will explode.

As leader/managers with an ever increasing mix of people from different backgrounds combined with ever increasing rates of change and the need for greater levels of specialisation, we all need to spend more time managing the cultural differences in our organisations. “It’s their fault,” is often heard in organizations where there is no individual or interdepartmental understanding. This divisiveness left unresolved will cause poor work relationships, lousy business interactions and will always translate into poor customer service.

YES YES THAT’S MY PLACE… WHAT DO I DO?

Read the next blog post coming soon!

Direct page viewers can go to main blog to check out other posts by clicking on the white “orglearn.org” in the header panel above!

Suffering in your career from a lousy culture or cultural management practices at work? Time to move on? Update your personal brand using the free blank resume form! Buy the way there are lots of career articles at orglearn management and career success!