Workplace bullying is frighteningly common and takes an enormous toll on our businesses. Research from Dr. Judy Blando (University of Phoenix) has proven that almost 75% of employees surveyed had been affected by workplace bullying, whether as a target or a witness.
75%. That’s huge.
So what exactly is workplace bullying?
“Workplace Bullying is repeated, health-harming mistreatment of one or more persons (the targets) by one or more perpetrators. It is abusive conduct that is: threatening, humiliating, or intimidating, or work-interference, i.e. sabotage, which prevents work from getting done,” from Workplace Bullying Institute.
One of the main differences between schoolyard bullying and workplace bullying is that it tends to be less physically harmful and more psychological and verbal in nature. It’s subtler than schoolyard bullying but is quite distinctive from normal workplace stress.
“Bullying is characterized by:
• Repetition (occurs regularly)
• Duration (is enduring)
• Escalation (increasing aggression)
• Power disparity (the target lacks the power to successfully defend themself)
According to the Workplace Bullying Institute (WBI), bullying is four times more common than either sexual harassment or racial discrimination on the job.
Who The Bullies Are
Here is what you have to understand, the targets of workplace bullying are not the weakest players—they are often the strongest.
Let’s say that again. The common misconception is that, like schoolyard bullying, the targets of workplace bullying are loners, or “weird” or the people who “don’t fit.” In fact the reverse is true.
People become targets because something about them is threatening to the bully. Often they are more skilled, more technically proficient, have a higher EQ or people just like them better. They are often workplace veterans who mentor new hires.
Now the bully tends to be someone who is skilled at manipulating and controlling, but while they see everything as a competition, they do not feel skilled/competent enough to compete on their own merits. Hence they bully as a futile attempt to feel more powerful.
The bully often works hard to create the perception that they are strong by putting down and blaming others. Often the boss of the bully knows the bully is “disliked” but thinks that the organization cannot do without them and makes “allowances.” The bullying is framed as “personality conflict.”
What Bullying Is Costing Your Company
When you, as the leader of an organization allow bullying to occur you create at least five problems:
1. The target of the bullying will experience a loss of confidence and an increase in stress that often shows up in health problems. Their performance will decline. They may need more time off to recover. So you have lower performance by at least one person, the target.
2. By allowing the bullying to continue you are accepting a toxic culture, prevalent Critter State, and reduced performance and morale. The people witnessing the bullying will have to choose to side with the bully, leave, risk retribution by speaking out, or remain passive and try to stay under the bully’s radar. To be non-threatening to the bully they may lower their performance in some way.
3. Eventually the target will have no recourse but to leave. Research has shown that the vast majority of targets eventually leave. You now have lost a good employee and have all the costs of a new hire.
4. Plus you have the almost certain guarantee that the cycle will repeat itself. I find that organizations which condone bullying, which have prevalent Critter State, also have high employee turnover rates, far less revenue per employee, increased absences, and the list goes on and on.
5. You are opening yourself up to potential litigation. While bullying is not, strictly speaking, illegal it may be connected to a form of harassment or discrimination which can be subject to litigation. At the least attention will be taken up in tracking and “proving” a case.
All this from denying bullying—oh, and let’s add the personal guilt of not protecting one’s tribe.
How To Stop Bullying—And Start Boosting Smart State
Workplace bullies can be hard to detect because they work within the rules of the organization. That means that the solutions lie within the organizational structure.
I have been asked to coach several workplace bullies because someone, usually their boss, wanted them to change. The problem with this sort of coaching is that the person themselves doesn’t want to change. The coaching is seen as a punishment rather than as a reward and a path to greater leadership.
The reality is that the leadership team is responsible. Bullying cannot happen without approval (“oh that’s just how xx is!”). It’s up to you to create an environment that is safe and healthy for the entire team—the Smart State. The biggest problem with bullies is usually that someone higher up likes them – “oh xx is great at a party!” – or some other nonsense.
I have found that what works best, culturally, is to focus on creating structures that reward “Smart State” behaviors and discourage/punish bullying behaviors. This starts with ensuring the confidentiality of anyone reporting bullying behavior and ensuring that there are no reprisals.