All posts by leahhollis

STOP Workplace Bullying

bullying, cyberbullying, Discrimination,

STOP!  workplace bullying

STOP!  workplace bullying

STOP!  workplace bullying

We might have thought bullying was one of those things we endure  as kids, but it is no coincidence that during a recession and season of budgets cuts, bullying has taken a serious foothold in schools and in the workplace.  Stressful situations breed workplace bullying as it triggers insecurity and the need to have absolute control in these stressful environments.  Ironically, the last thing a stressful situation needs is a bully who brings more stress to the environment.

Workplace bullying brings emotional and psychological attacks to staff who then spend time fending off the threat, instead of time focusing on being productive.  Why then don’t organizations crack down on workplace bullying if it is so destructive? 1. Workplace bullies are often the boss, welding control, even threatening targets with demotion or job loss if they don’t comply with unreasonable demands.

2. Organizations often protect their management- the workplace bully-, even when management is wrong, therefore targets subordinates quietly suffer and plan an escape instead of addressing the problem.

3. Staff often makes excuses and won’t address the workplace bully: there is not enough time, or not enough energy to address the toxic personality.

Patricia Berkly LLC offers some organizational solutions to help everyone maintain a healthy work environment and stop workplace bullying.  The time spent to put protective measures in place will help to maintain quality and productive employees.

1.   Establish a culture of zero tolerance with strong anti- workplace bullying policies.  Be clear about what behavior is acceptable and the steps the organization will take to protect itself from a workplace bully.

2.   Follow that policy.  Too often organizations craft wonderful policies, yet fail to follow them, or apply them inconsistently.  This allows workplace bullying to flourish.

3.   Offer regular and consistent training to address workplace bullying.  With natural attrition, any staff needs training.  Such training will also empower staff as a whole to address workplace bullying as the grassroots level.

4.   Establish information interviews with staff as a standard operating procedure to stamp out workplace bullying.  In addition to other aspects of the operation which need attention, this standard procedure could also uncover incivility in your workplace.

Protecting your organization from workplace bullying is everyone’s responsibility.

Transparent Penn State

bullying, Discrimination, diversity training consultants

Transparent Penn State

Transparent Penn State

Transparent Penn State

On a new Web site, the university gives a detailed breakdown of costs stemming from the Sandusky scandal. The site also includes PDF versions of the signed contracts of new football coach Bill O’Brien and key school administrators.

 

Written by Mark Brennan
Penn State has launched a new Web site offering unprecedented access to key university records and documents.

Included on the site is a detailed breakdown of legal and public relations fees incurred in the wake of the Jerry Sandusky child abuse scandal that broke in early November, a figure that has already reached $3.2 million.

“This is a reminder of the commitment to open communication to the fullest extent possible,” said Penn State president Rod Erickson, who took over when former president Graham Spanier resigned after the Sandusky scandal erupted.

At the time, the university drew heavy criticism for operating in a secretive manner. According to a grand jury report, certain university officials had known about allegations against Sandusky for more than a decade. But no serious action was taken against the former football assistant coach until the grand jury filed child sex abuse charges in early November.

Sandusky maintains his innocence and is under house arrest awaiting trial.

Penn State, meanwhile, has spent millions on legal fees and public relations firms. And now — thanks to Erickson’s vow for the university to be more open to the media and public — we know how much and where it is going.

A total of $2,468,137 has been spent on an internal investigation and crisis communications. The internal investigation is being led by former FBI director Louis Freeh’s firm, the Freeh Group. Public relations are being handled by the law firm Reed Smith and the PR firm Ketchum.

Another $467,940 has been spent on legal services and defense fees. Two civil suits have already been filed against Penn State in connection with the Sandusky scandal. Another $50,131 has been spent on what PSU is calling “externally initiated investigations.”

Penn State is also picking up legal fees for Spanier (who has not been charged with any crime), as well as former athletic director Tim Curley and vice president Gary Shultz, who are both awaiting trial for allegedly lying to the grand jury investigating Sandusky. Those fees total $210,309 to date.

According to the site, all legal fees and public relations costs associated with what it calls the “Sandusky controversy” will be covered by insurance policies and from interest revenues from investments. The school insists tuition fees, alumni donations and/or tax revenues will not be used to pay for any of the expenses.

The site includes a wealth of other information not previously available at Penn State.

Included is a downloadable PDF version of the school’s employment contract with new head football coach Bill O’Brien (he is making $2.3 million per year). It even shows the signatures of O’Brien and acting athletic director Dave Joyner, as well as that of university attorney Cynthia Baldwin.

That is a far cry from the way things used to be handled at Penn State. For decades, the university refused to even release former coach Joe Paterno’s salary. It only came to light in 2007, after years of legal wrangling between media outlets and the state.

The university has also uploaded its annual financial report to the NCAA, revealing the athletic department generated $116,118,025 and had total expenses of $101,336,483 in the last year.

Copies of Erickson’s contract with the university (he is making $515,000 per year) and Joyner’s deal (he is taking in $33,000 per month and has the use of a car) are available on the site, too.

The site can be seen at: http://openness.psu.edu/

What is Diversity?

Discrimination, Diversity Training, diversity training consultants, diversity training programs, ,

What is Diversity?

 

What is Diversity?

 

What is Diversity?

