Status: U Return-Path: Received: from noehlo.host ([127.0.0.1]) by mx-pigeons.atl.sa.earthlink.net (EarthLink SMTP Server) with SMTP id 1hvUDU7u93Nl34g0; Mon, 26 Mar 2007 15:14:10 -0400 (EDT) Received: from wsmarth-hairy.pas.sa.earthlink.net ([207.217.120.115]) by mx-pigeons.atl.sa.earthlink.net (EarthLink SMTP Server) with ESMTP id 1hvUDT4XL3Nl34g1 for ; Mon, 26 Mar 2007 15:14:09 -0400 (EDT) Received: from domrl-ground.atl.sa.earthlink.net ([207.69.231.199]) by wsmarth-hairy.pas.sa.earthlink.net with smtp (Exim 3.36 #4) id 1HVudt-00028v-00 for merileek@earthlink.net; Mon, 26 Mar 2007 11:14:09 -0800 X-ELNK-Loop: merileek@kerncommunications.com Received: from dukecmmtar01.coxmail.com ([68.99.120.48]) by domrl-ground.atl.sa.earthlink.net (EarthLink SMTP Server) with ESMTP id 1hvUDKeJ3Nl5vF0 for ; Mon, 26 Mar 2007 15:14:00 -0400 (EDT) Received: from MERILEEMAIN ([68.15.13.44]) by dukecmmtar01.coxmail.com (InterMail vM.6.01.06.01 201-2131-130-101-20060113) with SMTP id <20070326191135.LYEV11585.dukecmmtar01.coxmail.com@MERILEEMAIN> for ; Mon, 26 Mar 2007 15:11:35 -0400 Message-ID: <03b801c76fda$934959c0$0201a8c0@MERILEEMAIN> Reply-To: "Merilee:::Kern Communications" From: "Merilee:::Kern Communications" To: Subject: John McKee New York Times March 18 Date: Mon, 26 Mar 2007 12:11:36 -0700 Organization: Kern Communications MIME-Version: 1.0 Content-Type: multipart/related; boundary="----=_NextPart_000_03B0_01C76F9F.E69BEC90"; type="multipart/alternative" X-Priority: 3 X-MSMail-Priority: Normal X-Mailer: Microsoft Outlook Express 6.00.2900.3028 X-MimeOLE: Produced By Microsoft MimeOLE V6.00.2900.3028 X-ELNK-AV: 0 X-ELNK-Info: sbv=0; sbrc=.0; sbf=00; sbw=010; This is a multi-part message in MIME format. ------=_NextPart_000_03B0_01C76F9F.E69BEC90 Content-Type: multipart/alternative; boundary="----=_NextPart_001_03B1_01C76F9F.E69BEC90" ------=_NextPart_001_03B1_01C76F9F.E69BEC90 Content-Type: text/plain; charset="iso-8859-1" Content-Transfer-Encoding: quoted-printable =20 =20 March 18, 2007 Career Couch Your Manager Is a Bully (but You Aren't Helpless)=20 By MATT VILLANO Q. Your boss regularly berates you in department meetings, and the = behavior is starting to become offensive to you. What should you do? A. Think before you act. John McKee, president of Four Windows No Walls = Consulting, a consulting firm in Sedalia, Colo., says that although it = is never acceptable for a boss to belittle employees, reacting = emotionally can prompt you to do something you will regret. "The cold, hard truth is that psychotic bosses and psychotic = organizations do exist," Mr. McKee said. "It's up to you to handle the = situation professionally and with dignity throughout." Q. Why do some bosses behave this way? A. While it is possible that the boss just doesn't like you, it is more = likely that the behavior has nothing to do with you or your performance. Robert Hogan, president and founder of Hogan Assessment Systems, a = personality assessment company in Tulsa, Okla., said that bullying = behavior could be prompted by just about anything, from a bad day to = sagging earnings to pressure from upper management. Insecurity could be the cause as well. Dr. Hogan, a retired psychology = professor, noted that in some cases - for example, when a boss lacks = extensive management experience - certain leaders may feel a need to = assert themselves so that everyone knows who's in charge. "Feelings of inadequacy are common in the workplace," Dr. Hogan said. = "However you explain it, a boss who pokes fun of his subordinates like = this is interpersonally insensitive."