Workplace bullying is a global issue
- Jobs was a passionate genius for well-designed tools and for making those tools available to everyone
- Periodically, Jobs was a complete bully, prone to yelling, name-calling, and put-downs
- Nearly 25% of respondents report being bullied at some time in their careers. In the US, the number is 36%.
- In the US, over 49% were either targets of bullying or witnessed it.
- In 72% of the cases, bullying was done by someone who ranked higher in the organization than the targets.
- Solo harassers are the source of bullying 1/3 of the time. 2/3 of the time, there are multiple harassers.
- In the case of solo harassers, 60% of the time there is organizational tolerance of the bullying (lack of response from senior leaders, the harasser’s peers, HR, and even the target’s peers).
- When bullying was reported, the situation was resolved 31% of the time.
- When bullying was reported, no action was taken 45% of the time.
- First, make the conscious choice to create a high performing, values-aligned workplace. Leaders must agree to no longer tolerate bad behavior from anyone (including themselves). Once leaders decide that their company culture needs to be a safe, inspiring place of contribution and creativity, the next steps are easier to put into place.
NOTE: NOT deciding to create a safe workplace IS A DECISION that enables and tolerates workplace bullying.
- Second, create clear standards and expectations for both performance and values. Most organizations have performance standards reasonably well-defined. Too few organizations define values and behaviors. Leaders must describe tangible, observable, and measurable expectations for performance AND values, for all players in your organization.
- Third, hold all staff accountable for both performance and values. You have systems in place to measure performance, progress towards key metrics, etc. You must create systems to equally measure the demonstration of desired valued behaviors. Gather that data. Then praise those that exceed standards for BOTH performance and values and coach and redirect those that miss standards in EITHER performance and values. If, after coaching, folks miss the mark in either, lovingly SET THEM FREE.
Put these three steps into place and enjoy the significant shift to the high performance, values-aligned culture you desire.
What is your experience with workplace bullying? Share your insights in the comments section below.