Dean’s work supervisor was subtle in his bullying. Controlling, manipulative and dishonest, he isolated employees from each other and continuously hovered over them. He tailor-made his abuse according to the vulnerabilities of each employee. Communication—often via harassing emails—was cruel, targets and the methods for accomplishing them lacked integrity, and unethical management practices prevailed. Dean found himself forced to leave the company. He decided to focus his energy on finding another job instead of engaging in a protracted grievance process with a very complacent upper management.
Mindy, intelligent and courageous, was the target of an abusive workplace bully. Her supervisor would verbally rage and rant in the office. She explored strategies for coping with this unacceptable behavior in her work environment that involved first letting her supervisor know how his behavior was impacting the staff and particularly, her.
Workplace bullying is a growing phenomenon among adults and across all professions, affecting an estimated 42% of employees weekly (Canadian Institute of Health Research [online]). According to the Canada Safety Council, “Bullying at work is the repeated, health or career-endangering mistreatment of one employee, by one or more employees. The mistreatment is a form of psychological violence and is often a mix of verbal and strategic insults preventing the target from performing work well.” [Online]. Bullying can be overt verbal assaults or covert controlling, manipulative oppressive behavior.
Sadly, statistics reflect that much of the bullying comes from workplace supervisors. Interestingly, according to Wikipedia on Workplace Bullying, “…unlike the typical school bully, workplace bullies often operate within the established rules and policies of their organization and their society.” Change can be difficult to institute because if the oppressive bully supervisor achieves results that positively impact the bottom line, management might be less inclined to issue sanctions or act. The problem may be systemic and runs deep to the core of the organization.
If you’re the target of bullying, it’s not your fault. Bullying has a way of robbing your confidence and self-esteem. A single act of harassment can have a lasting impact and make you second-guess yourself to the point of questioning whether what you’re experiencing is indeed bullying. It’s crazy-making! Document the incidents with dates and explanations and note any code violations. This information will be relevant when you come forward.
People often don’t report bullying in the workplace for fear of reprisal: losing their job, not getting a promotion, and even being further tormented. A close friend lost her professional career due to her supervisor’s bullying. In the end, her report to her provincial labor standards tribunal cost the organization and the individual a sum of money in lost wages. She didn’t return to the job given the potential for backlash.
When you stand up to the bully, you send a powerful message that you will not tolerate their behavior. Use a calm voice and assume a tall affirmative posture to let your bully know that their behavior is unacceptable. This clear boundary often ensures that the bully will not repeat their negative behavior with you.
Bullying is NOT your fault. Bullying is a subversive, violent act for which the perpetrator holds responsibility and must be held accountable. Workplaces are responsible for ensuring that harassment at work isn’t tolerated nor sanctioned—an integral part of instituting critical health and safety guidelines and practices. Workplaces must be accountable and avoid norms like favoring certain employees, isolating others, and holding double-standards.
Workplaces must institute a zero-tolerance policy about discrimination based on age, language, sex, sexual orientation, political convictions, ethnicity, race/color, civil status, social condition, appearance, disability, pregnancy, and religion. It is NOT acceptable to joke or to even make veiled remarks about any of these human dignities.
Supervisors must get involved and sensitize their employees to the risks of workplace bullying. However, if the supervisor is the bully, as an employee, you must exercise caution. If you’re unsure, speak with your Human Resources representative. Sometimes you may have to go higher in the organization to be heard. Stay persuasive but don’t be self-righteous. Be collaborative and promote a spirit of teamwork that includes all employees.
You may find it easier to leave the situation to preserve your sanity and professional reputation—entirely understandable given that bullying can affect your self-esteem and overall well-being. However, it’s always preferable that you speak out, so the bully doesn’t continue to get away with their tyranny. Meet with your supervisor or the Human Resources Department when you’re experiencing workplace bullying. If they’re unwilling to help, contact your provincial or state human rights or labor standards tribunal.
Bullying should never be condoned or tolerated. Collectively, we must take a stand against workplace bullying to make the work environment a safe and productive place for all.
How can you be part of the solution?