=20 He noted that in rare cases, the intimidating behavior could also be = caused by a much larger problem: chronic depression, a bipolar disorder = or a drug or alcohol addiction, to name a few. Q. How do you know whether your concern is legitimate? A. Employees should never underestimate their feelings, particularly = negative ones, according to Marty Linsky, co-founder of Cambridge = Leadership Associates, a consulting firm in Cambridge, Mass. So if the = boss's behavior is causing you to feel stress, there may well be = something behind it, Mr. Linsky said. There is always the possibility that you are overreacting and that = things are not as bad as you perceive them to be. If you feel the need = to confirm your suspicions, ask around. First, get opinions from friends = and family members. Next, discuss the matter with trusted colleagues = after hours or during your lunch break. Richard Moran, a partner at Venrock Associates, a venture capital firm = in Menlo Park, Calif., said you should be careful not to make people = think that you are gossiping or speaking ill of the boss behind his or = her back. "You're just verifying that it's not your imagination," Mr. = Moran said. "Don't put yourself in danger of making the situation even = worse." Mr. Moran added that employees who felt victimized by the boss's bad = behavior should keep a log of offensive comments, to establish evidence = of a pattern. Q. Should you talk to the boss about his or her behavior? A. Absolutely. The safest approach is to schedule a meeting in advance. = Request that it be one on one, and provide examples of comments that = have upset you. Erika Andersen, founder of Proteus International, a management training = firm in Minneapolis, says that it is important to speak calmly and = without accusation, to prevent the boss from becoming defensive. "It may be tempting to try to communicate how bad it made you feel," = said Ms. Andersen, author of "Growing Great Employees: Turning Ordinary = People Into Extraordinary Performers" (Portfolio, 2006). "Even though it = may have affected you, just stick to, 'Here's what you did.' " Of course, an old-fashioned facedown is not unheard-of, but because the = boss holds more power, being directly confrontational is very risky. Q. What risks do you run by pressing the issue in a reasonable way? A. Particularly if a boss is insecure, talking about the inappropriate = behavior could redouble an inclination to assert control. Paul L. Stepanovich, associate professor of management at Southern = Connecticut State University in New Haven, said bosses might also take a = form of passive-aggressive retaliation, like demoting a complaining = employee or withholding a raise. "If a boss is toxic to begin with, it = is not a leap to their being vindictive," he said. Termination is always a danger, as well. Because companies in most = states offer employment at will, bosses can fire employees for any = reason at any time. Mr. Stepanovich noted that in rare cases, employees who were able to = demonstrate a pattern of harassment might have a legal basis to fight = their dismissal in court. Q. At what point should you start searching for another job? A. Try at least once to repair the situation, and if that doesn't work, = take your complaints to your company's ombudsman or human resources = department, or to your labor union. If the behavior continues beyond = that, it may be time to consider asking for a transfer or to start = circulating a r=E9sum=E9. Dan Coughlin, president of the Coughlin Company, a consulting firm in = Fenton, Mo., says that if your boss's behavior has not changed after = repeated requests, it is a good bet that it probably never will. "Once it's clear the situation isn't going to improve, you need to get = out while you still can," Mr. Coughlin said. "Things seem bad now, but = if you allow them to persist, the situation might ultimately damage your = dignity, which could have a much more dramatic effect on your career = long term."=20 ------=_NextPart_001_03B1_01C76F9F.E69BEC90 Content-Type: text/html; charset="iso-8859-1" Content-Transfer-Encoding: quoted-printable

