WHAT THE EXPERTS SAY ABOUT EMOTIONAL CONTINUITY MANAGEMENT TOOLS

"Emotional Terrorists will manifest an atmosphere that will create constant turnover so that managers are always replacing, re- educating , or training new employees , which is fiscally expensive. Tools for victims, since you just can't always easily get rid of Emotional Terrorists if they have good performance skills, help weary employees continue to work in the face of this kind of adversity." Cheryl Coppinger, Administrative Specialist, CH2M Hill; Hanford Group , Inc.; Board of Directors, National Managers Association, Chapter 395, Richland, Washington.

Emotional Terrorism Early Warning Signs Checklist

Harassment
Lying to a supervisor or co-worker
Tampering with files or documents
Use or misuse of company resources
Knowledge of schemes or practices that take advantage of the company
Requests for confidential information
Sharing and withholding information
Rumors and gossip
Withholding support to the office team
Time cards or reports falsified or inaccurate
Inappropriate acceptance of gifts, gratuities, entertainment
Security tampering
Overt theft
Manipulated expense reports
Failure to follow through
Selling or marketing business practices
Conflicts of interest
Substance abuse
Insider information abuse
Unethical recruitment practices
Downplaying public safety
Minimum legal compliances
Inappropriate responses to whistle -blowing
Poorly managed customer relations
Accepting or making inappropriate political contributions
Price fixing, gauging
Ignoring laws about immigration
Not abiding by drug laws
Avoiding tax laws
Corruption of public officials
Dangerous sexual practices
Antitrust violations
Creating pressure which leads to the misconduct of others

Warning Signs of Emotional Terrorism Activities

Intangible feelings, hunches, intuitions, sense, or opinion that something is "going on" with no specific data to confirm or deny
Grooming: a systematic, unnatural approach to relationship control that appears upon close scrutiny to be contrived and gainful
Contact escalations: interactions get more frequent
Early spinnings: small emotional events increase
Covert works: reports of trouble without evidence
Rejection of approach: suggestion of problems met with resistance, denial
Early signs of entrenchment: rigidity
Overt signs: visible tensions and emotional reactions with no real data
Accusations: blame statements or inferences
Side Attacks: indirect blame, accusations, complaints
Overt visible behaviors: demonstrations and activities, documentable data
Gathering of forces: small or large groups spending time processing issues
Direct attacks: specific demonstrations, behaviors and complaints
Ultimatums: provocations, challenges
Threats: intimidation , pressure, bullying , coercion
Repetition: Continuing or repeating any or all earlier signs, even with increased risk, in order to demonstrate a willingness to continue for absolute control
Lying to a supervisor or co-worker
Tampering with files or documents
Harassment
Use or misuse of company resources
Knowledge of schemes or practices that take advantage of the company
Requests for confidential information
Sharing and withholding information
Access or control over proprietary information
Rumors and gossip
Contributing or withholding support to individuals or key team members
Time card reports falsified or inaccurate
Inaccuracies
Inappropriate acceptance of gifts, gratuities, entertainment
Manipulation of data
Security tampering
Overt theft
Manipulated expense reports
Failure to follow through
Incomplete tasks
Abandonment of tasks
Selling or marketing business practices
Conflicts of interest
Substance abuse
Insider information abuse
Unethical recruitment practices
Downplaying public safety
Unnecessary trainings and time consuming meetings followed by consequences for tasks not finished
Maintaining only minimum legal or code compliances
Inappropriate responses to reports of danger, whistle-blowing, or common knowledge
Poorly managed customer relations
Corporate spying , losses of security, disclosure of security information
Accepting or making inappropriate political contributions per industry standards
Price fixing, gauging, hoarding
Ignoring laws about immigration
Not abiding by drug laws
Avoiding tax laws
Corruption of public officials or private individuals
Dangerous sexual practices
Using company technology to further addictions, crime, or sabotage
Antitrust violations
Creating pressure which leads to the misconduct of others

How to Translate the Snakes -in-the-Schoolyard Policy to Manage Difficult Employees and Emotional Terrorists

