Bully Awareness Month: How to Addressing Workplace Bullying

How to Addressing Workplace Bullying

October is Bully Awareness Month. Bullying is a problem that affects many aspects of life, but it has to be given particular attention in the workplace. It cuts beyond organizational boundaries and industries. It jeopardizes workplace safety in addition to eroding staff morale.

Dr. Roger A. Gerard, a leadership consultant and author, asserts that combating bullying is crucial to promoting a climate of safety and well-being in the workplace. “When stress increases in an organization, people under stress start behaving in dysfunctional ways,” Gerard says. These actions can involve “blaming, shaming, dismissing others’ views, and even feeding into the rumor mill.”

This is a problem for leaders in health and safety. They frequently find themselves negotiating the intricate dynamics of the workplace, perhaps caught between employees and higher management. Gerard emphasizes that bullying can occur in a variety of ways, from peers picking on peers to bosses or executives mistreating employees. Whichever way it comes from, it can have a significant effect on workplace safety by raising the possibility of mishaps, low attendance, and disgruntled workers.

Gerard stresses early intervention as one of the most important tactics. “The first thing you have to do is find out what’s wrong,” he states. Leaders in health and safety must mediate conflicts and look for the root reasons of dysfunctional behavior. Gerard stresses how critical it is to foster an atmosphere of open communication where staff members feel comfortable sharing their worries. “You’ve got to bring people together and talk about what’s going on,” he suggests. Ignoring these challenges, he cautions, is short-sighted and can lead to bigger disruptions in productivity and safety.

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However, what occurs when bullying originates at the top? According to Gerard, dealing with bullying at the executive level needs both bravery and tact. “You need to take a deep breath, then approach that executive in private and ask for assistance in understanding what’s happening. Why are you acting in this manner toward this person? Gerard advises framing the discussion as constructive criticism to assist CEOs in realizing how their actions can undermine staff morale and damage the company.

However, this strategy might not always produce the desired results. In one instance, according to Gerard, a leader said, “I behave this way because it works, and I don’t intend to change,” in denial of his damaging actions. Three months later, that executive was let go. Gerard says, “There have to be consequences to bad behavior,” highlighting the significance of accountability in upholding a polite workplace.

Gerard contends that the key to combating bullying is fostering a culture of support. He exhorts managers to examine their own actions and provide spaces where staff members can voice issues without worrying about facing consequences. “Blaming and shaming are messages that leadership does not have our back,” he asserts. Leaders in health and safety will find this message very pertinent. Their responsibilities go beyond just keeping people safe; they also give leadership advice on how to foster an environment of mutual respect and candid communication.

To sum up, bullying at work is a safety concern as well as a human resources one. Gerard’s observations emphasize the value of attentive listening, proactive intervention, and accountability at all organizational levels. Gerard emphasizes that “leaders must be willing to change their behavior.” Safety leaders can promote this idea as they seek to establish more polite, safer work environments.