Control of the situation is in their blood, and comes first, always. Even if they lose, they lose in a controlled way.
Never ending demands off people surrounding them gets things done. Nagging, regulating the tasks, procedures, processes and constant monitoring of subordinates work. O, yes, they know very well that a soft-mannered employees can be conditioned to the routines of the way boss is doing the business.

A bully knows very well how to approach people. He/she plays on their weaknesses. If you want something badly, you know how to get it. “How’s your family doing? Is your [daughter] enjoying her school? How’s your weekend?…” they would often say passing you in the hall or at the coffee maker. How naive you would be thinking it was sincere.
It’s all part of the picture: their picture of you doing everything their way.

What’s wrong with that? You would say. “Everything” – is my answer. It’s not a leadership, it’s not a good governance, I hope someone one day has a courage to say in your face: “you are a bully and I refuse to work this way”.
Pushing technicians to the extreme and screaming at other company’s customer service will get you far in your endeavors. You may be even noticed as “dynamic leader” or “real achiever” when standing high enough on these bodies of little people who accepted or forgiven your behavior and have done everything you ever wanted.

“Bullies are usually good at “reading” people and “pushing their buttons.” They use techniques like leaving things to the last minute to block escape routes, and dangle carrots that won’t be delivered, and often use “weasel words” (words like “virtually,” “almost,” and “possibly”) as out clauses. They rely on a network of higher authorities—lawyers, accountants, politicians, and the like—but will avoid putting anything in writing.”

Someone who has pointed out a bully will have to leave that environment and make it on his/her own. Hopefully he will not become a bully as a boss in his new operation.

Next generation will not remember a successful businessman’s daily performance. They will only see his success.
“These […] tyrants didn’t need to read Leadership Secrets of Attila the Hun—heck, they wrote it.” Says short “Allbusiness.com” article on Famous Bully Bosses.

Why we do what we do? – you may find a surprising answer here. Neat and funny. Educational, too.

Believe it or not, bullies cost you real money, even if the only bully around is … yourself. Disruption of business, lost productivity, and health are paid over and over again. So, if you encounter bully in your small business – let him/her go. Read about dealing with your temper in the Freestyle Entrepreneur.

We want to hear about bullies in your business, and how they affected your bottom line, financially and in terms of employees’ health and motivation. Do you know any technique that is transferable from one small business to another?
If you do, please do us all a big favor and share it.

I hate bullies.

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In Canada, the federal government is encouraging families to be prepared for emergencies by having enough food, water and other supplies for 72 hours in case of weather disasters or other emergencies like black outs. You can find information at www.getprepared.ca

In the United States, the program is called Ready America — www.ready.gov — and it includes not only an emergency plan that people can implement in their homes but a plan for businesses. Every business should have an emergency plan, the site advises. (pull)“It can save lives, assets and your entire business”.(/pull)

Good advice, no doubt, but beyond the disasters that affect a whole community, small businesses — whether you’re one guy with three employees or an independent consultant working out of your home office — need a plan to deal with individual disasters.

First, and foremost, you need to protect your data and records. The day you open your office door to find that your computer has been stolen, you’ll wish you had a safe, off site back up system in place. Back up will also protect you from computer failure.

Second, you have to protect your clients by having a fallback plan that will ensure their work is completed if you fall off the ski lift or need gall bladder surgery. Call together a group of people who do the same thing as you do and create an informal mutual support network. Be sure you pick people who are going to give your clients back when you’re back in business!

Third, do you know what to do if your workspace floods? If there’s an interruption in your power? If the air conditioning or heat quits? Make a list of resources that can help you if the time comes.

Finally, a 72-hour emergency kit just like the home in your home should be in place in your workplace, sufficient for you and your employees. In some extreme emergencies, you may have to “shelter-in-place” and not go home. If anyone on your staff is disabled, be sure you’re prepared for their special needs.