At least two (2) employees with gloves approach the snake. Snakes squirm toward the easiest escape direction, the path of least resistance, and with two people, the snake has no escape route. The snake catchers must not fear snakes. But gloves are required for better performance.
1. A manager, with the support of their manager, approaches the employee in question. The manager creates an environment that has appropriate boundaries, an office, a meeting room, a safe place that is clearly a workplace environment. The manager informs the employee that she/he is operating in association with her/his manager and may even include another person to take notes of the meeting. The manager has prepared himself/herself in advance to manage personal emotions, and plans a post-meeting self-care activity. If the manager has fear it is essential to have someone else present. Preparation is essential.
2. At least two (2) employees approach the Emotional Terrorist. Emotional Terrorists head toward the easiest escape direction, the path of least resistance, and with two people, the ET has no escape route. Managers must not fear Emotional Terrorists but support is required for better performance.
Whichever employee grabs the snake must immediately toss it into a bucket with a lid. One of the employees must then immediately secure the lid. The real trick to Snake Removal is the lid. Without the lid the snake escapes and you must do it again. Spending your time catching the same snake over and over is not efficient and is not good business practice.
1. The meetings should not dally around conversations or other personal and potentially emotional data. The manager must grab the content of the meeting first and describe the issue in clear statements that are non-emotional in language. The employee will respond immediately to language of attack or blame. Accountability is the key and the manager needs to clearly state the situation first, before there is an opportunity for the employee to squirm out of the situation by counter attack using justification, entitlement, charisma, or tragic language. Inform the employee about policy. Describe administrative position that affirms that policy. Settle into the process of repeating the information quietly and calmly if the employee attacks or defends. The employee will test the lid to see if it is held in place.
2. Whichever employee connects with the Emotional Terrorist must immediately define the boundaries. Managers must then immediately secure the lid of boundaries with clarity. The real trick to Emotional Terrorist removal is the lid. Without the lid the Emotional Terrorist escapes and you must do it again. Spending your time catching the same Emotional Terrorist over and over is not efficient and is not good business practice.
Once you contain the snake you must take it into the school, let the children see that it is not hurt, because children have imaginations and like to see even crawly things cared for correctly.
1. One technique that is very powerful after such a meeting is to walk quietly back to the employee's workstation with them. Carry your posture straight, place a pleasant expression on your face, and escort the employee back to their cubicle while quietly discussing non-emotional content, such as a new contract in the future, a company picnic, the state of the technology advances in the company. Stay neutral. If that is not possible, stay quietly pleasant. Always leave your door open after such a meeting to let other employees feel as though you are not hiding, fearful, or did something that you feel ashamed about. It is a powerful option to walk quietly about the work site and do some small task that shows other employees that you are calm, to model calmness for them. If the difficult employee acts out at this time the other employees will be able to observe that behavior and remain more neutral themselves . After you leave the area people will try to discover what happened . They will have to make their own assessment of the situation, but you will continue to model your openness to inclusion. If the difficult employee continues to act out it will eventually become apparent that you are not the source .
2. Once you contain the Emotional Terrorist you must allow it to stay in the company so that the other employees can see that it is not hurt. Distressed employees have imaginations and like to see even Emotional Terrorist cared for correctly.
Later, transport the snake elsewhere, off the premises, a long way away from where you work, and dispose of it.
1. If the problem has not been solved you may need to call the employee back into your office and reiterate the policy and remind them that this is a time for them to show their commitment to the policy by encouraging them not to stir up the emotions of other employees, because that is a considerable distraction to the workplace. You may assign them some EAP intervention, set them up for a personal training, or give them a small amount of time away from the job site to reconsider their behavior choices. This can be an extra hour for lunch , a ten minute break, a day off with or without pay, a probation period, or temporary suspension. If the choice is suspension you will have to communicate clearly to the rest of the staff how to support the employee. One of the biggest mistakes a manager can make at this point is to get defensive or secretive.
2. Later manage the relocation of the Emotional Terrorist elsewhere, off the premises, a long way away from where you work, and establish closure.
If the snake is Toxic, call in a professional.
1. If the employee is not able to manage the emotional boundaries of your company there are a number of low-level interventions available prior to termination. EAP providers, trainings, remediations, second chances , workshops, college classes, consultations, and external counseling can be offered or provided. If none of this helps, then termination may be more cost-effective and emotionally effective for the individual and the whole organization.
2. If the Emotional Terrorist creates a toxic environment, call in an Emotional Continuity Management consultant.