Bullying
in professional settings is a problem most managers would rather not have to
face. Sadly, however, it is quite prevalent. At some point in your career, you
will almost certainly come across a workplace bully, a subordinate who claims
to have been harried by an employer or supervisor, or a person who is either
directly or indirectly affected by workplace bullying.
Tormentors
of all ages tend to share some common characteristics. One is a propensity to
target individuals whom the bully considers weaker or less fortunate than
h/erself. Another is the compensatory impulse: compulsive browbeaters often
suffer from insecurity and a lack of self-esteem, which they try to repress by
taking out their frustrations on others—especially those not in a position to
defend themselves.
Recently,
a team manager told me that a worker at her institution had complained to her
about bullying by a superior. While the manager said she believed the
allegations were true, she also worried that the problem would be challenging
to resolve. Confronting someone over the kind of misbehaviour that most people
associate with grade school can be awkward, and requires considerable courage
on the part of an organizational leader.
While
there are no magic-bullet fixes, the following pointers may help:
Trust your intuition.
Adults
who have been targeted by bullies are generally reluctant to admit to
themselves that bullying has truly taken place. This is partly because the line
between innocent teasing and bullying is ambiguous—and from an employee’s point
of view, there are strong disincentives against reporting undesirable behaviour
by superiors or co-workers. What if your boss sides with the bully? What if
it’s your word against h/ers? In particular, young employees are usually loath
to upset the apple cart, lest they risk compromising their budding careers.
The
first prerequisite for solving any problem is to acknowledge that it exists.
This holds true both for people subjected to bullying, and managers of business
environments in which bullying happens. If you suspect that bullying is a
problem in your workplace...it probably is.
Leaders: stop malicious rumours.
Bullying
among adults tends to be more subtle and insidious than bullying among children
or teens, since many adult bullies aim to maintain plausible deniability. One
of the common forms that adult bullying takes is the malicious rumour. As a
leader, you have both a responsibility and a great deal of power when it comes
to stopping mean-spirited gossip in your organization. Make it plain to
everyone that there is no place for behind-the-back innuendo in the
professional atmosphere you hope to foster.
Keep records.
If
you are a target of bullying, take note of the micro-aggressions. These may
include untoward e-mails, social media comments, memos, or text messages. Carry
a notepad and pen at all times (discreetly), or record information on your
smartphone. If you find yourself in a situation in which another individual or
group tries to belittle you, take a moment to write down the name of the
perpetrator(s), the nature of the maltreatment, and any witnesses. Written
records and witness testimony will prove beneficial if the need to file an
official complaint arises.
Establish an anti-bullying policy for your organization.
First,
all members of your organization must have a basic understanding of what
constitutes appropriate and inappropriate behaviour in the workplace. This may
require you to set some ground rules.
A
well formulated anti-bullying policy should outline a coherent process for
dealing with the issue. In particular, there must be a clear and consistent
definition of bullying—including abusive language, shouting, unfair or
unwarranted criticism, and deliberate ostracism of an individual. Further,
employees and other potential targets of bullies must know how and where to
submit complaints, and feel confident that they will face no recriminations for doing so in good faith. This may require
anonymity.
Finally,
there must be consequences for perpetrators, including disciplinary action and,
in serious or repeat-offender cases, suspension or dismissal. If those who have
been bullied believe their tormentor will face no real repercussions, or that
their complaint won’t be taken seriously, they may abstain from the process, or
even resign from their position.
Although
it may be a challenge to confront workplace bullying, it is crucial to do so
promptly, professionally, and effectively.
