Welcome to Manager Tools. Today's show, When Not to Give Feedback, Part 2. Here we go. That's a good point. The fact that the person was fired is perfectly appropriate and you know

well done for her. But the thing I think even more important is the first thing she

did is she stopped it right yeah

stopped it from happening she stood up got between them and stopped the abuse and that's

the first thing you got to do in these cases.

Yep that's right that's our next step.

Stop the incident.

When you see something egregious happen, folks, don't think about the rules.

Okay, don't.

Now, by the way, this is one of the reasons why they have policy briefings once a year and they teach the rules.

The idea is if you know the rules in the back of your head, you won't have to think about them.

You'll be unconsciously competent about the rules. Don't wonder in your head whether or not you should figure out what's going on or wait to see if the situation resolves itself or if you call somebody, you just need to take action.

So if you see or hear somebody harassing someone, somebody

abusing somebody, somebody assaulting somebody, somebody stealing, somebody

behaving in a clearly unethical way, step in and stop them from doing so. If there's no one else around, act. If someone

else is around, act and ask them to help you if you feel you need help.

That's the first rule.

If there's a fight going on and you

feel physically capable of doing so,

step between the two parties and pull them apart.

If you hear verbal abuse, tell the abuser to stop. We don't care if there

are 50 people in the meeting. We don't care if you're the most junior person in that meeting.

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