Auguste Coetzer
Bullying isn’t restricted to schoolyards – it also happens in business and management, even the boardroom. However, it is rarely acknowledged in executive circles. Even victims may go into denial, further complicating the task of assessing the prevalence of bullying and its impact.
Internationally – where the problem is discussed much more openly than in South Africa – two types of intimidation have been identified: bullying (a one-on-one issue) and mobbing (when a ringleader and pack hound a victim).
A victim’s health and career can be undermined, and so can corporate health. A toxic environment destroys team spirit and may lead to decision-making by a clique with a blinkered, even warped view of how to lead and motivate others.
Executive bullying is much more sophisticated than violence or the threat of it, and the tactics may be subtle.
Five types of bullying or mobbing may occur:
l Gagging by attacking self-expression and communication (ignoring e-mails, not taking phone calls and failing to share information).
l Social belittling through name-calling, yelling and ostracism.
l Reputational attacks via rumour, innuendo and lies.
l Sabotage by undermining work projects, setting unrealistic deadlines, withholding pay rises, perks and promotion or overloading a victim with a succession of tough tasks while a favoured few get easy assignments.
l Subverting health and status by labelling a victim “crazy” or “sick”, increasing the risk of mental or physical illness.
Bullies or mobs often exploit areas of vulnerability, such as a person’s appearance, culture or social and educational background.
Some colleagues or managers may notice the intimidation, but do nothing about it.
Victims may internalise the issues for an extended period, take unnecessary leave, go off sick or quit; in which case the organisation loses someone with the potential to make a much bigger contribution.
Bottling things up can be dangerous. In Austria, years ago, a victim reportedly shot dead three of his tormentors, then turned the gun on himself.
Researchers are clear that top management has to take responsibility and one suggested remedy is an anti-bullying code of conduct.
Victims and witnesses should be left in no doubt that they have a duty to report toxic behaviour.
l Coetzer is director of executive search at Talent Africa, an alliance of Korn Ferry.