What are the opening hours?

Monday 9am - 5pm Tuesday 9am - 5pm Wednesday 9am - 5pm Thursday 9am - 5pm Friday 9am - 5pm

http://www.phideliajohnson.com/

Redefined HR Consultancy, 294 Applegarth Road, Monroe Township, Middlesex County, NJ (2026)

10/14/2026

📢 “Sometimes you can’t leave.
There comes a moment—quiet but searing—when you realize: This isn’t just a difficult coworker. This is psychological abuse.

So what now? For many people, awareness doesn’t bring instant escape.

You still need the paycheck. You need health insurance. You need the experience to stay relevant, desirable, or competitive in your field. You might need stability—for your family, your mental health, your future.

Changing jobs isn’t always an option. That’s a privilege. And for those of us navigating psychological abuse at work, survival often looks like staying put—at least for now—while managing the fallout internally.

That doesn’t mean you’re stuck. It means you’re strategizing to survive.

Navigating Abuse Is a Game of Survival.

My biggest tip? Don’t play their game.

Psychological abusers—and especially those with narcissistic personality traits—are fueled by engagement. They want the reaction. They want the emotional spike. They want to push you out of your calm so they can feel in control.

The key is not silence. The key is responding without engaging.
Let’s look at what that actually means, layer by layer:

1 How to respond without engaging—without fueling the abuse (yes, it’s possible).

2 How to stay professional and protected—even in a toxic environment.

3 How to honor your integrity without abandoning yourself.
And I’ll be honest: that third one is the hardest.

Because every strategy you use to stay safe can start to chip away at your sense of self—but there are ways to do this.

Layer 1: Responding Without Engaging

Psychological abusers thrive on your reaction. Whether it’s defensiveness, anger, tears, or a desperate attempt to explain yourself—they want it. Your emotional response tells them they still have power over you. It becomes part of the game.
You can respond without giving them what they want. The key is non-engagement language—short, clear statements that set a boundary, reflect back the behavior, or simply shut down the dynamic without getting pulled into the ring.

These phrases are calm. They’re deliberate. They don’t invite debate. They don’t match the tone. And that’s exactly why they work.
I’ve also included some Firecracker Phrases—short, emotionally neutral responses that deliver an unexpected pop in a psychologically manipulative interaction. They are calm and contained, but when they land, they shift the dynamic instantly—because they refuse to play the abuser’s game.

Firecracker Phrases are powerful—but they should be used with intention and clarity. They’re not for retaliation. And they’re not for every situation. Used well, they create space. Used impulsively, they can trigger backlash. So before you use one, ask yourself: Am I responding to protect my peace—or to prove a point?

When someone is passive-aggressive or condescending:
“Let’s stay focused on the actual issue.”

“Please clarify what you meant by that.”

Firecracker Phrase: “Interesting.” (Best delivered in a flat, slow, tone with no elaboration. It's a one-word power move that signals you heard them, but won’t reward the comment. A verbal version of “I saw what you did there, and I’m still not playing your game”.)

When someone tries to provoke or bait you:

“I hear you.” (And then move on. That’s it. No elaboration.)
“I don’t believe that comment warrants a response.”
“Noted.”

Firecracker Phrase: “Hmm.” Simply respond with steady eye-contact, a nonverbal head-nod, no words.

When someone gaslights or rewrites history:

“That’s not how I remember it.”
“We experienced that differently.”
“My notes reflect something different.”

Firecracker Phrase: “That’s one way to look at it.”

Layer 2: How to Protect Yourself Without Jeopardizing Your Job
It’s one thing to know someone’s behavior is abusive. It’s another to figure out how to respond when your paycheck, health insurance, references, and professional reputation are on the line.” 📖 Read more….

📌

| toswitchjobsagainbutnoteveryonehasthatluxury

📬

Wage growth is looking better for job switchers than job stayers, but quits rates indicate confidence to make a move is low.

10/13/2026

📢 “There is a difference between enjoying your youth and destroying your future, and most people don’t see it until they are well past it.

