Recently, I responded to the question, “Is bullying in the workplace on the rise?” Below is how I responded to the question as well as a list I came across outlining 25 tactics commonly used by workplace bullies.
I believe workplace bullying is on the rise and agree with the previous responses. In fact, it is becoming such a concern that bills are being introduced (Healthy Workforce Act) to address the issue.
Workplace bullying is a form of harassment that companies must address as they would any other harassment concerns. Leaders who bully are liabilities for the companies they work for, not only due to the possible legal ramifications, but the impact it has on the overall organization. Like many, I have had the misfortune in the past of either working for or with someone who views bullying as a leadership trait when in reality it is a tactic that demonstrates insecurities, inflated egos, fear, inexperience and a need for power or control.
Below are additional insights I found to be interesting:
Research by the Workplace Bullying Institute suggests that the following are the most common 25 tactics used by workplace bullies.
1. Falsely accused someone of "errors" not actually made (71 percent).
2. Stared, glared, was nonverbally intimidating and was clearly showing hostility (68 percent).
3. Discounted the person's thoughts or feelings ("oh, that's silly") in meetings (64 percent).
4. Used the "silent treatment" to "ice out" and separate from others (64 percent).
5. Exhibited presumably uncontrollable mood swings in front of the group (61 percent).
6. Made up own rules on the fly that even she/he did not follow (61 percent).
7. Disregarded satisfactory or exemplary quality of completed work despite evidence (58 percent).
8. Harshly and constantly criticized having a different standard for the target (57 percent).
9. Started, or failed to stop, destructive rumors or gossip about the person (56 percent).
10. Encouraged people to turn against the person being tormented (55 percent).
11. Singled out and isolated one person from coworkers, either socially or physically (54 percent).
12. Publicly displayed gross, undignified, but not illegal, behavior (53 percent).
13. Yelled, screamed, threw tantrums in front of others to humiliate a person (53 percent).
14. Stole credit for work done by others (plagiarism) (47 percent).
15. Abused the evaluation process by lying about the person's performance (46 percent).
16. Declared target "insubordinate" for failing to follow arbitrary commands (46 percent).
17. Used confidential information about a person to humiliate privately or publicly (45 percent).
18. Retaliated against the person after a complaint was filed (45 percent).
19. Made verbal put-downs/insults based on gender, race, accent or language, disability (44 percent).Age is another factor.
20. Assigned undesirable work as punishment (44 percent).
21. Created unrealistic demands (workload, deadlines, duties) for person singled out (44 percent).
22. Launched a baseless campaign to oust the person; effort not stopped by the employer (43 percent).
23. Encouraged the person to quit or transfer rather than to face more mistreatment (43 percent).
24. Sabotaged the person's contribution to a team goal and reward (41 percent).
25. Ensured failure of person's project by not performing required tasks, such as sign-offs, taking calls, working with collaborators (40 percent).
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I think every one of us has worked for a bully. I certainly have! The difficult part when it comes to training and coaching this type of manager is that they usually do not even know that they are bullying their employees. They feel that being "tough" is just being a good manager, and that the bottom line is all that really matters.
ReplyDeleteMy most successful trainings happen when I am able to reach these "tough" manager-types and help them to understand that the bottom line cannot consistently be reached and possibly surpassed without motivated and satisfied employees.
Good blog, Patricia!
So true. Everyone has worked for a bully. Surprisingly, some work for and with bullies and don't recognize the behavior as bullying. Instead they blame themselves for not being able to handle/get along/understand the aggressor. Some how and quickly the targets blame themselves. Much like in acquaintance rape and sexual harassment, we're a society seeking approval and up against others who take advantage of that fact.
ReplyDeleteAmy, thank you for your comment and you are right that it is very difficult to train a person in management who does not think they are bullying others. At the end of the day, the desired result the bully is attempting to achieve by using this aggressive behavior is seldom met. Bullying is simply a sign of ineffective leadership and more training and accountability is needed to put a stop to it.
ReplyDeleteKathleen thanks for commenting. You are so right that blame is an emotion a person feels when they are being bullied. Somehow we feel that it is occurring because of something we did or did not do. I have heard many people say that it is best to conform to the bullying tactics in order to survive the abuse. I do not agree with that, organizations have a responsibility to create a healthy and safe workplace for their employees and that should include being free from harassment. Just like we teach our children that if they stand up to the bully on the playground in school the bullying may stop, the same theory could be applied to the person in leadership.
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