585 | How to Lead Someone With a Victim Mentality

Introduction (00:00:00)

Understanding how a victim mindset manifests in your team is crucial to addressing and overcoming it effectively. That is coming up next.

Welcome to the Chris LoCurto Show, where we discuss leadership and life and discover that business is what you do, not who you are.

Welcome to the show, folks. I hope you're having a fabulous day wherever you are. Today we are tackling a very challenging but vital topic, and that is leading somebody with victim mentality.

And we're going to explore kind of what victim mentality looks like, how it affects your team, and strategies for leading through these tough conversations. So let's go ahead and dive in.

Identifying Victim Mentality (00:00:55)

The first thing we have to do is identify victim mentality. Now, this isn't as tough as it used to be because victim mentality is in fashion nowadays.

Victim mentality is, is vogue. I mean, if you're not a victim in some way, shape or form, it, something's wrong with you.

It has become this popular thing to show how victimized you are and show how, you know, oppressed through, through other people you are.

And, I mean, just disgusting stuff is happening on a continuous basis and to the point that victims appreciate other victims. It's just the craziest, stinking thing.

Victims cheer on other victims. Victims want to tell other victims how you're the one who's oppressing them and your business is oppressing them, and you, as a parent, you're oppressing them.

Just everybody's oppressed. Everybody's oppressed and everybody's a victim, and it's just disgusting. What is victim mentality at its root? Simply this.

Something is happening to me, and I can't do anything about it. This thing is happening to me. This person is happening to me. This, you know, whatever.

I'm out of control. I can't do anything about it. This is happening. It's not my fault. I have no responsibility, and I sure as heck can't do anything about it.

That is victim mentality at its, at its core. Right? Something's happening to me that I can't do anything about. Well, we've all seen that. We've all experienced that in many different people in many different situations.

You probably have plenty of people, or, you know, maybe that's a bad assumption, but you probably have somebody on your team who operates with victim mentality that they're constantly blaming others for their circumstances.

They're constantly blaming other people for their problems. You know, if they didn't get a project done, it was so and so's fault.

If they didn't get something started, it was because so and so didn't get them enough information. It's always somebody else's fault.

It's, you know, it's never taking responsibility. That is one of the biggest keys to victim mentality. The inability to take responsibility. That's what drives me nuts.

That's one of the things that I just. Ugh, it just disgusts me. I cannot stand to see when people have no problem continuously throwing everybody else under the bus and not taking responsibility for themselves.

Now, as I say that, and I tell you that I'm disgusted with it because I do hate it. It does drive me nuts. I also understand where a lot of this is coming from.

I also understand that there's a lot of folks that have had some experiences in life that have created this victim mentality mindset.

But I also know that the larger portion is actually not people who have had something horrible happen to them. It's people who have created the victim mentality that have created the victim mindset.

So people who are, you know, consistently exhibiting, like, helplessness, you know, or passive behavior, you know, can—Can you help me with that? I don't know how to do that.

Can you get that done? I don't know where this thing is. I don't know. And it's a. It's a crazy constant. Ask for help. I can't do it. I can't do it. I can't do it. Can you help me? Right?

And it's not— I'm not saying that anybody who's asking for help is being a victim.

I am somebody who consistently is asking questions, taxing the collective intelligence, and I have discovered my own self at times asking somebody question, going, oh, you dork, you could have just googled that one, right?

Because I'm always looking to people who have expertise going, hey, what would you do here? What would you do with this? How would you fix this? How would you know? Because I know they're the ones that are experts.

I'm constantly getting quality perspective from people who know more than I do. That's even people who may not— Maybe they just have a different way of looking at it, right?

But I'm constantly doing that. But I'll find myself from time to time, I'll ask a question, and I'm like, well, that was dumb. I could have just looked that one. That was an easy question. I could have just looked that one up.

So I'm not talking about that. What I'm talking about is the person who's always helpless, the person who can't make anything happen.

The person who always has to call you or, or text you and complain about how horrible their day.

You're never going to believe if you answer the phone and the first thing you hear is you're never going to believe what just happened to me.

Then this is somebody who probably continuously— I'm not saying always, but if, let me, let me, let me rephrase it.

If you're used to somebody calling you and the first thing they say is you're never going to believe what just happened to me, then this is somebody with a victim mindset. This is somebody with a victim mentality.

Everything is always happening to them. They have no responsibility. There's nothing they can do about it. It's just somebody else's fault and it happened to them.

