Usually, when we say that Chairs "own" meetings, or when a Chair describes a meeting as "my meeting," we understand that the Chair is responsible for the meeting's processes, including making decisions, inviting attendees, setting agendas, and much more. Certainly, chairing a meeting is a hefty responsibility.
But in most cases, contributing insight and contributing to decisions are important responsibilities of attendees. When the Chair doesn't feel that attendees have these responsibilities, trouble looms. Some Chairs behave as bullies, injecting personal views so forcefully into meeting processes that they actually degrade the quality of the meeting's outcomes. Here's Part I of a collection of indicators of this kind of trouble.
- Experiencing opposition as a challenge to the Chair's position
- Although this (usually) erroneous interpretation of opposition doesn't in itself constitute bullying, the bully Chair uses it to justify personal behavior that he or she would otherwise regard as bullying. In effect, the bully Chair adopts the view that challengers have made the Chair's outrageous behavior necessary.
- Log these incidents in detail. Each one in itself might seem inconsequential, but a clear pattern can provide strong evidence for a charge of bullying.
- Ridiculing or retaliating against those who express alternative views
- Ridiculing or retaliating against meeting attendees who disagree with the Chair is clear evidence of bullying. Both actions are primarily intended to cause harm, rather than to persuade anyone of the merits of the Chair's position.
- Log these incidents, especially if one or two people are repeatedly targeted. Since attendee witnesses who aren't themselves targets have the greatest credibility and thus the greatest potential for effectively ending the bullying, they also have the greatest responsibility for capturing this information and presenting it to responsible authorities.
- Killing messengers from time to time
- Those who present unfavorable but factual news are sometimes metaphorically "killed" by the bully Chair. They're attacked even though the information they're providing is demonstrably factual. In this way, the bully Chair can eliminate from the discussion any data that presents difficulties for the Chair's views. See "Never, Ever, Kill the Messenger," Point Lookout for November 7, 2001, for more.
- The indirect consequences of killing messengers are perhaps more destructive than the Ridiculing or retaliating against
meeting attendees who disagree
with the Chair is clear
evidence of bullyingattacks themselves. Those who witness the killing of messengers often conclude that presenting facts that the Chair views as unfavorable can be a career-dangerous act. Many will withhold such information in the future, which elevates the risk that the meeting might adopt mistaken courses of action. These incidents, too, should be logged, because killing messengers is a performance issue for any meeting Chair, bully or not.
These last two indicators exemplify overt bullying by the Chair, motivated by the Chair's experiencing opposition as a challenge to authority. In the next two installments, we'll examine more sophisticated bullying tactics. First in this series | Next in this series Top Next Issue
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More articles on Workplace Bullying:
- On Being the Canary
- Nobody else seems to be concerned about what's going on. You are. Should you raise the issue? What are
the risks? What are the risks of not raising the issue?
- Meeting Bullies: Advice for Chairs
- Bullying in meetings is difficult to address, because intervention in the moment is inherently public.
When bullying happens in meetings, what can you do?
- When the Chair Is a Bully: III
- When the Chair of the meeting is so dominant that attendees withhold comments or slant contributions
to please the Chair, meeting output is at risk of corruption. Because Chairs usually can retaliate against
attendees who aren't "cooperative," this problem is difficult to address. Here's Part III
of our exploration of the problem of bully chairs.
- 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.
- 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?
Forthcoming issues of Point Lookout
- Coming August 22: Dealing with Credit Appropriation
- Very little is more frustrating than having someone else claim credit for the work you do. Worse, sometimes they blame you if they get into trouble after misusing your results. Here are three tips for dealing with credit appropriation. Available here and by RSS on August 22.
- And on August 29: Please Reassure Them
- When things go wildly wrong, someone is usually designated to investigate and assess the probability of further trouble. That role can be risky. Here are three guidelines for protecting yourself if that role falls to you. Available here and by RSS on August 29.
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- 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.