Why employers do so little
Poor Leadership, Inept Managers
The majority of bullies (72%), are insecure, inept managers who demonstrate poor leadership. Bullies derive most of their support from Human Resources who support or turn a blind eye to bullying activities.
Some executives command bullies to target particular employees. Sometimes Bullies are simply good soldiers blindly following orders. Executives blame the problem on a “few bad apples,” deflecting blame for systemic causes and denying responsibility for systemic cures.
Employers Don’t Know How to Stop Bullies
Everyone walks on eggshells and is afraid to confront “the golden” bully, the boss’s favorite. HR misapplies the tools of traditional conflict resolution, for example, mediation. Wrong solution for the actual problem. The workplace culture holds no one accountable. Confronting bullies is unthinkable.
Executives and senior managers have been badgered by the bully, too. They are afraid of an emotional confrontation. They loathe conflict and remain paralyzed. By not acting, they tacitly endorse the bully. They fear lawsuits brought by the bully if they dare investigate or punish the bully. There is rarely a basis for such suits. The fear is irrational.
Bullying Is Underreported
Forty per cent (40%) of targets never tell their employers. Bullying is erroneously branded as “conflict” or a mere “difference in personality styles.” Both are true, but bullying is also a form of violence. Simple labels minimize its impact on both people and the organisation.
Historically, complaints lead to retaliation (revengeful hurting) or reprisal (taking away of rights or status). Knowing this, targets are reluctant to use internal employer processes.