 

 

March = 18,=20 2007

Career=20 Couch

Your Manager Is a = Bully (but You=20 Aren=92t Helpless)

By MATT = VILLANO

Q. Your boss regularly berates you in department meetings, = and the=20 behavior is starting to become offensive to you. What should you=20 do?

 

A.=20 Think = before you=20 act. John McKee, president of Four Windows No Walls Consulting, a = consulting=20 firm in Sedalia, = Colo., says that although it is = never=20 acceptable for a boss to belittle employees, reacting emotionally can = prompt you=20 to do something you will regret.

 

=93The = cold, hard=20 truth is that psychotic bosses and psychotic organizations do exist,=94 = Mr. McKee=20 said. =93It=92s up to you to handle the situation professionally and = with dignity=20 throughout.=94

 

Q. Why do some bosses behave this=20 way?

A.=20 While it = is=20 possible that the boss just doesn=92t like you, it is more likely that = the=20 behavior has nothing to do with you or your = performance.

 

Robert = Hogan,=20 president and founder of Hogan Assessment Systems, a personality = assessment=20 company in Tulsa, Okla., said that bullying behavior could be prompted = by just=20 about anything, from a bad day to sagging earnings to pressure from = upper=20 management.

 

Insecurity could=20 be the cause as well. Dr. Hogan, a retired psychology professor, noted = that in=20 some cases =97 for example, when a boss lacks extensive management = experience =97=20 certain leaders may feel a need to assert themselves so that everyone = knows=20 who=92s in charge.

 

=93Feelings of=20 inadequacy are common in the workplace,=94 Dr. Hogan said. =93However = you explain=20 it, a boss who pokes fun of his subordinates like this is = interpersonally=20 insensitive.=94

He noted = that in=20 rare cases, the intimidating behavior could also be caused by a much = larger=20 problem: chronic depression, a bipolar disorder or a drug or alcohol = addiction,=20 to name a few.

 

Q.=20 How=20 do you know whether your concern is = legitimate?

A. = Employees should=20 never underestimate their feelings, particularly negative ones, = according to=20 Marty Linsky, co-founder of Cambridge Leadership Associates, a = consulting firm=20 in Cambridge, = Mass. So if the boss=92s behavior is = causing you=20 to feel stress, there may well be something behind it, Mr. Linsky=20 said.

 

There is = always=20 the possibility that you are overreacting and that things are not as bad = as you=20 perceive them to be. If you feel the need to confirm your suspicions, = ask=20 around. First, get opinions from friends and family members. Next, = discuss the=20 matter with trusted colleagues after hours or during your lunch=20 break.

 

Richard = Moran, a=20 partner at Venrock Associates, a venture capital firm in Menlo Park, Calif., said you should be careful = not to make=20 people think that you are gossiping or speaking ill of the boss behind = his or=20 her back. =93You=92re just verifying that it=92s not your = imagination,=94 Mr. Moran=20 said. =93Don=92t put yourself in danger of making the situation even=20 worse.=94

 

Mr. = Moran added=20 that employees who felt victimized by the boss=92s bad behavior should = keep a log=20 of offensive comments, to establish evidence of a=20 pattern.

 

Q. Should = you talk=20 to the boss about his or her behavior?

A. = Absolutely. The=20 safest approach is to schedule a meeting in advance. Request that it be = one on=20 one, and provide examples of comments that have upset = you.

 

Erika = Andersen,=20 founder of Proteus International, a management training firm in = Minneapolis, = says that it=20 is important to speak calmly and without accusation, to prevent the boss = from=20 becoming defensive.

 

=93It = may be=20 tempting to try to communicate how bad it made you feel,=94 said Ms. = Andersen,=20 author of =93Growing Great Employees: Turning Ordinary People Into = Extraordinary=20 Performers=94 (Portfolio, 2006). =93Even though it may have affected = you, just stick=20 to, =91Here=92s what you did.=92 =94

Of = course, an=20 old-fashioned facedown is not unheard-of, but because the boss holds = more power,=20 being directly confrontational is very = risky.

 

Q. What risks do you run by pressing the issue in a = reasonable=20 way?

A. = Particularly if a=20 boss is insecure, talking about the inappropriate behavior could = redouble an=20 inclination to assert control.

 

Paul L.=20 Stepanovich, associate professor of management at Southern Connecticut = State=20 University in New=20 Haven, said bosses might also take a form of=20 passive-aggressive retaliation, like demoting a complaining employee or=20 withholding a raise. =93If a boss is toxic to begin with, it is not a = leap to=20 their being vindictive,=94 he said.

 

Termination is=20 always a danger, as well. Because companies in most states offer = employment at=20 will, bosses can fire employees for any reason at any=20 time.

Mr. = Stepanovich=20 noted that in rare cases, employees who were able to demonstrate a = pattern of=20 harassment might have a legal basis to fight their dismissal in=20 court.

 

Q. At what point should you start searching for another=20 job?

 

A.=20 Try at = least once=20 to repair the situation, and if that doesn=92t work, take your = complaints to your=20 company=92s ombudsman or human resources department, or to your labor = union. If=20 the behavior continues beyond that, it may be time to consider asking = for a=20 transfer or to start circulating a r=E9sum=E9.

 

Dan = Coughlin,=20 president of the Coughlin Company, a consulting firm in Fenton, Mo., says that if your boss=92s = behavior has not=20 changed after repeated requests, it is a good bet that it probably never = will.

 

=93Once = it=92s clear=20 the situation isn=92t going to improve, you need to get out while you = still can,=94=20 Mr. Coughlin said. =93Things seem bad now, but if you allow them to = persist, the=20 situation might ultimately damage your dignity, which could have a much = more=20 dramatic effect on your career long term.=94=20

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