The New Role for Unions in the New Economy

The New Economic Policy And The Trade Unions

The New Economic Policy introduces a number of important changes  in the position of the proletariat and, consequently, in that of  the trade unions. The great bulk of the means of production in industry and the transport system remains in the hands of the  proletarian state. This, together with the nationalisation of the land, shows that the New Economic Policy does not change the nature of the workers’ state, although it does substantially alter the methods and forms of socialist development for it permits of economic rivalry between  socialism, which is now being built, and capitalism, which is trying to revive by supplying the needs of the vast masses of the peasantry through the medium of the market.

Changes in the forms of socialist development are necessary because the Communist Party and the Soviet government are now adopting special methods to implement the general policy of transition from capitalism to socialism and in many respects are operating differently from the way they operated before: they are capturing a number of positions by a “new flanking      movement”, so to speak; they are retreating in order to make better preparations for a new offensive against capitalism. In      particular, a free market and capitalism, both subject to state control, are now being permitted and are developing; on the      other hand, the socialised state enterprises are being put on what is called a profit basis, i. e., they are being reorganised      on commercial lines, which, in view of the general cultural backwardness and exhaustion of the country, will, to a greater      or lesser degree, inevitably give rise to the impression among the masses that there is an antagonism of interest between the      management of the different enterprises and the workers employed in them.

http://www.marxists.org/archive/lenin/works/1921/dec/30.htm

Workplace Safety: OSHA and Safety Trends

What’s a worksite analysis and how often should it be done?
A worksite analysis means that managers and employees analyze all worksite conditions to identify and eliminate existing or potential hazards. There should be a comprehensive, baseline survey, with a system in place for periodic updates.
To help in conducting a worksite analysis, you can:

  • Request a free OSHA consultation visit
  • Become aware of hazards in your industry
  • Create safety teams
  • Encourage employee reporting of hazards
  • Have an adequate system for reporting hazards
  • Have trained personnel conduct inspections of the worksite and correct hazards
  • Ensure that any changes in process or new hazards are reviewed
  • Seek assistance from safety and health experts

Worksite analysis involves a variety of worksite examinations to identify not only existing hazards, but also conditions and operations in which changes might create hazards. Effective management actively analyzes the work and the worksite, to anticipate and prevent harmful occurrences.

https://www.osha.gov/SLTC/etools/safetyhealth/comp2.html

Patient Protection and Affordable Care Act

The Genetic Information Nondiscrimination Act (GINA)

The Genetic Information Nondiscrimination Act (GINA) will provide federal protection from genetic discrimination in health insurance and employment.

Genetic discrimination occurs when people are treated differently by their employer or insurance company because they have a genetic change that causes or increases the risk of an inherited disorder. GINA is a federal law designed to protect people in the United States from this form of discrimination.

The law has two parts: Title I, which prohibits genetic discrimination in health insurance, and Title II, which prohibits genetic discrimination in employment. Title I makes it illegal for health insurance providers to use or require genetic information to make decisions about a person’s insurance eligibility or coverage. This part of the law went into effect on May 21, 2009. Title II makes it illegal for employers to use a person’s genetic information when making decisions about hiring, promotion, and several other terms of employment. This part of the law went into effect on November 21, 2009.

