Workplace bullying in meetings is expensive, not least because it degrades the quality of the work performed in meetings. If allowed to persist, those who are targeted tend to shut down, depriving the meeting of their contributions. Moreover, once the bully has established dominance, solving the problem becomes more difficult. That's why bullying must be dealt with immediately.
Let's begin by defining workplace bullying. Definitions vary — here's mine:
Workplace bullying is any aggressive behavior, associated with work, and primarily intended to cause physical or psychological harm to others.
Although workplace bullying is usually cloaked in business purposes, the bully's primary intention is inflicting physical or psychological harm to consolidate power.
In all cases, the chair is responsible for ending the bullying. Let's consider the least complex case first: neither the bully nor the target is the chair. In this case, the chair can demand a change in behavior.
Here are six suggestions for chairs who observe bullying taking place. They follow a simple pattern: Prepare, Intervene, and finally, Escalate.
- Publish behavioral norms
- Publish behavioral norms — ten or a dozen at most — before taking any other action. Examples: Be respectful, don't raise your voice, don't interrupt, wait for recognition by the chair, and so on. Incorporate in this list any relevant items from the company code of conduct.
- Document what's been happening
- Prepare documentation that specifies for each bullying incident the date and time, the target's name, the bully's name, the behavior itself, and what you did about it. The audience for this document is the bully's supervisor, your supervisor, and possibly a Human Resources representative.
- Seize the floor
- As chair, when you notice bullying behavior, seize the floor. Typically, some behavioral norm has been violated. Caution the offender. For example, "George, let's be more respectful. You may continue if you agree to be more respectful. Otherwise I'll give the floor to someone else."
- Speak to the bully privately
- Speaking to the bully privately deprives the bully of an audience. Explain that you regard the bully's behavior as bullying, that it must stop immediately, and that you'll take further action if it continues, but don't specify what action you'll take.
- Speak to the bully's supervisor
- If the bullying persists, speak to the bully's supervisor. Ask the supervisor to let you know when corrective action has been taken.
- Speak to your own supervisor privately
- If the Speaking to the bully
privately deprives the
bully of an audiencebully's supervisor doesn't act promptly and effectively, seek advice from your own supervisor. Perhaps your supervisor and the bully's supervisor can resolve the issue together.
If these actions fail, the problem belongs to HR, since neither you, nor the bully's supervisor, nor your own supervisor has acted effectively to end the bullying. Present your documentation to a Human Resources representative, and ask for advice about what further action might be required of you.
Next time we'll explore what can be done when the chair is the bully. Next in this series Top Next Issue
Is a workplace bully targeting you? 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 . Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenHoWzUJVeioCfozEIner@ChacbnsTPttsdDaRAswloCanyon.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.
Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.
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 Paradox of Structure and Workplace Bullying
- Structures of all kinds — organizations, domains of knowledge, cities, whatever — are both
enabling and limiting. To gain more of the benefits of structure, while avoiding their limits, it helps
to understand this paradox and learn to recognize its effects.
- Strategies of Verbal Abusers
- Verbal abuse at work has special properties, because it takes place in an environment in which verbal
abuse is supposedly proscribed. Yet verbal abuse does happen at work. Here are three strategies abusers
rely on to avoid disciplinary action.
- What Micromanaging Is and Isn't
- Micromanaging is a dysfunctional pattern of management behavior, involving interference in the work
others are supposedly doing. Confusion about what it is and what it isn't makes effective response difficult.
- On Gratuitous Harshness
- Rejecting with gratuitous harshness the contributions of others can be an expensive pattern to tolerate
— or to indulge. Understanding how the costs arise and what factors exacerbate them is the first
step to controlling the pattern.
- Anticipatory Disappointment at Work
- Disappointment is usually unpleasant, and sometimes benign. But when it occurs before we have evidence
of bad news — when it is anticipatory — disappointment can be unnecessary and expensive.
What is anticipatory disappointment? What are the risks?
See also Workplace Bullying and Effective Meetings for more related articles.
Forthcoming issues of Point Lookout
- Coming June 14: Pseudo-Collaborations
- Most workplace collaborations produce results of value. But some collaborations — pseudo-collaborations — are inherently incapable of producing value, due to performance management systems, or lack of authority, or lack of access to information. Available here and by RSS on June 14.
- And on June 21: Asking Burning Questions
- When we suddenly realize that an important question needs answering, directly asking that question in a meeting might not be an effective way to focus the attention of the group. There are risks. Fortunately, there are also ways to manage those risks. Available here and by RSS on June 21.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenHoWzUJVeioCfozEIner@ChacbnsTPttsdDaRAswloCanyon.com or (650) 787-6475, 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, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
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 500-1000 words in your inbox in one hour. License any article from this Web site. More info