How To Handle Workplace Bullies

Leadership behavior that is perceived to be unjust and demeaning is bully behavior. That is what 250 employees from different organizations said in a recent survey conducted by TIGERS Success Series.

But why is it that many management articles deal with how to talk to bullies rather than addressing bully behavior as inappropriate for the workplace? The effect on a company is high turnover, unrest, low morale and potential dishonesty.

What is a Bully? Webster defines a bully as a person who hurts, frightens, threatens, or tyrannizes those who are smaller or weaker. Bullying behavior is that which threatens loudly, browbeats or bulldozes others. Bullies live to win at all costs and will continue to harm others unless corrected.

We know their behaviors through litigation and high workforce turnover. The bottom line is that bullies are an expensive liability to a company when management ignores complaints about them. And, if you are a manager who receives a complaint against a workplace bully, you may also become personally liable if you fail to take it seriously.

Where bullies are normally found is in leadership positions where combative-competitive behavior has been rewarded with promotion and other entitlements. These people do get a job done fast and leave low morale in their wake.

An organization transitioning from an individualistic culture to a collaborative culture that ignores management bullies will not do well in a tight labor market or competitive economy. Word about high turnover, fairness and workplace volatility turns talented employees away.

So what do you do about a bully in a key position?

1. Educate your management team.

Every manager in your organization should be well informed about the company's personnel procedures. These procedures must be followed in both formal and informal settings. Hiding behind an 'Employment at Will ' clause will not necessarily indemnify you.

2. Be aware.

Be on the look out for managers who do not follow established personnel procedures.

3. Establish 360 performance reviews.

Managers who are perceived to be helpful, fair, effective, trustworthy and empathetic are generally rated quite high. Bullies are not.

4. Follow up.

Follow up poor performance ratings and complaints with a formal inquiry. Document a course of action and set measurable goals.

5. Hire right.

Hire from your values and not solely based on the resume. Hire for attitude and train for aptitude.

Bullies who refuse to change but who see the writing on the wall will voluntarily leave your organization. Others must be removed through correct procedure and thorough documentation.