http://ghr.nlm.nih.gov/spotlight=thegeneticinformationnondiscriminationactgina

Modern ways to recruit new workers

Tip #1: Call good employees who have left.
“Former employees are absolutely your best source of prospects to fill your available positions,” says Kleiman. “Make a conscious effort to call previous workers. See if they are happy or if they want to return. Maybe they won’t come back right away, but somewhere down the line they might. So keep the lines of communications open.”
Kleiman suggests waiting about six months before calling higher level employees, since they will want sufficient time to become acquainted with their new positions. As for middle level positions, wait just one or two weeks. Sometimes it quickly becomes apparent to these individuals that the greener grass on the other side of the fence has some pesky weeds.
Bonus tip: Invite departing employees to check in with you to let you know how the new job works out.
Tip #2: Offer “finders fees” to anyone who refers individuals who are hired.
“Your current employees are also excellent sources for new hires,” says Kleiman. “Tell them if they help you hire someone, you’ll pay a finders fee.”
And don’t confine that offer to current employees. Open it up to third parties, such as suppliers, customers, or the general public.
“Most employers forget to expand the base of their finder’s fees offer,” says Kleiman. “Remember the more people you have searching for you, the more choice you’ll have when filling positions.”
To communicate that you are looking for employees who will stick around, structure your reward program to pay the referring individual half of the bounty when the new employee has remained 90 days, and the balance at the six-month anniversary.
Bonus tip: If possible, have the referring employee handle orientation of the new hire to increase the likelihood of long-term employment.
Tip #3: Ask job applicants for other names.
No matter how aggressive your efforts to solicit applicants, you’ll never see 99 percent of the most competent people. These individuals are happily employed and never look at the “help wanted” sections of their newspapers. You have to flush them out.
“Every applicant who walks into your office is worth three to five additional names,” says Kleiman. He suggests asking each person for “the names of three individuals who can tell me about you.”
When you call those individuals, start by discussing the applicant, then move on to discussing their own backgrounds and needs. An interview offer may follow.
Tip #4: Offer flex time.
While incomes have risen, free time has diminished. Many people find themselves pressed to take care of their children or elderly parents. Offer flexible working hours and promote this benefit in your recruiting efforts and interviews.
“Employers need to recognize that people are looking for a balance between their work and their family lives,” says John Challenger, chief executive officer of Challenger, Gray & Christmas, an employee placement firm in Chicago. “Flextime is a high priority for a lot of people. It allows them to adapt their schedules to what they have going on outside work.
“For example, some parents have to get the kids off to school and would like to come to work at 10 a.m. Others need to leave at 3 p.m. to pick up the kids.”
Still other employees may have a second job, outside civic obligations, or a hobby they want to pursue.
“In some cases, employees may want to work on a weekend and take a day or two off in the middle of the week,” says Challenger.
Bonus tip: The most valuable and sought-after employees are often the ones who most appreciate flex time.
Tip #5: Show prospects how you can help them in their career paths.
Although you want to encourage employees to stay with you as long as possible, it’s also true that the best individuals expect to depart for another employer within a few years. You can attract the best people and encourage them to stay longer by describing just how you can assist them in their long-term career goals.
Such assistance comes in two varieties: vertical and horizontal. In vertical advancement, the employee “moves up the ladder” in your business. In horizontal, the individual takes additional educational courses and expands his or her skills in adjacent work areas, which makes the employee a more valuable part of your team and reinforces their employability for other businesses.
“With baby boomers in their 40’s now, there are many more people clamoring to get into more responsible roles,” says Challenger. “But there just isn’t enough room for everyone who is driven and talented.”
If people can’t move “up” the ladder of success, they can move “sideways” to greater education and expertise.
“You must be able to show there is growth potential in your business,” says Don Schackne, president of Personnel Management and Administration Associates, a consulting firm in Delaware, Ohio. “For example, one employer tells each prospect about three “ladders” that are available at the company.
“The hired employee can climb one ladder as far as possible or transition to adjacent ladders – representing different career paths – and then move up.”
This employer shows prospects there is growth potential at the business, and describes exactly what individuals must do to climb the ladders.
“There is no doubt about how far the employee could go at that business,” says Schackne.
Bonus tip: Offering tuition reimbursement for educational courses can tie the employees to you at a time when they are being courted by search firms.
Tip #6: Work with local organizations.
You network to get new customers. Why not network to attract top employees? Here are some good choices:

  • Community colleges: Teach a business course to bring you into contact with prospective job applicants.
  • High schools: Give a seminar on “life after high school” to explain the world of work to young people. Once again, this raises your profile considerably among individuals who will soon be looking for work, either full or part-time.
  • Chambers of commerce: A growing number of these are now offering assistance in matching resumes with employers.

