The dynamic exists in the workplace and often between supervisors and direct reports. We are familiar with the dynamic where a manager’s behavior may resemble the bullying of a direct report. Quick action is necessary for a cultural dynamic that is widely practiced and accepted when it occurs.
Yet, bullying can occur where the supervisor is the victim of such actions. The scenario is one where the direct report is unhappy. Still, instead of addressing the issue, they create falsehoods, focus on ‘playing the game’ of deception, and spread rumors to ruin the individual’s reputation. In most instances, this behavior typically arises from the direct report repeatedly not performing. Instead of performing their roles, they digress, suggesting they do not understand the request, the goals or timelines are unclear, and they are victims. The focus turns to a smear campaign in place of the task.
Similarly, the actions an organization should take here should be decisive and swift. The supervisor must address the issue and be clear on expectations and future behavior. Should the behavior continue, refer the problem immediately to human resources or the appropriate individuals and put a remedial plan in action. There’s no use in complaining unless we have a plan of action to solve it. If it does continue, in the organization’s interest, it’s time to move on and fill the seat with the right person.
There is no place for bullies, but there is also no place for those who do not perform the commitments of their role.