I think about that difference often, as an executive evaluating young leaders and as a father and mentor to founders who are just starting out. The boundary it describes is hard to see, and most people don’t notice it until they are well past it. On one side is everything your twenties are for: freedom, energy and experimentation. On the other is the slow erosion of the foundation that long-term success is built on.

Key Takeaways

Careers rarely split on one big decision. They split on small daily choices that compound over 20 years.

Before any significant decision about your time, health or money, ask whether your future self will thank you or pay for it.” 📖 Read more….

📌

# UnderstandingWorkplaceBullyingThroughACriminologistIsLens

📬

https://www.entrepreneur.com/building-a-business/the-simple-test-to-use-early-in-your-career-that-pays-off-for-decades?fbclid=IwZnRzaAU6b_dleHRuA2FlbQIxMQBwZG9mAWZkaWQWUQMaOMWi-XxIQmrfOlHZmVf81c6cfHNydGMGYXBwX2lkCjY2Mjg1NjgzNzkAAR5gwqGU-sbaC_EdrJHQzKuNrLhzWx4pgAaj97IYJ_2sCzAyd_i91tNBrqu-Tw_aem_0Lnwn56LH6slauM4K0KPLA

Before any big decision, ask: Will my future self thank me for this, or pay for it?

10/12/2026

📢 “When we talk about a trusting team or trusting partners I think very often we forget that trust is not an instruction. Trust is a feeling.

You cannot tell someone to trust you. No leader can just tell their company trust me. It doesn't work that way. Trust is a feeling. It's a biological feeling that comes from the environment we're in. When we feel safe in our own environment, when we feel that our leaders care about us as human beings and want to see us grow and build our confidence in our skills, when we feel safe in our own companies, trust emerges. It's what happens.

When we do not feel save in our own companies, when we feel that our leaders would soon as sacrifice us to save numbers rather than sacrifice numbers to save us the human response to those conditions is cynicism, paranoia, mistrust and self-interest. And so if we want to build trusting teams we have to create environments.

Leaders have to set an environment in which the people feel safe amongst themselves and from us.
There's much discussion about this concept of vulnerability at work.

We have to be vulnerable we're told. That doesn't mean walking around crying. What vulnerability means is saying things like I don't know what I'm doing. It means like you put me in a job and I don't know how to do that job. It means raising your hand and saying I made a mistake. These put us in a vulnerable position, especially in a work world in which layoffs are used so casually that I feel like I'm on a short list. And so we would rather not express any sense of weakness whether it's fear or doubt or mistakes that we've made or lack of skills. We just keep it to ourselves and too many of us spend our days lying, hiding, and faking. The irony is that our attempt to present ourselves as strong every day means the company itself will get weak. Because if no one is admitting mistakes, those mistakes will compound. If people are doing jobs that they don't know how to do and they're lying, hiding, and faking that means the output will be weak. The irony is that when people hide their fallibility, their humanity it actually makes the company weak. But when we create environments in which people feel safe enough to say to their boss I need help or I don't know what I'm doing or I made a mistake. The amazing thing is that actually makes the organization stronger.

So the question is how do we if we do not work in an environment that offers us that safe circle where we can express ourselves thusly then the question is what are we supposed to do? Well, it's kind of like any human relationship. You don't start on the first date telling them all of your fears and anxieties and insecurities. That would be madness, right. You get to know somebody first. And then as you get to know them you take a little risk and you share something small. And you see if they listen and they make you feel understood and they make you feel heard. Or if they make you feel stupid or small.

And if it feels safe you take another little risk and another little risk and they take a risk. If you're the only one doing it doesn't work either.

And this little sort of dance commences and at some point, I'm not sure exactly when, you find yourself completely comfortable being completely raw and completely yourself with this other human being who feels the same way as you do. And that's the same thing that we can do at work which is we find those few people and we take little risks and you say things like I'm not sure, are you? And they go No, not really. And you just express weakness to each other. It's wonderful. And you'll help each other and that's the point. It's about relationships. It's not about me finding strength. It's about us expressing our fallibility and our humanity together and together we will help each other. And together we will do whatever needs to be done because we are better together.” 📖 Read more….

