There’s always one isn’t there? As our careers develop, we will all have had plenty of experience working in, or with, various teams. Some of these experiences will have had a very positive impact, others less so. There will be multiple reasons for this, however, one that I have noticed time and again is that it takes just one bad apple to spoil the bunch. Here’s what I mean.
Imagine for a moment that you are working in a prestigious office, with interesting work and surrounded by colleagues who are of all ages, all creeds, happily working well with each other. Then along comes the big bad wolf. An individual so out of tune with their surroundings, so oblivious to the impact they are having on their fellow worker and so lacking in self-awareness that outside of the rulebook on diversity, equity and inclusion, it would be comical. But it is not comical. Several individuals in the team have already been caught crying as they withstand verbal blows, angry with themselves for getting emotional, but in the circumstances, there seem to be few other options. No concerns are raised, no reprimanding happens and you guessed it, the abuse is allowed to continue. Bottom line, team morale decreases and so does performance.
Many of you will already be aware that The Equality Act 2010 provides that employers are liable for harassment of any type in the workplace. Malicious gossip is included. Recent research has shown that in London alone, 27.1 per cent of employees feel that they have been bullied at work. I too have found myself in a situation where just one more verbal punch, dealt calculatedly, stealthily, and coldly, forced me to break my masked composure and feel my eyes fill with tears of shock, frustration and sheer exhaustion. There is no other word for it. This is adult bullying in the workplace.
I could devote a whole article about leaders who are bullies, not to those above them, quite the contrary it would appear, but to targeted individuals within their teams, they are nothing short of professionally lethal. Instead, I would like to focus here on leaders who have a bully in their team. How can you ensure that this is dealt with quickly, effectively and professionally?
Put simply, know your team. Below are a few suggestions for how you might go about this:
Firstly, observe. Really watch your team and I don’t mean in a creepy, clandestine way, but rather as an outsider would. Pay attention to how the team interacts not just in meetings, which can in themselves feel like a performance, but also in more casual settings, at the coffee machine, in the corridors, at their desks. Does the team atmosphere change for the better when that individual is absent for one reason or another?
Secondly, listen. Here, meetings often are a good starting point. Is there one individual who is more dominating, who says things apparently meant in jest, but which to a more sensitive colleague, could feel more like an insult. Another clue may be found in the person in your team who is constantly in your ear. Relaying “stories” about certain individuals and providing you with their opinion in a manipulative way. In other words, by making you think it was your idea in the first place and that they are simply corroborating this with each and every mouthful of gossip.
Thirdly, ensure your team know you have their back. This is paramount. Letting them know you are there to support and better their daily experience is so important and allows a solid pipework of open communication to be established. This will help develop a two-way stream of dialogue and ultimately of trust. One in which the employee feeling bullied or a bystander, feels they can raise their experience and the negative impact it is having on them or their fellow teammate, to you.
Fourthly, explore. We should all be putting in time with each of our team members, but how many of us really use this time to delve a little deeper and I don’t mean by getting inappropriately personal, but instead by allowing that individual space and freedom to open up about how they are truly feeling. For example, have they seemed a little withdrawn, lacking in energy and motivation or do they seem more nervous, anxious and less confident when a certain individual is present?
Finally, acknowledge that you are not always right! Bullies can be incredibly charming and can seem completely trustworthy to the person they want to convince. This is their key skill. They are ruthless and will play the right role to the right person at the right time. They often want you to believe that your team couldn’t function without them. Check yourself for any signs of bias, especially if that individual is a high performer. This should be irrelevant in dealing with the issue at hand.
Now, how best to tackle the bully? After taking actions similar to those outlined above, there is only one thing left to do. Confront the bully.
As we know, it is difficult to argue with facts, so having detailed episodes and observations to hand will be incredibly helpful. Remember, hearsay is difficult to prove, which is why your observations will be vital. Ask them what their intentions were in certain scenarios and whether they can appreciate the impact their actions might have on others. Give them a set amount of time to reflect and course-correct themselves, making it clear that the continuation of certain behaviours will just not be tolerated. Ensure you continue to observe the team’s general mood and any positive changes. Put in place a reliable coach or mentor relationship to work with the individual to ensure constructive change can be given a chance. If need be, work with HR to bolster any further required course-correction by more formal routes. If all else fails, it may be time to consider other options, including dismissal.
As a leader, it is your duty to protect your team, to allow them to flourish in a safe environment. Archbishop Desmond Tutu summed it up succinctly: “If you are neutral in situations of injustice, you have chosen the side of the oppressor.”
Natalie Abou-Alwan was formerly group general counsel at Africa Oil, and has over 20 years of experience in the project finance, energy and commodities industries.
