EDITORIAL | WORKPLACE HEALTH & SAFETY
THE COST OF UPWARDS BULLYING
Did you know that a quarter of managers are targets for upwards bullying?
I often have managers tell me they have encountered or are experiencing bullying by one of their team members. What’ s more alarming is they feel they will not be supported by their boss or the organisation if they were to tell them about the things they are being subjected to.
These managers believe they will be labelled a‘ poor manager’ if they cannot manage inappropriate behaviour by their own staff and that their position will be at risk. They tell me about the impact this behaviour has on them, both in the workplace and personally, and that they believe they would be better off looking for another job.
WHAT’ S THE PROBLEM?
Upwards bullying in the workplace occurs when a team member( s) pursues a campaign of bullying against their manager or supervisor. The bully is likely to be oppositional towards authority, which means they oppose the views, aims or wishes of authority figures in principle. Some managers who have spoken with me say they feel as though they are being held hostage by these individuals.
Upwards bullying can include the following:
• Refusal to co-operate with peers and directions from managers.
• Obstructive behaviour, making sure tasks don’ t get completed.
• Disagreement with directions from managers.
• Being rude and obstructive.
• Subtle and / or hostile behaviours towards managers.
• Excluding managers from meetings and decision making on the floor.
WHY THIS MATTERS
MAUREEN KYNE Maureen Kyne and Associates
Universal studies show that between 22 per cent and 25 per cent of managers have experienced upwards bullying.
Over half reported an increase in stress, along with anxiety symptoms. Participants also reported experiencing anxiety attacks and clinical depression.
When inappropriate behaviour goes unchecked it creates a serious set of issues for the manager involved and the organisation. One area that must be addressed is the manager’ s own relationship with his / her own authority.
Speaking brutally, these managers are often not comfortable setting direction, giving feedback or influencing their team. When choosing not to assert authority, even with good intentions, it becomes an ill-advised attempt to prevent the escalation of conflict; it leaves a clear path for bullying to continue.
Upwards bullying can also pose risks to the organisation, such as:
• Lack of leadership and boundary confusion.
• Risk of stress claims.
• Resignations.
• Impact on productivity and the bottom line.
• Safety breaches and possible accidents.
• Brand damage.
SOLUTIONS
To prevent this problematic behaviour, checks and balances must become the norm in the workplace. Organisations need to initiate policies and intervention strategies to prevent incidences of upwards bullying. These are the guidelines to assist managers who are targeted.
Organisations need to approach not only upwards bullying, but all bullying behaviour with preventative measures.
Preventative steps for managers to take include:
• Create a close working relationship with senior people in your organisation.
• Seek out coaching and mentoring to build on your self-confidence.
• Create awareness for yourself and others.
• If you are new to the position, don’ t seek to create too much change upfront.
• Resist the temptation to fight back at the bully.
• Demonstrate legitimate ways to add value to your team.
• Education( and training) on what is and what is not bullying.
Preventative steps for organisations to take, include:
• Create relevant new policies and procedures.
• Re-commit to implementing core organisational values.
• Provide education / training across the whole of the organisation.
• Undertake risk assessments across key elements such as culture, change, structure and diversity.
• Create team culture agreements across all teams to commit to consensual ways for treating each other.
• Invest regularly in developing new and emerging leaders.
• Support managers in building and maintaining legitimate authority.
THE PAYOFF IN GETTING IT RIGHT
When an organisation has a harmonious workplace free from bullying and inappropriate behaviours, it is extremely productive and has a high-performing bottom line:
• Communication will be more effective and forthcoming.
• Employees will be prepared to express ideas and views as well as suggest improvements.
• Strong leaders will be accessible and approachable with a sound level of selfawareness.
A workplace that thrives on respect and values differences becomes one where vibrant people want to work.
At Maureen Kyne and Associates, we specialise in helping organisations with prevention strategies to eliminate bullying and inappropriate behaviour.
For more information, contact Maureen Kyne: t. 1300 136 146 m. 0437 022 246 e. enquires @ maureenkyne. com. au w. www. maureenkyne. com. au
8 Winter 2017