📌

# UnderstandingWorkplaceBullyingThroughACriminologistIsLens

📬

In the office, vulnerability is the opposite of weakness.

10/09/2026

📢 “When we talk about workplace abuse, most people picture an aggressive outburst — yelling, insults, maybe even physical intimidation. But the reality, according to Dr. Hannah Scott, is far more complex and far more covert.

Dr. Scott’s expertise in community safety has earned her roles in both national and international initiatives — but lately, her focus has turned to something much closer to home: the everyday harm of workplace bullying.

The Hidden Tactics of Abuse

In her research, Dr. Scott explores how workplace bullying mirrors patterns seen in other forms of coercive control. These patterns are not one-time explosions but daily, cumulative tactics that quietly break people down.

Intimidation

Bullying often begins with subtle acts: a glare across the room, a slammed file after a meeting, a cryptic word that only the target understands. These are deliberate signals — invisible to everyone else — designed to create fear and compliance.

Emotional abuse

Targets describe the experience as “crazy-making.” A boss who alternates between charm and cruelty keeps employees constantly off balance. Over time, that unpredictability breeds exhaustion, self-doubt, and even physical symptoms like headaches and nausea.

Isolation

Exclusion is one of the most effective tools of control. Maybe you’re “accidentally” left out of team dinners. Maybe you never get the memo about key meetings.

Maybe others receive information you need to succeed. Isolation erodes belonging — and makes people easier to manipulate.

Minimizing, denying, and blaming

When workers speak up, they’re often told they’re “too sensitive” or “always complaining.” Nurses who question unsafe practices may be reassigned to the most abusive patients, only to be told they’re not cut out for the job. Denial and blame become a way to silence legitimate concern.

Mobbing

One of the most insidious patterns Dr. Scott identifies is mobbing — when bullies weaponize co-workers against a target. Often, the others don’t realize they’ve been pulled in.

Management avoids responsibility by letting peers do the dirty work, signaling this behavior is acceptable.

Privilege and economic control

Power lets bullies shape working conditions. They may demand personal errands outside the job description, impose impossible deadlines, or withhold pay until vague expectations are met. In smaller communities or niche industries, where job options are limited, these threats become especially coercive.

Coercion and threats

Sometimes the abuse is loud and public — being yelled at in front of others, humiliated in group emails, or endlessly nitpicked through formal “performance feedback.” The goal is to create fear and show everyone else what happens to dissenters.

The Real Motivation: Power and Control

Targets often try to manage their bully — to anticipate moods, to stay on their good side, to work twice as hard. But Dr. Scott says none of these tactics change the dynamic because bullying isn’t about misunderstanding or performance.

It’s about dominance.

One worker told her about saying “good morning” to their boss every day and being ignored — until one morning, in front of another employee, the boss finally replied. That tiny gesture gave the worker hope things were improving, until they realized it was all about appearances. The boss said hello only when someone else was watching.

That flicker of hope, Dr. Scott explains, is part of the manipulation. Abusers like to control not just the target but also how they appear to everyone else.

Why Victims Don’t “Just Leave”

People often ask, why not quit?

The same question gets asked of people in abusive relationships — and the answer is the same: it’s not that easy.

Financial dependence, fear of retaliation, loss of confidence, or the absence of better options can trap people. In some workplaces, the bully is the company owner, leaving no path for recourse. Even collective resistance can be hard when everyone depends on a paycheck.

Dr. Scott notes that group action — when employees unite and name the abuser together — can be effective, but it’s rare and risky.

Most people just try to survive.

