I just finished reading a letter to the editor of our local newspaper complaining about workplace bullies. The writer was of the opinion that managers should quietly pull employees aside and ask them if there are any problems with bullies. The implied assumptions are first, that the employees would readily admit if they were being bullied and second that the manager would then spring into action and deal sternly with the bully.
Ours is an era of zero tolerance of abuse – signs posted in many businesses and workplaces inform customers and employees alike that raised voices or other disrespectful behaviour will result in quick action by management. Companies across the country have spent millions of dollars and thousands of hours educating employees, including managers, on how to identify, investigate and respond to alleged abusive behaviour. Of course, bullying is but one form of workplace abuse. So, why, despite best efforts to eradicate it, does bullying persist in many workplaces?
No doubt, managers bear a significant responsibility to create policies and practices which discourage all forms of abusive behaviour. Walking the talk is also essential. A policy that forbids bullying must be reinforced with consequences (usually disciplinary action for employees and termination of service for abusive customers) if it is to deter future bad behavior. Unfortunately, some managers are reluctant or lack the skill to firmly and quickly address abusive behaviour when it occurs.
Although bullying is engaged in by only a tiny percentage of employees, one workplace bully can negatively impact entire teams or whole worksites. Co-workers experience the brunt of a bully’s behaviour long before even the most astute managers become aware there is a problem. When bullying occurs among co-workers who are essentially equals, it involves the abuse of personal power, making it different than other forms of abuse involving managers or people who have formal authority or positional power in a company.
“We teach people how to treat us” applies to all situations involving workplace bullying. Arguably, when being bullied by a co-worker, employees are as responsible as managers, to take a stand. In part, bullying persists because employees fail to respond assertively, essentially tolerating or condoning the abusive behaviour. Employees feel powerless and therefore may relinquish their power in abusive situations. The apt phrase, “You must lie down to be a doormat” provides wise counsel in these situations.
Even the commonly advocated advice of “just walk away” may communicate acceptance. A better response may be filing a formal or informal complaint with company managers. As a group, co-workers may forthrightly challenge the bully, informing him or her that their behaviour will not be tolerated. With some courage and practice, individuals may also find it possible to draw the line in the sand.
Of course, a manager may choose to ask employees if a bully is lurking in their midst. However, busy managers may be at least partially forgiven for not pulling each and every employee privately aside to ask them if they are being bullied. A key preventative strategy is creating a workplace culture that encourages open communication by employees with managers when concerns arise. When managers become aware, they have an obligation to investigate and then quickly and decisively address all workplace abuse.