Continuing our exploration of the tactics of bully Chairs, we now turn to techniques that depend on the Chair's abuse of the form of the meeting itself. See "When the Chair Is a Bully: I," Point Lookout for June 20, 2012, for more.
- Abusing the executive session
- The executive session, either formal or informal, is perhaps the most extreme form of participation control. It is especially tempting when the executive session attendees are trusted allies of the Chair. When there are customs or bylaws that specify executive session attendees, the Chair's ability to abuse this form is limited to overuse. That is, the Chair allocates to executive sessions decisions regarding issues for which executive sessions aren't required. But when there is no definition of the reasons for convening executive sessions, any use at all potentially constitutes abuse.
- Excluding members of a team that otherwise meets regularly as a whole should be a rare event. Frequent use might indicate intentional exclusion of disfavored attendees. Logging dates and times of all incidents is useful, but unfortunately it is possible only if the executive sessions themselves aren't secret.
- Abusing the one-on-one
- Some Chairs feel that the "entire meeting is against me." Some distrust nearly all attendees. Others feel powerless to oppose the influence of disfavored attendees. To these bully Chairs, the one-on-one provides control. They meet privately with each attendee, so as to eliminate open discussion altogether, and enhance their ability to control — or misrepresent — what the "attendees" can say to each other.
- Since open discussion is an effective means of ensuring informed and sound decisions, Chairs who adopt the serial one-on-one tactic are placing their organizations at risk. Log the frequency of open meetings and note trends in that frequency.
- Limiting what the meeting can discuss or decide
- It's typical for Chairs to determine what is appropriate for discussion at meetings, or at what meetings particular topics can be discussed. This power is abused by Chairs who schedule topics for meetings that disfavored attendees cannot attend, or who sequence agendas so as to schedule certain topics for portions of meetings in which disfavored attendees will be absent. Some Chairs schedule topics so that disfavored attendees might be attending by means of a disadvantaged medium, such as telephone or video, when they usually attend in person. Some Chairs decide that some topics won't be discussed at all.
- Log all Excluding members of a team
that otherwise meets regularly
as a whole should be
a rare eventdecisions that appear to have been taken outside the meeting context, or when disfavored attendees are absent or disadvantaged. This information can be helpful in demonstrating a pattern of abuse.
Chairs are powerful. Bully Chairs abuse that power. Proof of abuse requires both an unambiguous demonstration of a pattern of abuse, and an open-minded supervisor who is willing to examine the proof. First in this series Top Next Issue
Are you being targeted by a workplace bully? Do you know what to do to end the bullying? Workplace bullying is so widespread that a 2014 survey indicated that 27% of American workers have experienced bullying firsthand, that 21% have witnessed it, and that 72% are aware that bullying happens. Yet, there are few laws to protect workers from bullies, and bullying is not a crime in most jurisdictions. 101 Tips for Targets of Workplace Bullies is filled with the insights targets of bullying need to find a way to survive, and then to finally end the bullying. Also available at Apple's iTunes store! Just USD 9.99. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenqskqqYZAOiLONWJener@ChactwPGumClmBtRbKjDoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Workplace Bullying:
- The Costs of Threats
- Threatening as a way of influencing others might work in the short term. But a pattern of using threats
to gain compliance has long-term effects that can undermine your own efforts, corrode your relationships,
and create an atmosphere of fear.
- Covert Bullying
- The workplace bully is a tragically familiar figure to many. Bullying is costly to organizations, and
painful to everyone within them — especially targets. But the situation is worse than many realize,
because much bullying is covert. Here are some of the methods of covert bullies.
- When the Chair Is a Bully: II
- Assertiveness by chairs of meetings isn't a problem in itself, but it becomes problematic when the chair's
dominance deprives the meeting of contributions from some of its members. Here's Part II of our exploration
of the problem of bully chairs.
- See No Bully, Hear No Bully
- Supervisors of bullies sometimes are unaware of bullying activity in their organizations. Here's a collection
of indicators for supervisors who suspect bullying but who haven't witnessed it directly.
- Shame and Bullying
- Targets of bullies sometimes experience intense feelings of shame. Here are some insights that might
restore the ability to think, and maybe end the bullying.
Forthcoming issues of Point Lookout
- Coming August 23: Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events? Available here and by RSS on August 23.
- And on August 30: They Just Don't Understand
- When we cannot resolve an issue in open debate, we sometimes try to explain the obstinacy of others. The explanations we favor can tell us more about ourselves than they do about others. Available here and by RSS on August 30.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenQMWYtZriCvKrdjqwner@ChacgCJVYlWziERlJYpHoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here are some dates for this program:
- The Westin Virginia Beach Town Center, 4535 Commerce Street,
Virginia Beach, VA 23462: September 13,
Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- The Westin Virginia Beach Town Center, 4535 Commerce Street, Virginia Beach, VA 23462: September 13, Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's a date for this
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.