When Bullying Becomes the Culture

Dr. Scott’s research shows that in some environments, bullying is built into the system. “If you have to claw your way to the top,” she says, “you’re in a company that likely rewards stepping on people.”
Aggressive managers are often promoted for getting short-term results, while those who challenge them are labeled difficult. Over time, bullies mentor other bullies, and the cycle repeats. The cycle is especially common in hierarchical, high-pressure fields like medicine, law, and education — places where perfection is expected, gratitude is scarce, and mistakes are punished harshly.” 📖 Read more….

📌

📬

Based on a talk by Dr. Hannah Scott, Professor of Criminology at Ontario Tech University

10/08/2026

📢 “Randstad USA, a provider of HR, legal staffing, and recruitment services, recently conducted an employee engagement survey that reveals more bad news about the state of the American workplace (with some findings that you just can’t help but laugh at).

According to the Society for Human Resource Management, which reported on the Randstad study, unhappy workers admitted that while on the job they:

• Drank alcohol (5 percent)
• Took naps (15 percent)
• Checked or posted on social media (60 percent)
• Shopped online (55 percent)
• Played pranks on co-workers (40 percent)
• Watched Netflix (11 percent)

Before you cast employees in a judgmental light and say they’re strictly to blame for their unhappiness, let me be clear:

These results are part of a trend of burnout and job dissatisfaction — common human reactions to stressful environments — and managers, not employees, are primarily to blame.

Who Are Your Managers?

One Gallup study of 7,272 U.S. adults found that 50 percent of employees left their job “to get away from their manager to improve their overall life at some point in their career.”
Refreshed leadership advice from CEO Stephanie Mehta

Lean Teams Can Drive More Profitable Growth
Gallup CEO Jim Clifton once summarized in a succinct sentence the bottom line of why your company’s employee turnover may be high. He said:

The single biggest decision you make in your job — bigger than all the rest — is whom you name manager. When you name the wrong person manager, nothing fixes that bad decision. Not compensation, not benefits — nothing.

Over the years, I have observed firsthand many counterproductive behaviors in middle and upper management. Eight traits I have recognized as toxic really stand out.” 📖 Read more….

📌

📬

One study finds that 50 percent of employees leave their job to get away from their manager.

10/07/2026

📢 “More than six years after the COVID-19 pandemic began, over 1 in 5 of the U.S. workers who can work remotely do so either full-time or at least one day per week.

Even though a new normal has set in, no single approach has worked for all employees. And the debate over the benefits and drawbacks of remote work continues.

To understand which factors drove the long-term shift to remote and hybrid work after the pandemic subsided, and to learn more about the pandemic’s broader effects on research firms, I teamed up with my Babson College colleagues, Gina O’Connor and Jonathan Sims.

We found that the process for deciding where employees should work matters as much as the decision itself.

Facing the same challenge

In early 2020, the research and development units of four global companies were conducting similar technical and scientific work. They all had access to the same communication technologies when COVID-19 upended everyone’s routine.

In keeping with social science research methods, we agreed to not name any of these companies. As we learned through a series of interviews with senior leaders, project team leaders, and team members from 2021 to 2023, all four companies told most of their employees to work from home in March 2020.

What unfolded over the next three years in terms of how they arranged how and where employees would work as waves of COVID-19 came and went – remote, on-site or hybrid – differed in terms of the time it took them to arrive at stable work arrangements and the degree to which workers agreed with them.

Other research into how likely an employer is to allow remote and hybrid work arrangements after the pandemic has focused on executives’ traits, such as their age and personalities. But we’ve found that these choices regarding where employees work can have more to do with an employer’s organizational culture: the set of assumptions, beliefs and norms that shape how people who work together make decisions and interact with each other.

Attaining stable work arrangements

A Stanford University research team found in another study published in 2026 that the average percentage of paid full days worked from home shot from 7% shortly before the pandemic began to more than 60% soon after it started; the share of days spent working remotely then declined over the next two years to roughly 30%.

We noticed significant variations from this pattern among the four companies we studied.

For most scientists and technicians, fully remote work lasted between a few weeks and a few months. For the four companies we studied, it took 3-15 months to establish new stable work arrangements, sometimes with multiple workplace policy changes along the way.