Different Types of Victim Mentality (00:06:16)

So if you have this on your team, it could be somebody who's still a really good team member to some aspects and you're keeping them on your team. I guess. So how do we lead it? What do we do about it?

Well, we also have to differentiate between the different types of victim mentality, and there's many different types, but there's two, two major ones.

One is the self pitying, you know, the woe was me attitude. Oh, poor me. Oh, this happened to me. Oh, goodness gracious.

The other one we don't tend to recognize because it's not always victim mentality, but if you can see it, then it'll make a lot of sense.

And that's that defensive controlling type. Right. When something happens and they go on the defense, the attack. But the way that, you know, it is a victim mentality is it's almost always blame shifting.

There's always somebody else's fault. It's always something that somebody else did or they might, you know, in their defensiveness, they might deflect like crazy.

So the moment you start to press into something that they've done wrong or something that they've struggled with, they start pointing out something you've done wrong, they will turn on.

Well, you didn't do this. Well, you said you were going to do this over here. Well, this didn't happen. And. Well, how come Frank didn't bring this over to me?

How come Jill didn't do this over here, they start really becoming defensive and somebody who can deflect really well will have you chasing your tail if you do not know what's going on, if you're not able to, to recognize what's happening.

So these are things that must be led. We've got to do something about it. What kind of impact does it have on team dynamics? Think about how. What is it like when you have a person who's stuck in victim mentality?

Impact on Team Dynamics (00:08:06)

Does that disrupt cohesion? Does that disrupt productivity? Of course it does. Not only does it affect all of that, because, again, they're not taking responsibility. They're blaming everybody else.

They are, you know, affecting the team morale, because nobody wants to work with a person who's constantly throwing everybody else under the bus or who doesn't take responsibility.

Well, let me rephrase that. Other victims might be perfectly fine with that for. For a little while, until they become victims of the victim, right?

But nobody wants to work with that. Nobody wants to be in a, you know, a creative atmosphere that is just soaked with negativity. Right?

You don't want a negative work environment. Nobody really wants to be in that place. Let me—

Let me say champions don't want to be in the place where there's so much negativity and there's so much complaining and there's so much ridiculousness, and it just doesn't seem to stop.

Champions want to be in a place where people bust their butt. They want to be in a place where people take responsibility for their actions if they screw something up.

Suck it up, buttercup. Do something about it. Say something. Fix something. Change something. Solve something. Solve the problem. So, man, it has a big effect. It can have a big effect on your team morale.

And, folks, I got to say, if you've not gone through our Culture lesson, you've got to understand that it is more important for you to fight for the overall team culture than it is the individual at a point.

So, in the beginning, fight for the individual. Fight for the individual. Fight for the individual.

But if the individual is choosing not to change and it's affecting the team culture, then eventually you got to fight for the team culture, because if you don't, what you're screaming to the rest of the team is, they're not as important.

They don't mean that much to you. So this type of victim mentality can have an impact on morale, productivity. It can have an impact on loyalty.

It can have an impact on respect. If you're not doing anything about this, does this start to drop loyalty from team members and— and team members start to not respect you as much?

Definitely. Of course. Think about it. Put yourself in their shoes. Wouldn't it impact you that way if you were facing somebody who was doing the same thing? I can promise you that it is absolutely—

If you have this on your team— that it's absolutely messing up collaboration between team members because who wants to collaborate with that person? Who wants to work with that person? Nobody. Right?

Because they've already been bit by it. They already know how it's going to affect them and absolutely is messing up accountability. Right?

You will find the person who can't take responsibility. You're never going to be able to hold them accountable.

But what does it do to other people if somebody else is thinking, well, you're not holding that person accountable, you can't hold me accountable. I'm just not—

I'm going to do, you know, the minimal amount since that person can get away with it, I'm going to do the minimal amount to get my paycheck as well.

And I'm going to push back on you when you go to hold me accountable because you're definitely not doing anything about that person. So goodness.

The number two issue inside of your business, accountability with communication. You know, lack of high levels of quality communication being number one.

That lack of quality accountability being number two, victim mentality can tank that in a heartbeat. Okay, so what do we do about this? You know, what do we do about fixing this?

Strategies to Lead Through These Tough Conversations

Approaching the Conversation (00:11:54)

One of the things that we need to do is we need to change the way we converse with the victim.

You've probably discovered in the past that it is incredibly difficult to have a reasonable, a reasonable conversation with somebody who is stuck in victim mentality.

So I'm going to give you some things that you can do to have constructive conversations with this team member. The first thing is you must lean in their personality style. You must.