“Don’t overlook the job fairs that are often sponsored by chambers and other local organizations, such as the Rotary,” says Ethan Winning, an employee relations consultant in Walnut Creek, Calif. “These are not just places to show off your business; all the job applicants in town come with resumes. They pick up application forms and start applying.” Get to know as many attendees as you can.
Bonus tip: At all of these events have someone take photographs of your participation, and send a press release to the local newspapers.
Tip #7: Advertise in fresh places.
Happily employed workers don’t bother reading the “help wanted” ads. That poses a challenge for anyone trying to attract the best and brightest.
What can you do?
“Place your ads where good prospects are likely to see them,” says Dr. Alan Weiss, president of Summit Consulting, East Greenwich, R.I.
Instead of the help wanted section, try the sports, automobile or local news sections.
“Even a modest help wanted ad, when it stands alone, has a better chance of being seen than a great ad that has been positioned around 12 other great ads,” says Weiss.
And the local paper may not be the best medium. Weiss suggests considering the flyers that are published by just about every organization. It may cost only $5 to $10 to place a small ad in the mailing pieces from local groups such as parent-teacher leagues, welcome wagons, scouts, and fraternal organizations.
Finally, get permission to post a help-wanted flyer in health clubs and libraries. These are places people spend a lot of time, and your ad will not be overwhelmed by competing pitches.

http://www.cedmag.com/article-detail.cfm?id=10922012

Online Training of Workers: Trends

Altor Risk Group announced the latest in its training courses for offshore personnel operating in high risk situations. The offshore crisis intervention skills and protestor response course have been designed specifically for those workers who may receive delayed response from authorities.

The Aberdeen-headquartered global risk and emergency management specialists will launch the first open three day course in November, with a further course planned for February 2014. The course teaches a range of skills including suicide intervention, protestor response, communication techniques and handling threats.

“Altor has become a recognized leader in emergency response training and this latest course addresses recent developments in the industry,” said Matthew Wardner, UK, Europe and Americas business unit leader.

“We recognize that dealing with any highly-pressurized situation requires a special skill set,” Wardner said. “When incidents happen offshore this is further magnified, given the necessary support from the emergency services may be hampered. When we heard that EPOL was exploring the possibility of training offshore personnel to deal with people in crisis on their installations and with the real life experience, our staff knew this was an obvious subject to pursue, and therefore developed the offshore crisis intervention skills course for this purpose.”

Drawing on the experience of Altor staff which includes former police officers and armed forces personnel, delegates will learn how best to prevent an incident escalating and when faced with hostage or suicide situations, skills which could be potentially lifesaving.

http://oilonline.com/industry-news/workforce-trends/altor-risk-group-offers-new-training-courses-offshore-worker/

1 vs 2 vs more than 2 Page Resumes

Pro: One-Page Resume

“Ideally, your resume should be one page, because recruiters and managers have short attention spans,” says Jennifer Brooks, senior associate director of the MBA Career Management Center at UNC Kenan-Flagler Business School in Chapel Hill, North Carolina. “It’s your ad; it doesn’t have to be comprehensive. If you feel the need to write down everything you’ve done in your entire career, you’re not thinking about the buyer, who just needs to know what’s relevant.”

Her tip for keeping your resume short and easy for the “buyer”: Use a summary statement. “It’s better than a career objective,” she says. “It’s what you want me to know about you in a nutshell. That makes it easy for recruiters to know your focus and your skills.”

Dani Johnson, author of Grooming the Next Generation for Success, agrees. “If you have a long work history, know that most people don’t read what you did 10 years ago,” she explains. “Put the focus on your most recent accomplishments, and if you have skills that repeat from one company or job to the next, state ‘same as above as well as these’ to save room.”

Pro: Two-Page Resume

While everyone agrees shorter is better, it’s a fact that some of us will need longer resumes. If you’ve got a lot of varied experience or a long career, you may well need more space to tell your story.