Second, managers and employees understood, agreed with, and accepted new work arrangements to very different degrees.

By early 2023, middle managers and workers at two of the four employers broadly accepted their companies’ work-from-home policies. At one of the other two, workers generally accepted it; at the other one, employees rejected the policies and were finding workarounds to policies they disagreed with.” 📖 Read more….

📌

📬

https://m.facebook.com/story.php?story_fbid=1514213724058634&id=100064100615149

Whether work happens on-site, remotely or somewhere in between often depends on an employer’s organizational culture.

A business professor explores how employers can make smart decisions about remote work before the next crisis strikes:
https://theconversation.com/how-employers-can-make-good-decisions-about-remote-work-before-the-next-crisis-strikes-282671

10/06/2026

📢 “For all the talk about generational differences at work, some of the biggest differences show up in surprisingly ordinary moments. For all the talk about generational differences at work, some of the biggest differences show up in surprisingly ordinary moments.

Take being late for work. A Gen Z employee in her 20s I spoke with works at a small, locally owned café and restaurant run by an older Gen X owner. When she realized she was going to be late one day, she texted him. He was frustrated. To him, being late was serious enough to warrant a phone call, and a text felt too casual and impersonal.

She saw the exact same interaction very differently.

“He’s super busy, so I felt a call was going to take up too much time,” she told me. “So I texted. I thought it was more considerate.”

Both thought they understood what respectful workplace communication looked like. They just had completely different definitions of it.

I study workplace culture and communication, and I see this type of misunderstanding as increasingly common in multigenerational workplaces. And this is becoming more pronounced as Gen Z moves further into the workforce. The oldest members of Gen Z are now approaching 30, while the youngest are in college and high school.” 📖 Read more….

📌

📬

https://m.facebook.com/story.php?story_fbid=1527176986095641&id=100064100615149

A Gen Z employee texts her boss she's running late to respect his time. He's frustrated because a phone call would have shown she understood the seriousness. Both thought they were being respectful.

A guide to multigenerational workplaces ⬇️ Shared in Fortune
https://fortune.com/2026/09/28/gen-z-workplace-communication-rules/

10/05/2026

📢 “Back in 2017, I was confronted by a group of fellow business owners. We belonged to a peer group that met every month to help each other work through the challenges of running companies.

But this meeting was different. It was an intervention of sorts. They confronted me about being a workaholic, and they were right. My entire identity was wrapped up in being a successful businessperson.

But my personal life was far from successful. I had let my health deteriorate. I had missed too many family moments. I was burned out from constant travel. And I had convinced myself that this was simply the price of being an entrepreneur. It wasn’t.

After that intervention, I began taking a more balanced approach to life. I started CrossFit, which I still do today. I took more vacation time with my family. I began delegating responsibilities instead of just tasks. I stepped out of the limelight and let others run the company. Eventually, I resigned as president of my company and appointed an all-star leader in my place.

My life has been much better since then. And ironically, I’ve become even more successful at starting, scaling and exiting companies. The difference is that I now operate more like a coach to leaders than the person managing every detail of every company.

Here are five ways I learned to survive the toll of entrepreneurial life.

1. Delegate responsibilities, not just tasks

Entrepreneurs don’t have 9-to-5 jobs. Too many times, I’ve been awake at 3 a.m., worrying about problems inside the company. But I eventually learned that delegating tasks isn’t enough. If you delegate only tasks, you’re still carrying the mental weight. You’re still the person responsible for every outcome.

The real shift happens when you delegate responsibilities. When you put the right leaders in place and give them true ownership, you stop being the bottleneck and stop carrying every problem in your head. Today, I don’t worry about certain areas of the company because I know strong leaders own them.

And yes, I sleep through the night.
2. The real shift happens when you delegate responsibilities (https://www.entrepreneur.com/growing-a-business/how-to-delegate-effectively-and-unlock-your-businesss-full/487989). When you put the right leaders in place and give them true ownership, you stop being the bottleneck and stop carrying every problem in your head. Today, I don’t worry about certain areas of the company because I know strong leaders own them.

