Publications
Partners
The recent case of Roger Ailes, the founder and former chairman and CEO of Fox News, highlighted how workplace power can be abused. But in the end, one of the most powerful men in the US was unceremoniously fired following accusations of sexual harassment.
While Ailes is the worst kind of workplace tormentor, his crude and overconfident brand of harassment can often be exposed by victims. Workplace bullying, on the other hand, is more insidious, and often much harder to prove.
In South Africa, labour law is tough on harassment. If an employee can prove they have been harassed, and that the company didn’t do anything about it, large damages may be claimed.
Harassment is typically a clear offence, often a one-off that involves a verbal, sexual or physical threat or act, which contains an element of coercion or abuse of power.
Bullying is much more subtle.
It often starts out with relatively low-key actions at lower intensity, but gets worse and more intense and with higher frequency over longer periods, says Marietha de Wet, an industrial psychologist and lecturer at Stellenbosch University. Bullying doesn’t feature often in CCMA cases – and when it does, it’s usually part of constructive dismissal allegations.
The hallmarks of bullying:
- Information is kept from the target, who is not able to effectively do their work.
- The person is isolated and excluded from important meetings or events.
- The victim is constantly blamed for mistakes, and continually reminded of past errors and not allowed to “move on”.
- The target is insulted, demeaned or abused in front of colleagues.
- The person is micromanaged, and distrust in their ability is often expressed – despite evidence to the contrary.
- Unreasonable
demands and deadlines
are made. - The target’s reputation is tarnished by gossiping and talking behind their back.
According to international guidelines, if a target is subjected to this type of behaviour for more than six months, it is classified as bullying. However, De Wet, who is currently busy with her PhD on the topic, contends that the effects of bullying on victims can be seen over a shorter time span of three months.
Even over a relatively short period, persistent bullying can take an enormous toll. Studies have shown that it triggers psychological issues such as low self-esteem, depression and anxiety, and that it raises the risk of cardiovascular disease and migraines.
“Smartphones, digital communication and social media have made things so much worse,” says De Wet. In the past, you could be rid of the bully as soon as you walk out of the office door. “Now, constant communication on your phone means you can be subjected to bullying 24/7.”
Clinical psychologist Keryl Egan, co-author of the book Workplace Bullying, believes there are different kinds of workplace bullies – ‘accidental’ bullies (emotionally inept and aggressive), narcissistic bullies (egotistical and destructive) and serial bullies (systematic, charming, dominating and deceptive).
All bullies like power, control and attention. Bosses aren’t the only perpetrators; studies show that co-workers are just as likely to be bullies, and often this is motivated by jealousy.
Bullying also typically increases when economic times are tough. Scarcity creates competition for resources, causing turf wars and underhanded tactics. Also, managers may try to get rid of workers by making life impossible for them.
Keep records. The most important thing you can do is to collect information about all incidents, says De Wet. Log the details, dates and witnesses and use direct quotations of what the person said as far as possible. Even if it feels like nothing to you at the time, the details will help build a systematic case. Keep all offending emails and correspondence. All the evidence will help you when you take action against the perpetrator.
Talk to the bully. In some cases, perceived bullying may be nothing more than an abrupt management style, says De Wet. Bringing unacceptable behaviour to their attention may help solve the issues. When you do confront the person, make clear and direct requests, stay calm and stand firm. Don’t confront the person on your own, take someone with to the meeting.
Escalate your grievance. Find out what your company’s policy is on bullying and start the grievance process. Ask your employer to take action against the bully. When you talk to HR representatives or other company representatives, demonstrate what the effect of the bullying is on the company’s bottom line and efficiency. Keep it neutral, but make a strong case about the impact on yourself and the company.
Build a support network. Speak to your colleagues, who can assist you in standing up to the bully. Try to find a champion at work; a colleague or other manager who can help promote your work against the sabotage of the bully. Talk to your friends and family about the situation, and don’t hesitate to seek professional help to see you through.
Don’t take it lying down. For the sake of your own self-esteem, find small ways to push back. Set boundaries. Respond to accusations in a calm manner, and ask for detailed clarifications on broad complaints (“What specifically would you have done differently?”) Look the bully in the eye when speaking, and keep control of your voice and emotions.
Don’t try to befriend the bully. Keep your distance and don’t waste energy on trying to get closer to the person.
This article originally appeared in the 4 August edition of finweek. Buy and download the magazine here.
