Q: A manager in another department has a notorious reputation for general rudeness, bordering on hostility. He is disrespectful towards everyone although he is particularly offensive with his subordinates. Complaints have been made, but management has done nothing. I’d heard stories, but until recently had never witnessed it firsthand. Now that I have seen him berate an employee, I’m determined this can’t be allowed to continue. I too am a manager, but -as a peer, not in a position to address the problem directly. Any suggestions for bringing this up to upper management?
A: Sometimes, things become clearer, when we call them by their name. What you are describing is a textbook case of workplace bullying by a supervisor.
If the leadership knows about the bullying and it’s being allowed to continue it could mean several things. First, they may think the problem is exaggerated or not that serious.
Second, your organization may have accepted bullying as part of their workplace culture, which is doubtful, or third, they’re just chicken. This is understandable, because confronting a bully is no fun, even for upper management.
For me, the fact that the “bully manager” behaved blatantly in your presence –instead of behind closed doors- is telling. He obviously feels comfortable his behavior is known, tolerated and accepted by management, and further assumes you’re complicit.
However difficult it may be -and it will be- it’s imperative this behavior be stopped. You offer a good opportunity. If you bring what you directly experienced to the attention of your chain of command, it will certainly carry more validity than an anonymous complaint by an employee. In fact, if you called it bullying it could become something they can no longer ignore.
Strengthen your case by mentioning the price tag of bullying on the organization. For instance, bullying affects worker’s health, resulting in increased absenteeism and doctor’s visits -wouldn’t you want to call in sick if you worked for this guy? The organization is also hurt by increased turnover, transfers and reduced productivity since worker energy is directed toward coping.
Take heart. Find determination in knowing you aren’t doing the easy thing -looking away- you’re doing the right thing.
© Copyright Eva Del Rio