And yes, I sleep through the night.

2. Create a daily routine to shift from work mode to home mode

My wife used to tell me, “Stop barking orders at me when you come home.” She was right.
I have a very clipped, direct communication style. In business, that can be useful. I move fast, make decisions quickly and give direct feedback. But when I brought that same style home, it didn’t work. My family didn’t need a CEO walking through the door. They needed a husband and a father.

So I created a routine to help me transition from work mode to home mode. Mine starts with a session in the hot tub, followed by changing into comfortable clothes. A friend of mine changes into a different pair of shoes when he gets home. It doesn’t have to be a big thing. It just needs to signal to your brain and body that the workday is over. Trust me, it’s better than relying on alcohol or other unhealthy habits to wind down.

Key Takeaways

• Delegate real responsibility, not just tasks, and create a daily routine that helps you leave work mode behind when you get home.

• Separate your identity from your company, lean on people who will tell you the truth and use clear milestones to turn big risks into manageable decisions.” 📖 Read more….

📌

📬

https://www.entrepreneur.com/starting-a-business/my-peers-confronted-me-about-being-a-workaholic-these-5/505407

Seven hard-earned lessons can help entrepreneurs manage burnout, protect their identity and finances, build stronger support systems and create a successful life beyond the business.

10/02/2026

📢 “You need to work on your executive presence.” It’s the kind of feedback that sounds important and frustratingly vague.

Maybe it appeared in your annual review. Maybe a mentor or manager has said it more than once. You understand that executive presence can shape how others perceive your leadership. But knowing you need more of it is one thing. Knowing what to actually do differently on Monday morning is another.

Even the people giving that feedback sometimes struggle to explain it. When someone sends a colleague to me for coaching, I ask what they mean by executive presence. “You know, you’re the coach,” they’ll say. Yes, I have an idea, but it would be helpful to hear what they think is missing.

Executive presence needs a better definition.

I’ve heard Adam Grant and Brené Brown criticize the term, and their conversations complement some of my own reservations.

“Executive presence” is vague and is measured subjectively. Sometimes it can come across as coded feedback for “you’ll never fit in.” Some people reject executive presence because it brings up outdated images of a man in a blue pinstripe suit behind a podium, bellowing orders.

No thank you. That’s so passé.

“Executive” also sounds limiting if you’re a health care leader, an entrepreneur, a lawyer, or anyone outside of the traditional corporate context. I prefer the term leadership presence, which I define as “communicating with confidence and credibility so you can make an impact.” Period.” 📖 Read more….

📌

📬

https://www.inc.com/andrea-wojnicki/told-you-need-more-executive-presence-confidence-is-what-to-work-on-instead/91412448?utm_campaign=freeform&utm_medium=social&utm_source=facebook&fbclid=IwZnRzaAUr6cdleHRuA2FlbQIxMQBwZG9mAWZkaWQWUPiFzJEKK5J4uTQqO62EyoYrvbPSjnNydGMGYXBwX2lkCjY2Mjg1NjgzNzkAAR6AUGrhfZouM7RW35nF5NEy55IGEBT1oEzLygcmNdE86rzrxEPR7hG3wnf6Ug_aem_nt7Msif9zkKZLOCOqO1NGQ

Building communication skills, confidence, and credibility can strengthen your leadership presence and help you make a greater impact.

Redefined HR Consultancy

10/14/2026

10/13/2026

10/12/2026

10/09/2026

10/08/2026

10/07/2026

10/06/2026

10/05/2026

10/02/2026

Address

Opening Hours

Telephone

Website

Alerts

Contact The Business

Shortcuts

Share

Category

Listing takedown request

Monday	9am - 5pm
Tuesday	9am - 5pm
Wednesday	9am - 5pm
Thursday	9am - 5pm
Friday	9am - 5pm