“Two pages may be OK,” says Paul C. Green, a former hiring manager and the author of Get Hired. But three or more pages is too much. The best way to present your career information is through a chronological resume format with bulleted skills listed below each position.” One exception: Any skills that are relevant to a particular employer or are in demand in today’s workplace, like critical-care nursing, nanotechnology or eliminating environmental hazards, for example. For maximum impact, list these skills in your resume’s career summary.

Kim Isaacs, Monster’s Resume Expert and director of ResumePower.com in Doylestown, Pennsylvania, says even if you’re going long, stay focused on what’s most relevant to prospective employers. “Let go of information that doesn’t help win job interviews,” she says. That includes positions held long ago, outdated accomplishments, old training and hobbies. She also suggests putting effort in your presentation. “Design is equally as important as resume length and content. A one-page resume that’s crammed with information is less desirable than a well-organized two-page resume that is easy to read and digest.”

http://career-advice.monster.com/resumes-cover-letters/resume-writing-tips/one-page-or-two-page-resume/article.aspx

The New “Dress for Success” advice

Tips to Dress for Success

Sources say that up to 55% of another person’s perception of you is based on how you look, so make the right impression at your interview.  Although dressing and grooming appropriately may not get you the job, it will give you a competitive edge and help to make a positive first impression.

Throughout the entire job-seeking process employers use short-cuts to save time. With cover letters, it is reading the opening paragraph. With résumés, it is a quick scan of your accomplishments. With the job interview, it’s how you are dressed. Here are some guidelines and tips to help you make a good first impression and set the right tone.

Professional

Always dress professionally for an interview.

Women and Men

  • Neat, professional hairstyle.
  • Manicured nails.
  • Portfolio or briefcase.
  • Clean and pressed clothing.

Women

  • Solid color, conservative suit.
  • Coordinated blouse with no bold colors or patterns.
  • Flats or low-heeled shoes.
  • One set of earrings only. No more than one ring on each hand.
  • Conservative hosiery at or near skin color.
  • Minimal use of makeup. (It should not be too noticeable.)
  • No or very light perfume.
  • Manicured nails with neutral polish.
  • Do not carry a purse.

Men

  • Solid color, conservative suit.
  • White or light blue long-sleeved shirt.
  • Silk necktie with a conservative pattern. Learn how to tie a Windsor knot.
  • Dark non-bulky socks.
  • Dark shoes, cleaned and polished.
  • Belt should match shoes.
  • No aftershave or cologne.
  • No earrings. No rings other than wedding or college ring.

Business Casual

Business casual attire is less formal than professional and is generally not appropriate for interviews.  Many organizations have relaxed internal dress codes and permit business casual attire for daily business operations.  However, professional dress is generally preferred for client meetings and other important events. Unless otherwise stated, business casual dress is not appropriate for interviews.

Women

  • Tailored pantsuit or coordinating shirt and blouse.
  • Business skirt with an appropriate blouse.
  • Flats or low-heeled shoes.

Men

  • Dark-colored slacks with a solid or bold line dress shirt. Coats or ties are optional.
  • Khaki pants if they are pressed and neat.

Things to Avoid

  • Loud colors (clothes/shoes, jewelry, make-up, hair).
  • Casual wear (jeans, sweat suits, t-shirts, tank tops).
  • Floral, plaid, or other “busy” designs.
  • Shorts, capri pants, and short skirts.
  • Mismatched clothing (fabrics, colors, patterns).
  • Wrinkled, untucked, pilled or linty clothing.
  • Tattered, faded, stained or dirty clothing.
  • Revealing fabrics.
  • Plastic or crafty jewelry, including earrings.
  • Excessive jewelry.
  • Cleavage, chest hair.
  • Strong odors (perfumes, colognes, smoke, garlic).
  • Visible body art (tattoos, bodmod).
  • Open-toed footwear and athletic shoes.