Especially when you're having a tough conversation.

So something you have to understand is that it is not difficult for a person in their personality style to have victim mentality because they're being addressed the wrong way, they're being approached the wrong way, they're being pushed on the wrong way.

So if you are pushing on somebody and it's rubbing their personality style wrong, then what you may receive, you may not have a person who lives in victim mentality, but they sure are going to be in it during that tough conversation.

So start by learning how to lean in their direction. The more that you can do this, the more that you can set them at at ease, the easier you can have a tough conversation with them.

I know it, it sounds like you're having to cater to this person and in some effect you kind of are. But really it's not a matter of catering. You should be leaning in their direction anyways.

What you'll discover is you may get less victim mentality because you've leaned in their direction. So if you can start focusing on that.

If you, by the way, if you've not done DISC profiles for your team or DISC and Values for your team, get it done.

Go to chrislocurto.com, go to the store, get it done. You've got to understand, you've got to have great quality communication. That's your number one issue inside of your business. Get it done.

So then you'll understand what I'm talking about here. About leaning into the D personality, the I, the S, the C. Right?

Lean in those directions when you're having tough conversations that can squelch a lot of the victim mentality because they'll feel like, okay, at least you understand me to some extent.

Next thing, absolutely avoid assumptions. Absolutely avoid accusations. Oh, boy. If you want to put somebody on the defensive, immediately accuse them of something.

I don't know if you've had this leader, but I've had multiples of these leaders in my past.

You know, somebody that comes in, rips my head off for something that was going on, is telling me all the things that I did wrong, I should have done it differently, yada, yada, yada.

And I go, do you want to ask me any questions? You want to ask a freaking question? What are you talking about? I didn't have anything to do with that.

I don't even know what you're talking about. That's not me. You've got the wrong person.

You know, whatever it was, I've, I've had these moments and I'm, there have been times they've been correct, but I've had these moments of somebody coming in and just ripping on me and come to find out they're incredibly wrong.

I've watched leaders do that to people over the years. I hate it my highest. Can't stand it. I think it's just terrible and disgusting. But people do it all the time.

So, listen, if you want me to be defensive, come accuse me of something and be incredibly wrong about it. I will be defensive pretty darn quickly. Right.

Well, for me, I'm probably just going to start asking you a bunch of questions that make it look really stupid that you accused me in the first place.

Because if I haven't done anything and I'm somebody who does take responsibility and you come accuse me that I'm going to have a problem. Why?

Because I am somebody who has integrity. I am somebody who's going to take responsibility when I screw up. So the last thing I want is you come telling me I've done something that I have nothing to do with.

So if you go in and you're assuming things, if you're accusing them of things, even if you're right, you're most likely going to put them on the defensive. Right?

So if we're talking about somebody in victim mentality now you coming and you accuse me and I did it, I'm gonna be like, holy cow, I didn't realize, what are we talking about?

Let's dig in. Let me find out. Crud, I did do that. That is my bad. I take responsibility. Let me fix this thing. So, sorry, let's move on. Right. But that's not what's going to happen with somebody who's stuck in victim mentality.

The moment you come in and accuse, they are doing everything they can to self protect.

They're doing everything they can to blame somebody else, deflect to somebody else, deflect to something else, put it back on you, they're going to go ballistic in the defensiveness.

So no assumptions, no accusations. Instead, here's, well, Chris, if I, if I can't come in and do that, what do I do? Ask a ton of perspective gaining questions.

Ask a ton. It is so easy, if you can remain calm, to just go in and say, hey, let me ask you questions about this. You know, help me to understand this. Help me to understand this.

It is amazing how fast you can diffuse somebody's defensiveness and their victim mentality. When you go in and you ask questions that they have to answer, they're not leading questions.

Help me to understand this thing happened over here. What happened and how did that happen and why did that happen?

And shouldn't, shouldn't it have been this way and why did this do this? And when you get in and you start asking a ton of perspective gathering, you're looking for perspective.

You're trying to understand you're not going in there. Even though you may know the answer already. You're not going in there with the, no, I'm just going to lead them down this path. Nope.

Ask a ton of questions that they have to answer. Then what you will discover is the defensiveness starts to fall apart. I'm not saying they're not going to do it. They're probably still going to push back really hard.

But what they're going to find is, is that when they have to answer the questions, they have to come up with a legitimate answer. Well, you know, Sarah didn't give me that information.

Help me to understand. Did you go to Sarah and ask for the information? Well, no, but she should have just brought it to me. Okay, help me to understand.

