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
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!
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More articles on Workplace Bullying:
- Some Truths About Lies: II
- Knowing when someone else is lying doesn't make you a more ethical person, but it sure can be an advantage
if you want to stay out of trouble. Here's Part II of a catalog of techniques misleaders use.
- Deniable Intimidation
- Some people achieve or maintain power by intimidating others in deniable ways. Too often, when intimidators
succeed, their success rests in part on our unwillingness to resist, or on our lack of skill. By understanding
their tactics, and by preparing responses, we can deter intimidators.
- Confronting the Workplace Bully: I
- When a bully targets you, you have three options: accept the abuse; avoid the bully or escape; and confront
or fight back. Confrontation is a better choice than many believe — if you know what you're doing.
- Workplace Bullying and Workplace Conflict: II
- Of the tools we use to address toxic conflict, many are ineffective for ending bullying. Here's a review
of some of the tools that don't work well and why.
- 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.
Forthcoming issues of Point Lookout
- Coming April 8: The New Virtual Meeting: Digressions
- The bane of meetings everywhere, even before the COVID-19 pandemic, has been digressions. But there are reasons to expect the incidence of digressions in meetings to increase now. What reasons could there be, and what can we do about digressions? Available here and by RSS on April 8.
- And on April 15: Incompetence: Traps and Snares
- Sometimes people judge as incompetent colleagues who are unprepared to carry out their responsibilities. Some of these "incompetents" are trapped or ensnared in incompetence, unable to acquire the ability to do their jobs. Available here and by RSS on April 15.
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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.