http://www.edb.utexas.edu/education/edservices/career/dressforsuccess/

New Work Arrangements for People With Families

The demand for “quality flexible work” is increasing, both in New Zealand and internationally. However, there has been limited research in New Zealand on the family factors that influence the amount or type of flexibility needed to support families in different circumstances, or on the impacts that the use of flexible work arrangements can have on family life. This article is based on the results of research the New Zealand Families Commission undertook in 2007/08, which explored how flexible working arrangements can best support family wellbeing and the barriers and success factors relating to the take-up of flexible work. A mixed method approach was adopted, comprising 11 focus groups, 15 case study interviews, and a 15-minute telephone survey of a nationally representative sample of 1,000 people. Findings included the identification of a range of positive impacts that access to flexible work arrangements have for families, and the barriers to the use of flexible working arrangements. The study also found that many people choose their work to fit around family responsibilities. This article provides a summary of the research, with a focus on the findings that relate to the impact of flexible work on family life.

Both in New Zealand and internationally the demand for flexible work is increasing. This trend is driven by major changes to the labour market, as well as social and demographic changes, and is likely to continue as more people engage in further education and training, more women take up paid work, the number of sole-parent families increases, skill shortages grow, and the retirement age is extended. The implementation of the Employment Relations (Flexible Working Arrangements) Amendment Act 2007 in New Zealand is also drawing attention to the importance of flexible work for government, employers, employees and families. As a result of the Act, employees who are responsible for the care of another person and have been working for their employer for six months or more are able to request a flexible working arrangement.1 Employers have a duty to consider such requests and respond to them within three months.Research was undertaken by the New Zealand Families Commission to fill knowledge gaps about the types of flexible work arrangements that support family wellbeing, and factors influencing take-up of these arrangements. The research provided an opportunity to explore flexible work from a families’ perspective, and aimed to contribute to debate about the most effective ways to help families access the flexible working conditions they need.2


Flexible work allows people to make changes to the hours or times they work, and where they work. It helps people organise their careers to accommodate other commitments, and to manage transitions in and out of the workforce. For flexible work to be described as “quality”, these changes must not adversely affect income, career progression, availability of scheduled leave or access to desirable employment for those who take it up. For an arrangement to be considered truly flexible it must provide the employee with the means to manage his or her work while managing other commitments, and without adversely affecting the business. In addition, “quality flexible work” provides benefits for both employees and employers. Benefits for employees may include increased opportunities for families to spend “quality time” together and greater ease for family members to combine paid work and family responsibilities, while benefits for employers include addressing skills shortages and increased staff retention and loyalty.
    
The Families Commission conducted the project to explore families’ experiences of flexible work arrangements and their impact on family life. The key aims for the project were to gather information on:

  • the types of flexible work arrangements that support families, and factors influencing the take-up of these arrangements
  • the current barriers to access and take-up of “quality flexible work”, and what will improve access and take-up of flexible work arrangements that support family wellbeing.

In particular, the project was designed to gather information to answer the following research questions:

  • What flexible work arrangements do adult family members have available to them, which arrangements are successfully used, and why are these arrangements used?
  • What is the impact on the family of varying degrees of workplace flexibility?
  • What flexible work arrangements would family members like to be available, both for now and future use, and why are these arrangements desired?
  • What are the barriers to accessing and/or taking up flexible work arrangements?
  • What might improve genuine access to and take-up of, and remove barriers to, “quality flexible work” arrangements that support families?

http://www.msd.govt.nz/about-msd-and-our-work/publications-resources/journals-and-magazines/social-policy-journal/spj35/35-making-it-work.html

Managing workers older than you

“Don’t be the boss. At least, don’t appear to be,” said a friend recently employed in a managerial position with a few older employees on his team. Remember, old habits die hard. Give them time to get used to you and your leadership style and till then, just focus on the task at hand.

2. Don’t be dismissive, help them learn new skills. Just because they can’t tweet or operate the Bloomberg terminal like the back of their hand doesn’t mean they don’t want to or are incapable of it.