Why weren't you proactive when she didn't bring it to you? Well, that's not my responsibility.

Whoa, whoa, whoa, whoa, whoa. I'm sorry. Part of our culture here inside of The Poimen Group is that it is your responsibility to be proactive and go get something instead of waiting on something.

So help me to understand. Why did you not do that? Well, you're right. I should have done that. What you'll find is, is that it starts to break things down.

So don't stop, you know, keep asking question after question after question. The key is keep it on the topic that you're headed towards. Don't let them veer away from it. Right. This is the thing that I need answered over here.

I've got it written down, and many times I'll write things down because I don't want to forget something. So I'll put down the things that bullet points that I want to get to.

And the moment they start to veer off of that, no, I'm sorry. Let's just come back to this here. What I'm asking is, is why didn't you proactively go ask Sarah for the information? That's the thing that I'm looking for.

Well, you know, three days ago, Joe came up. No, no, no. I'm so sorry. We could talk about Joe in a minute. Help me to understand why you didn't proactively go ask Sarah for this information.

Now, some of you out there who are like me, who are High S's, you're probably like, oh, I couldn't handle the conflict of, hey, how is it living with somebody?

How is it living with somebody on your team who's living in victim mentality? It sucks. You're in conflict. Your internal conflict is going ballistic.

So let's start gaining some confidence. And you do it by actually gaining quality perspective. It's so easy to just say, help me to understand.

The more you ask perspective gaining questions, the more you drop the defensiveness or the more they run themselves into their own corner.

Tailoring Your Approach (00:20:21)

Another thing you can do is kind of tailor your approach based on the type of victim mentality.

So if it's somebody who's very self pitying, you know, somebody who's always focused on— on woe is me, then try and focus on empowering the person. Try and focus on the, you know, self efficacy.

You know, how— how can they be more empowered? How can they be more efficient at what they are accomplishing. So if somebody is in that woe is me, then start by, but what, what if you did accomplish that?

You know, when you do that, how do you feel when you accomplish that? And how do you think everybody looks at you when you accomplish that? And when you're a team player, how do you think people receive you?

And I, you know, start focusing on a lot of that positive reinforcement. I am not saying that you need to be worried about their self esteem. Right. You know, I'm a good person, even though I'm doing bad things.

That's not what I'm talking about. Let's help them to get to self worth. Not saying that you're going to do it. I'm saying help them try. Focus on it. What does it look like for them to feel empowered?

Help them to have some self respect. I care about your self worth and your self respect. I don't care about your self esteem. Right. I want you to know that you do have worth and I want you to respect yourself.

So if I can speak positive words into your life and help you, then you may overcome. The woe is me. It's speaking to the woe is me. What is the thing that they're struggling with?

You know, blaming team members. Okay, how. How do you think that caught? Let's work on some empathy.

So if you're saying this, and again, if you've gone through the perspective gathering questions, you've probably got to some information that showed that what they're saying is not as accurate as they want you to believe it is.

So talk about how that feels for somebody else. Talk about how, you know, the expectations that it's putting in your mind. How do you think I experienced that?

What do you think I think when I see you do that now, how do you think I experience you? When you take responsibility, when you take responsibility, I'm proud of you.

When you are proactive and you go after this type of information, I'm proud of you. You're doing a great job. You're doing what we expect of you. You're doing what fits into this culture.

Focus on some of the empowerment. Focus on the self efficacy. Hey, instead of waiting on anybody, never wait. Now, hopefully, Sarah is going to do her job and get you the information.

But for the love, go after it. Now. Don't bug the crap out of her. If, you know, we've only given her five minutes to give you the information, but in a reasonable amount of time, if you don't have that information, go get it.

Go ask her? What's holding her up? Ask her if you can help. Is there anything you can do to get the information to you so that you can go on and do your thing?

How do you think I'm going to see you when you're taking those proactive steps to get what you need to do your job?

So again, focus on with the self pitying victim, the things that empower them, the things that help them to become more efficient for themselves.

What about the defensive types? You've got to emphasize heavily accountability and clear expectations.

You know, the person that's going to get defensive. If you have put clear expectations in place, then you get to hold them accountable to those pieces.

I know it sounds like nothing but more tough conversations, but here's the great thing. You don't have to do it in a tough conversation. Hey, help me to understand.

Did we talk through what this should look like? No, we didn't. Okay, let me go back to, you know, April 4. Here's the email where we talk through what this should look like.

