When we discover bullying at work we sometimes ask supervisors, "Why did you let this go on for so long?" In their own defense, those we question sometimes respond, "I had no idea," or "How could I have known?" Unless these supervisors witnessed bullying incidents, we sometimes regard such responses as reasonable.
But that standard — first-person eye witnessing of bullying incidents — is a low bar when measuring supervisors' performance. Supervisors have many possible ways to detect bullying. Here are just a few examples of indicators of bullying.
- Complaints about bullying
- A complaint about bullying is perhaps the most glaring, flashing-red-light indicator of bullying. Yet some managers deal with complaints by placing the burden of proof on the complainant. Certainly a complaint isn't proof, but a complaint or a pattern of complaints ought to trigger a thorough, impartial investigation.
- Expressed reluctance to interact
- When one individual expresses or manifests a reluctance to interact with another, distaste is one possible explanation. Bullying of the first individual by the second is another.
- Degraded work performance
- Sudden declines in someone's work performance can arise from many factors. Being bullied is one possibility. If the person in question has also been newly isolated socially, bullying is more likely. When several people are affected, all could be targets, or some could be upset bystanders.
- Elevated incidence of leave days
- Targets of bullies sometimes seek temporary respite from abuse by calling in sick or taking vacation or unpaid leave. Sudden changes in patterns of leave taking can indicate bullying.
- Changes of schedule
- Targets of bullies can Desire for travel isn't unusual,
but when someone suddenly starts
volunteering for undesirable travel,
bullying is a possible explanationsometimes avoid their bullies by changing their work schedules. Bullies can respond by adjusting theirs to match. Watch for these adjustments.
- Desire for undesirable travel
- Desire for travel isn't unusual, but when someone suddenly starts volunteering for undesirable travel, bullying is a possible explanation. If the volunteer is the bully, the target might be resident at the remote site. If the volunteer is the target, the bully might be co-resident with the target, and the target might be fleeing by traveling.
- Requests for reassignment
- Reassignment can involve internal transfer at the same site, or even more drastically, relocation. Either can be motivated by factors other than being bullied. But bullying can be a motivator too.
- Voluntary termination or early retirement
- Beyond travel or reassignment, there is always quitting altogether. The more depressed the job market is, the more likely is being bullied a possible reason for voluntary termination or early retirement.
- Another significant change one can observe in targets of bullies is a change of affect, which is the psychologist's word for manner or demeanor. Targets of bullies often display withdrawal, low energy, loss of initiative, and most of all, absence of joy.
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!
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More articles on Workplace Bullying:
- Looking the Other Way
- Sometimes when we notice wrongdoing, and we aren't directly involved, we don't report it, and we don't
intervene. We look the other way. Typically, we do this to avoid the risks of making a report. But looking
the other way is also risky. What are the risks of looking the other way?
- Responding to Threats: III
- Workplace threats come in a variety of flavors. One class of threats is indirect. Threateners who use
the indirect threats aim to evoke fear of consequences brought about not by the threatener, but by other
parties. Indirect threats are indeed warnings, but not in the way you might think.
- Rapid-Fire Attacks
- Someone asks you a question. Within seconds of starting to reply, you're hit with another question,
or a rejection of your reply. Abusively. The pattern repeats. And repeats again. And again. You're being
attacked. What can you do?
- Overtalking: I
- Overtalking is the practice of using one's own talking to prevent others from talking. It can lead to
hurt feelings and toxic conflict. Why does it happen and what can we do about it?
- 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.
Forthcoming issues of Point Lookout
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- Big, complicated problems can be difficult to solve. Even contemplating them can be daunting. But we can survive them if we get advice we can trust, know our resources, recall solutions to past problems, find workarounds, or as a last resort, escape. Available here and by RSS on April 24.
- And on May 1: Full Disclosure
- The term "full disclosure" is now a fairly common phrase, especially in news interviews and in film and fiction thrillers involving government employees or attorneys. It also has relevance in the knowledge workplace, and nuances associated with it can affect your credibility. Available here and by RSS on May 1.
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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.