3. They’ve survived the business for a reason and have probably come across bottlenecks you haven’t, use their experience.

4. Understand differences in lifestyle. If they’re excellent employees but have to go home to their family instead of a happy hour, cut them some slack. Try reorganizing social events to be inclusive.

5. Validate them. When making a decision, seek their perspective even if you decide differently. Show them their opinion counts and when you can try and explain why the final decision works best. This isn’t a token exercise.

6. Know what motivates them. They may prefer better benefits over small bonuses, or they may want flexible hours. Keep it realistic and try and see where you can match the company’s and employees expectations.

7. Talk to your employees. It’s good practice in general to communicate with your team. Constantly brief them on changing expectations and be specific. Don’t assume that they will know what you want because they’ve been around a while.

8. Don’t’ be intimidated by them. When you make a decision, stand firm, don’t keep second-guessing yourself. They will respect you for it.

9. Introduce a mentorship program, whether its the older employee’s mentoring younger ones or interns. You can even partner with organizations and school if the employees are willing, not only is their experience being put to good use the company would also build some good karma.

10. If older employees do step out of line, reel them in just like the rest. You don’t need to give them a dressing down in front of their colleagues but in that regard, treat them like everyone else on your team.

https://www.openforum.com/articles/10-ways-to-manage-employees-that-are-older-than-you-mamta-badkar/

How to Deal with Crazy People at Work

1. Steamrollers

Steamrollers will run right over you. They tend to be angry people who haven’t met a confrontation they didn’t like. They aggressively use intimidation, threats and sarcasm to control others. Steamrollers were the bullies in school that never got the ass-kicking they needed at the time. Since fighting as an adult is called “assault” and can land your ass in jail, using a less violent way of dealing with these jerks is probably best.

Your Goal: Stand your ground and command respect without becoming a Steamroller yourself.

How to Deal: Remain calm and don’t get emotional. Using a cool, steady voice say their name repeatedly until you have their attention. Assure them that you have heard what they have said, but stick to your position. Once you have made yourself clear, allow them have the last word. It’s not about winning. It’s about expecting respect.

2. Vampires

We aren’t talking about the sexy True Blood vamps or sparkly teen heartthrobs. These Vampires will suck the life out of you with their constant whining, complaining and overall negative attitude.

Your Goal: Avoid bleeding out from the assault of negativity on your ears or staking yourself just to end your own misery from being around such a fatalistic person.

How to Deal: Keep interactions brief and on point. Don’t placate them or apologize for having a different point of view. Instead, focus on problem-solving and have them offer solutions to the problems they bring up. Don’t allow the negativity to get out of control. If you are the boss of a Vampire, you have to nip it quickly. Negativity in the workplace spreads like wildfire.

3. Lemmings

Lemmings are the ultimate followers. They want to be liked by everyone and say “yes” to everything without thinking things through. Prior commitments are forgotten as they focus on the latest demands. With no time for themselves due to over-commitment, they become resentful. As the saying goes, “the road to hell is paved with good intentions”. From your perspective they are unreliable and untrustworthy due to their inability to make a decision or follow through with commitments.

Your Goal: Get commitments from them that you can count on.

How to Deal: Have a conversation with the Lemming in an environment they will feel safe. Give them permission to be completely honest with you, and assure them that you will do the same. Allow them to talk about their resentments, anger and excuses without interruption or contradictions. Once they have unburdened themselves, create a learning opportunity by using the past as a template. Also, warn them that most people can be assholes who will continue to dump things on the Lemming as long as they know they will hear “yes”. It’s in people’s nature to use the path of least resistance. The best advice for Lemmings is to replace the word “yes” with “Let me get back to you about that”. This will give them time to think before committing.

4. The Nothing Person

The Nothing Person is famous for using the silent treatment. Instead of contributing to the conversation, they will only grunt or remain silent with no verbal or non-verbal feedback. They try to control the situation by turning away from people or pretending nothing happened.

Your Goal: Get the Nothing Person to cut the I-am-an-island crap, open up and deal with the issue at hand.