Help me to understand, why didn't that get done that way? Oh, you're right. I guess I forgot. I guess. Whatever. Okay, so let's work on this.

Okay. Because somehow what, what I'm seeing is it appears as though this discussion that we had is not that important.

Is it? Is it important? Was it important? Well, of course it was. Okay, then how do we get you to a place of, you know, taking responsibility for that communication?

How do we get to a place where, you know that I'm going to come ask you about that? And so you're just focused on being proactive and solving the problems, right?

That I need to have that accountability. And here's the reason why. It's cause I trust you. I have you in this place. I hired you or somebody hired you or whatever.

You're in this role, and I trust that you can accomplish this. So part of trust is the accountability piece that I know that. That way I can know that it's getting done and it's getting done well.

So those are some things that you can do that you adjust your approach as you're working with the person with victim mentality, you might just be blown away that it actually works.

It helps. Now, there's going to be extreme cases. Some are going to be tougher than others. Don't expect it to work within the first 30 seconds.

Expect that this is something that you have to practice over and over and over again. At the bare minimum.

At the bare minimum, if you're holding somebody accountable and they continue to fail, then you have reasons to start working on a work process.

Process that's moving in the direction of firing that person. Right. So do your due diligence in the accountability aspect to help them to see what they're doing or doing wrong.

Doing right or doing wrong or whatever. You know, I'm not. I would love it if you could just come out and say, hey, you've got victim mentality. Could you just fix that for me, please? That's not going to go over very well.

So focus on those things. And at the bare minimum, if this is a person who can't change, then you have all of the accountability pieces you've put in place that allows you to go, I'm sorry, you don't get to work here anymore.

We don't need this on our team.

Strategies for Ongoing Support and Leadership (00:26:45)

Folks, if you've been listening to me for any length of time, then you know the number one issue when it comes to business, when it comes to family, when it comes to friendships, is having a lack of high quality communication to make sure that you are absolutely winning in every aspect of your life.

It all starts with having great communication.

The best way to get that communication is to understand your personality style and to understand the personality style of the folks that you're spending the most time with, whether it be at work, whether it be at home.

The best way to do that is to go to chrislocurto.com/store and get your personality profile and personality profiles for your team today. Get it for your family members today.

As you go through that profile, you will begin to see the greatest ways to communicate. Go to chrislocurto.com/store today.

So what do we do about giving ongoing support and leadership? One of the things you can do is implement the continuous feedback. You know, the continuous support mechanisms.

Make sure that you're checking in on a regular basis. Make sure that you're having discussions. If it is somebody that you are able to get to a discussion about, you know, victim mentality, then great, that's something you can address.

Hey, I wanted to talk to you, see how you're doing with this yada, yada, yada.

But at the bare minimum, if it's somebody who's struggling, you know, if you're able to get to the point where they see that they're struggling with accountability, then that's the thing that you're checking in on.

Hey, I wanted to talk to you about this. See where you are with this.

You know, if it's about the empowerment piece, if it's about being proactive, whatever it is, that gives you the ability to check in and say, hey, want to see where you are on this? Right.

So regularly checking in, you know, and, you know, reviewing their progress, that helps them to see that they're improving. They can see that they've done better.

I've had folks in the past where, especially on that piece of go get the information, don't wait. I've had folks in the past that have real, that was a freeing thing for them, that they realized they could go and do that.

And after three, four months, they were coming to me with information and going, so I've got this. You told me I could go get this, so I got the information, so I'm moving forward on this.

Next thing you know, I mean, it's changed the way they look at their job. It changed the way that they look at being a victim in that situation.

Another thing is make sure that you're providing resources, if possible, for personal development for, you know, resilience training. And I know that that's a tough one.

Where do you find this kind of stuff? You know, you, you can, you can always offer to put them with a professional coach if possible, if that's an option.

There's plenty of great resources in the form of books talking about resilience. I think, especially when you look at anybody who's discussing trauma, especially in children, what does it look like to build resilience?

That's a very important thing for somebody who's been through traumatic situations, and I didn't touch on that, but it's also possible I did share that some people have victim mentality because they've been victims to situations.

And then a large number of people have created this victim mentality. The folks that have been through difficult situations, they may have been very traumatic, and they just believe that they are going to be a victim again.

And so sometimes, no matter how much you try, if somebody's been a legitimate victim to a legitimate situation, then it's possible that they're waiting to experience some level of victimhood again.

So if you can help them by getting them, you know, some level of coaching or resilience training, then it could be the thing that helps them to kind of step out of that.