Many ask what is diversity is while our organizations are ever changing and facing shifting demands in clientele and resources.  The answer to what is diversity can be found in the very people we hire and serve.  Diversity is a mixture of people, and all of these people are needed to foster an inclusive environment for both internal and external client.  What is diversity?  Consider the changing demographics as over 15 states have a “minority majority” demonstrating that diversity is here to stay. In answering the question what is diversity, organizations should also guard against the type of tension by not honoring the different people on staff. In answering the question what is diversity, organizations should have policies which address religious, racial and gender differences.  In addition, when answering the question, what is diversity, consider the backgrounds within status.  People can generate incivility within class; women harassing women, racial minorities harassing other racial minorities.  By addressing the question what is diversity, leadership styles can address these differences to avoid bullying and create a healthy workplace.

 

What is diversity?

As the community is shifting to being minority /majority by 2040 or sooner, what is diversity is answered by, a good business strategy.  As evident by the commercials featuring more women and racial minorities, our society and resources controlled by these populations show that answering the question, what is diversity, is key to constant evolution.  One way to address the question, what is diversity, is to have proper training, workshops, and assessments of the organizational culture. In addressing the question, what is diversity, organizations can conduct exit interviews, devise safe zones for complaints, and continuously train managers in the best strategies to engage employees. What is diversity is a question that is continuously asked; yet an organization that can answer the question, what is diversity, for its own establishment, is creating a healthy workplace. Reflect on your own organization; what is diversity.  And in answering the question, what is diversity, what is the organization doing to maintain that diversity?

Tribute to a Civil Rights Leader, Kaaba Brunson

Discrimination, diversity training consultants, Uncategorized, ,

Tribute to a Civil Rights Leader, Kaaba Brunson


 Tribute to a Civil Rights Leader, Kaaba Brunson

Tribute to a Civil Rights Leader, Kaaba Brunson

I had the pleasure of attending Kaaba Brunson’s retirement dinner as he ended his 39 year career with the Pennsylvania Human Relations Commission (PHRC). The standard fare was available in music, hors’ devours and fellowship. As the program got underway, we all began to truly experience the depth of conscientious leadership that Mr. Brunson embodied. People of all ages, races, and both genders stood in testimony of his inspiring commitment to equity and access.

Mr. Brunson has and remains a pillar in the community and a model for those around him. What I found most remarkable is his leadership style. Over and again, people remarked “I love you…” “you are truly a mentor..” and “You only expect the best…” By the accounts of many, Mr. Brunson was bold, brash, meticulous and humble all at the same time. He was, and still is, a tireless champion for human rights, while inspiring his staff around him to reach for new heights, continuously exceeding expectations. By his own remarks he continues to espouse, “Greatness comes from within… and you will have a hard time convincing me otherwise…” As the waves of people testified to how their lives were irrevocably touched by Mr. Brunson, he listened humbly, thanking everyone, and graciously accepting the showers of well-deserved praise and admiration. Even more remarkable, as this evening was about celebrating his career, Mr. Brunson’s remarks always included a thank you to his former boss, former executive director of the PHRC, Homer C. Floyd, the man who had recruited him to the PHRC over 40 years previous. And in the light of such praise, Mr. Brunson still remarks “Mr. Floyd I hope I did not let you down…”

In these tumultuous times, I had to take this opportunity and remark on this leadership for civil rights and human rights. With the EEOC reporting record complaints two years in a row, bullying occurring on several levels of many organizations, transformational leadership styles are certainly needed, and practically required to motivate and engage staff in the face of shrinking resources. Mr. Brunson’s leadership style of respectful great expectations has resulted in great results from his staff. His guidance provides a model for any leader, in any sector, seeking to meet objectives and exceed expectations. As Mr. Brunson remarked that all new hires received the canned speech on engagement and expectations at the PHRC, he quoted, “respect doesn’t come from the title or place; it comes from self, and I expect that we respect each other as colleagues.”

I write this as a tribute to not only a great civil rights activist, but as a consummate leader who has undoubtedly inspired 1000s of people, friends, family, staff, and employees. I am honored that he took the time to review my last book and offer insight. And I remain honored to have had the privilege to see a snap shot of a great life in leadership. Congratulations Kaaba Brunson… Peace…

Diversity management at McDonalds?

bullying, companies who offer diversity training, cultural diversity training, Diversity Training, diversity training programs, , ,

Diversity management at McDonalds?

Diversity management at McDonalds?

Diversity management at McDonalds?

 

Some were saddened to read that diversity management might have been lacking at McDonalds here in greater Philadelphia.  Diversity management could have helped McDonalds avoid a very costly workplace bullying case. Lacking diversity management led to a $90,000 settlement for a young man who was bullied at work. Diversity management would have trained the supervisor and staff not to harass this young man with cognitive challenges. Diversity management is not just about developing cultural sensitivity; diversity management would continuously train staff.  An organization like McDonalds is particularly vulnerable when a diversity management plan is not in place.  Staff attrition is high at such jobs, but a diversity management plan can help keep that staff compliant.

Often organizations believe they don’t have time for diversity management. However, consider what happens in the absence of diversity management.  Diversity management could have helped the organization avoid costly legal fees.  Diversity management would have helped this McDonalds avoid a time consuming discovery process.  Diversity management is priceless; diversity management keeps organization compliant with changing trends in hiring, recruitment and retraining.  Diversity management can keep manager educated to avoid Title VII complaints.  Without proper diversity management, organizations expose themselves to staff problems. Diversity management is a necessary cost of doing business… just like any other training.