How to Deal: Ask open-ended questions that cannot be answered with “yes”, “no” or a grunt. Keep things light but don’t try to be humorous. Think back over events and try to figure out what could have made them shut down. Talk about what you think the problem may be, and then give them time to answer. If you still don’t get a response, talk about the future. People aren’t always aware of what impact their actions or inactions will have on the future.

5. The Professor

The Professor is also known as the “know-it-all”. They invested a lot of time and money on their education and they are damn well going to use it. Professors usually have an elitist attitude and speak very condescendingly to others. They have a low tolerance for correction or contradiction, and are quick to prove you wrong.

Your Goal: Get them to be open to new ideas and information.

How to Deal: The Professor needs to feel like he has been heard and is right. Let’s face it, he probably is correct, but there may be a key point that he is missing. You need to build rapport and his trust in you to work as a team instead of against each other. Use “we” and “us” instead of “I” and “me” to give him a sense of ownership in new ideas. The Professor is an excellent addition to your pool of people to learn from. By making the Professor your mentor, you will be less threatening in his eyes, and thus, someone worth listening to.

6. The Se-Lo

Se-Lo is short for sesquipedalian loquaciousness, which means “talking a lot and using big words”. The difference between the Professor and the Se-Lo is that the Professor is a know-it-all, while the Se-Lo is a thinks-he-knows-it-all. He is usually cocky and prone to mumble-bragging and complain-bragging. He learns just enough about a subject to sound like he knows what he’s talking about, all for the sake of getting attention.

Your Goal: To not pop this obnoxious douchebag in the mouth every time you see him, but still bring him back to reality.

How to Deal: Watch for generalizations and ask the Se-Lo to be more specific. When you hear words like “everybody”, ask “Who specifically?” Resist the urge to embarrass him. Instead, give him a way out to keep him from getting defensive. If this is someone you work with, focus his talents toward an area in which he excels.

7. Sniper

Snipers will shoot you down with hidden attacks, innuendos, digs and sarcasm. With a perfectly timed eye-roll, they can make you look foolish. They will exclude people and withhold important information, all while staying under the radar and wreaking havoc.

Your Goal: Bring the Sniper out of hiding.

How to Deal: Stop whatever you are doing when a Sniper attacks, then zero in on them. Ask questions like, “What do you mean by that?” or “What does that have to do with this?” You want to find the underlying reason for their attacks without becoming defensive. Stay calm while you are calling them on their bullshit. Throw them off their game by bringing them out of hiding. They are skilled in covert attacks, not face-to-face confrontation.

8. Werewolf

The Werewolf is also known as a Grenade or Jekyll and Hyde. Although they are perfectly normal most of the time, they will suddenly burst into a full-on monster attack. They will explode into an unfocused rage that has nothing to do with the subject at hand. In the aftermath of the attack they often act as though nothing happened.

Your Goal: Take control of the situation. While you can’t control the Werewolf once he has transformed, you can control how you respond and focus on preventing future attacks.

How to Deal: Say their name to get them to focus on reality, instead of the psycho ramblings inside their head. Speak loudly enough to be heard over their rant. Echo back to them what they have said, and then shoot for the heart (no silver bullets needed). You want them to know that you not only heard what they have said, but understand how they feel. Once they have calmed down, take a break. Don’t try to fix anything in that moment. Come back to the issue at a later time when things can be discussed in a calm and productive way. During the calm conversation explain in no uncertain terms that their behavior was unacceptable and will not be tolerated.

9. The Big Spoon

The Big Spoon’s main goal in life is to stir up shit. They aren’t part of the drama; they just keep it going and escalate it.

Your Goal: To not participate in the Spoon’s game.

How to Deal: Don’t engage when the Spoon comes around to stir up trouble in your corner of the world. Say as little as possible, because the Spoon is like a reality TV producer, they will twist your words like a pretzel. If you suspect they are stirring up trouble for you with someone else, make a point to clear the air with the other person in a private setting. Make them aware of the Spoon’s game, so things don’t get out of control.