Promoting a Culture of Responsibility and Growth (00:30:43)

Lastly, I want you to encourage a culture of responsibility and growth. You cannot stop pushing in your culture.

We must be responsible. We've got to be responsible for the things, things we screw up.

We've got to be responsible for how we approach clients. We got to be responsible for how we deal with vendors, and absolutely, we have to be responsible with how we respond to the internal client, the team member inside. Right.

Vitally important. But on top of that, we have to have a culture of growth. So there's nothing wrong with you discussing what growth looks like with your team.

You don't have to point out a specific individual. You don't have to call somebody out or throw them under the bus. What you could do instead is be teaching on what growth looks like and using types of situations.

You know, talking about, you know, if—if something failed and, and somebody is blame shifting or somebody's throwing other people under the bus, talk about what growth looks like for that situation so that it doesn't feel like you're calling an individual out, but instead you're teaching on how to respond.

So if you're focusing on creating this culture of responsibility and growth, then it becomes self policing.

What do I mean by that? Team members will start to see if it's a part of our culture, then they will start to call it out in other folks.

Now, again, if somebody stuck in victim mentality, this could perpetuate victim mentality.

But what it can do is it can be less of a pressure on somebody that it's not coming from a leader, it's coming from a team member saying, hey, you know, this is something.

Remember, in our culture, this is something we take responsibility for. If we mess something up or if we fail at something, this is what we do.

You know, in our, our business, we've got a five step solution of solving problems that solves 98% of problems, which is what happened, how did it happen?

Why did it happen, and what do we do to fix it, and how do we make sure it never happens again?

So if somebody is struggling in something, then anybody on the team could go, hey, what's our process? Oh, that's right. And then it helps that individual grow instead of being a victim.

Another thing you can do inside of your culture is really be teaching, you know, setting clear expectations, setting clear goals, setting achievable goals.

But it's not just enough to set those goals. We need to have accountability to the goals, and then we need to celebrate the success when we get there, when we have accomplished it.

Great. Celebrate, do something about it. Right? But we need to be a team. We need to be a culture who sets clear goals, clear expectations, even if it's just one team member to another.

If I— If I needed information from you, help me to know when I can expect I'm going to get that information right. When I have that expectation, then I don't have to feel bad about being proactive of in coming back to you.

Hey, you said you're going to get that to me a couple hours ago. I really need that. What can I do to help you to get that information, whatever it is, right?

If that's the culture, then what you know, what you know will happen is when somebody hasn't done that multiple times, they're going to realize this person always comes to me if I don't get this done on time, so I better get it done on time, I better solve this, or I better set better clear expectations.

If I can't get it done on time and I've got to do something else. As you do this, as you celebrate, make sure that you're also celebrating when team members are solving problems.

Make sure that you're celebrating when team members are being proactive. Call it out, recognize it, notice it. Great job on doing that. Great job on making that happen. Great job on solving that problem. Great job.

You know, for our culture, instead of solving people's problems, we ask some questions. How would you solve this? What do you think could be done?

And if they don't have the correct answer according to what we think, then we ask other questions to try and get them there so that it becomes a culture of problem solvers.

Super important. The more you do that, the more the team will value accountability, and the more the team will value proactive problem solving.

Conclusion (00:35:13)

So here's what I want you to do. I want you to also check out these episodes that we have done on self sabotage: 495, which is lies victims tell themselves.

So, on this, we talk about these untruths or these lies that we tell ourselves and usually manifest in two distinct ways, encouraging us to act as innocent victims or evil villains. Acting out in either way can be incredibly unhealthy.

So go back and listen to 495 lies victim tells themselves. Super powerful episode, also 276, what makes us powerless and how to stop victim mentality.

In this episode, we dive into what makes us feel powerless and the broad characteristics of victim mentality and how to stop victim mentality.

So leading someone with a victim mindset requires patience, it requires understanding, and it definitely requires a strategic approach.

So by recognizing the signs, addressing the behavior and empathy, and fostering a culture of accountability, you can absolutely transform and challenge your team in dynamic ways and dynamic growth and dynamic resilience as well.

Right. So stay tuned for more insights on leadership and team management. And remember, effective leadership begins with understanding and action.

Well, folks, hopefully this has been helpful for you today. If it has, I'm asking you to do me a favor. Go leave us a comment. Go give us five stars.

If you are up for that, help us to reach more people. That is our goal. We want to touch as many lives as we possibly can and help as many people as we can.

So in the meantime, take all this information, change your leadership, change your business, change your life, and join us on the next episode.