10. The Master Manipulator

The Master Manipulator is a charming, silver-tongued snake. He can connive his way out of a sticky situation and talk you into anything. He has the skills to brain rape you without you realizing what’s happening.

Your Goal: Protect yourself from being manipulated.

How to Deal: Keep your guard up at all times around the Master Manipulator. Be aware of the fact that he is always working an angle, and he is a professional bullshit artist. Stand your ground when he tries to talk you into doing something, because it’s probably something you don’t want to do. The Master Manipulator is looking for an easy target. If you call him on his bullshit, he will move on to someone less aware.

11. The Martyr

The Martyr is closely related to the Vampire. If you aren’t careful you can drown in their ocean of sorrow. The Martyr will tell anyone who will listen about the numerous times they were so close to success until someone else screwed them over and caused them to fail. Martyrs live by two core beliefs: it’s never their fault and someone is always out to get them. The phrase “why me” is very popular amongst the Martyrs of the world. They seek attention by getting people to feel sorry for them and their tales of woe.

Your Goal: To not be manipulated by or sucked into the maelstrom of negativity surrounding the Martyr, while doing your best not to tell them to get down off the cross.

How to Deal: Don’t validate their role as a Martyr by feeling sorry for them. Instead only acknowledge or focus on things that make them feel empowered. The Martyr is playing out a self-sabotaging, manipulative role. In a tactful and caring way tell them that you recognize their pattern of perceived victimization. Use some tough love to give them the proverbial kick in the ass they need to get back on track. If they aren’t ready to change, the only thing you can do is to give them time until they are ready to come around.

12. Terrorists

Unlike the Sniper, Terrorists don’t try to hide. They have no shame in making your life a living hell to get what they want (just like kids).

Your Goal:  Unarm the Terrorist so that you can live your life without fear of another attack.

How to Deal: Take a similar stance that you would with the Steamroller. Stand your ground and command respect. Remember to never negotiate with a Terrorist. In the midst of an attack, if you give an inch, they will demand five miles. Once things are under control, you can discuss any issues in a calm way to find some middle ground. To prevent another attack set strong boundaries about what is and is not acceptable behavior (just like you do with children).

13. Jabber-Walkies

Jabber-Walkies are big gossips. They walk around jabbering on and on about everything that is not their business. Unlike the Big Spoon, they rarely go directly to the parties targeted in the gossip because their job is to report, not to get involved.

Your Goal: If you can’t avoid the Jabber-Walkie, avoid engaging in the gossip.

How to Deal: First of all, take anything the Jabber-Walkie says with a grain of salt, there probably isn’t much truth left in their juicy news of the day. Make it clear that you have no interest in talking about other people behind their back. If she persists, let her know that you will let the targeted person know that she is spreading rumors about them. Once she knows that you are not going to participate, she will move on.

14. Meaniac

The Meaniac is the hate-filled child of the Steamroller and Werewolf. He will not only roll all over you, but will also act like a raging monster while doing it. The Meaniac is the type of guy who yells at waiters in restaurants.

Your Goal: Diffuse the situation as much as possible while standing your ground.

How to Deal: Meaniacs can be unpredictable. When you speak, instead of raising your voice, lower it. This doesn’t mean to back down or to not be heard, but when someone speaks in a calm voice that is just above a whisper, people will stop to listen. The more calm and in control you are, the better. Let the Meaniac know that you will discuss any issues they have when they are calm and can speak to you in a respectful way. Set your boundaries and don’t back down. If necessary, walk away and re-address the issue at a later time.

15. Helicopter

Overprotective moms are not the only people who hover. Helicopters ignore social boundaries and become overly interested in your business. Some bosses can have Helicopter tendencies and micro-manage their staff. If a non-authority figure becomes a Helicopter, you could have a Stalker on your hands.

http://roogirl.com/15-types-of-crazy-people-and-how-to-deal-with-them/