Upward Bullying: Staff vs. Managers
When we think of workplace bullying, the typical scenario that comes to mind is a powerful boss mistreating a vulnerable employee. However, bullying isn’t always a top-down affair. Sometimes, the power dynamics shift in the opposite direction—this is known as upward bullying or subordinate bullying. In this lesser-known but equally damaging form of bullying, employees target someone more senior, such as a manager, with behaviours intended to undermine, belittle, or even force them out of their position.
I know about this because I have experienced it; it is isolating; you are always being gaslighted, and nothing is done because people who can do something don’t recognise it. I remember being told as a manager I should take criticism. This is fair, but when that criticism is a 131-page thesis of hate, maybe it isn’t my fault. Or maybe when managers who are well respected, doing good stuff and performing well are being bullied, then the problem might not be the manager. I’ve written this post to draw attention to it because too many people are being affected by it.
Understanding Upward Bullying
Upward bullying can manifest in various ways, many of which are subtle and difficult to identify. Some common examples include:
Continued Disrespect: Employees may consistently disregard a manager’s instructions, interrupt them during meetings, or subtly challenge their authority, eroding the manager’s position over time.
Refusal to Complete Tasks: A group of employees might deliberately refuse to carry out tasks assigned by the manager, making the manager appear ineffective or incapable of leading their team.
Spreading Rumours: Malicious gossip can severely damage a manager's reputation, leading others to question their competence and integrity.
Undermining Authority: Employees may continuously challenge the manager's decisions, subtly undercut their directives in front of others, or bypass them entirely by going to higher management.
Sabotaging Performance: In extreme cases, employees might take active steps to ensure that a manager's projects fail, making it seem as though the manager is unfit for their role.
Why Is Upward Bullying Hard to Identify?
Recognising that their subordinates are bullying them can be challenging for those in senior roles. Managers often expect to have control and authority in the workplace, and the notion that they could be the target of bullying from their staff might seem counterintuitive. Additionally, the subtlety of the behaviours associated with upward bullying allows them to be dismissed as minor disagreements or isolated incidents, enabling them to persist and escalate unnoticed.
Advice for Higher-Level Managers
As a senior manager, your role in addressing upward bullying is critical. You have the power to shape the organisational culture and provide the necessary support to ensure that managers at all levels are equipped to handle difficult situations effectively. If you suspect that upward bullying is occurring in your organisation, it’s essential to act carefully but decisively. Here’s a more detailed approach to how you can tackle this issue:
1. Monitor and Support
Active Monitoring: Pay close attention to team dynamics, especially during skip-level meetings or other interactions where employees from multiple levels are involved. These meetings can be valuable opportunities to gauge the health of your teams, but they also present risks if not handled carefully. Observe how employees interact with their managers and note any signs of disrespect, avoidance, or undermining behaviours.
Proactive Engagement: Beyond observation, engage actively with your direct reports. Regularly check in with them to discuss the challenges they’re facing, not just in terms of project delivery but also in managing their teams. Encourage open conversations about team dynamics and provide a safe space for managers to express concerns about difficult team members.
Skill Development: Support your managers by helping them develop the skills they need to manage difficult employees. This could include offering training in conflict resolution, communication, and leadership development. Systemic coaching can be particularly effective in helping managers understand and navigate complex team dynamics, giving them the tools to address issues before they escalate into full-blown bullying.
2. Listen Without Collusion
Objective Listening: When approached by employees from multiple levels below you with concerns about their immediate supervisor, it’s crucial to listen carefully but remain neutral. It’s easy to empathise with the employee and unintentionally collude with them against their manager. Instead, aim to gather information without making any immediate judgments.
Balanced Inquiry: Ask questions to fully understand the situation. For example, inquire about how the employee has tried to address their concerns with their direct supervisor. Have they sought guidance from HR? What specific issues are they experiencing, and how do they see them impacting their work? This balanced inquiry helps you get a clearer picture without validating potentially manipulative narratives.
Cross-Check Information: After hearing the concerns, checking in with the targeted manager is important to get their perspective. Be transparent about the concerns raised, but frame the conversation as an opportunity for support rather than an indictment of their leadership. This approach helps ensure that you don’t inadvertently undermine the manager’s authority while still addressing the concerns raised by their team.
3. Invest in a Healthy Culture
Promote Psychological Safety: A psychologically safe workplace is one where employees feel comfortable speaking up without fear of retribution. As a senior manager, fostering this kind of environment is crucial. Encourage open dialogue at all levels of the organisation, where feedback is welcomed and differences of opinion are respected. When employees feel safe expressing their thoughts and concerns, it’s easier to identify and address issues before they become full-blown conflicts or bullying.
Discourage Self-Serving Behavior: Cultivate an organisational culture that rewards collaboration and mutual respect rather than self-serving behaviour. Upward bullying often thrives in environments where competition and personal ambition overshadow teamwork. Promoting values such as integrity, fairness, and collective success can create a culture where it is less likely to take root.
Implement Systemic Solutions: Addressing upward bullying requires systemic solutions beyond individual incidents. This includes developing clear policies against bullying in all directions—upward, downward, and lateral—and ensuring that these policies are consistently enforced. Consider implementing regular training sessions on workplace behaviour and conflict resolution, and make systemic coaching available to managers to help them build resilience and leadership capabilities.
Role Model Desired Behaviors: As a senior leader, your behaviour sets the tone for the entire organisation. Model the behaviours you want to see in your teams—respectful communication, openness to feedback, and a commitment to fairness. When employees see these values reflected in their leadership, they’re more likely to adopt them themselves, creating a positive ripple effect throughout the organisation.
Regular Culture Audits: Periodically assess the organisational culture to identify areas where toxic behaviours may be emerging. This could involve employee surveys, focus groups, or anonymous feedback mechanisms. Use the insights gained to adjust policies, training programs, and leadership approaches.
As a senior manager, you play a pivotal role in preventing and addressing upward bullying within your organisation. By actively monitoring team dynamics, supporting your managers, listening carefully without collusion, and investing in a healthy organisational culture, you can help create a workplace where all employees, regardless of their position, are treated with respect and dignity. Remember, the goal is not only to address incidents of bullying as they arise but to cultivate an environment where such behaviours are unlikely to take root in the first place. Doing so will contribute to a more positive, productive, and psychologically safe workplace for everyone.
If you're in an HR or management position and suspect upward bullying, it's crucial to approach the situation thoughtfully and proactively. Here are some steps you can take:
Observe and Gather Information: Before jumping to conclusions, take time to observe the situation closely. Look for patterns of behaviour that suggest upward bullying, such as repeated instances of insubordination, undermining authority, or spreading rumours about the manager. Please pay attention to the interactions between the manager and their team members in various settings, such as meetings, casual conversations, and written communications.
Have a Private Conversation: If you believe upward bullying is occurring, initiate a private, supportive conversation with the manager who might be the target. Express your observations without making accusations, and ask open-ended questions to understand their perspective. This can help the manager feel less isolated and more willing to share their experiences.
Encourage Documentation: Advise the manager to document any incidents that seem to be part of a bullying pattern. Detailed records of interactions, including dates, times, and specific behaviours, can be crucial if the situation escalates and formal action is needed.
Provide Support and Resources: Offer the manager access to resources such as coaching, counselling, or conflict resolution training. Let them know that they have your support and that addressing the issue is a priority. Encourage them to use these resources to help navigate the situation effectively.
Facilitate Mediation: Consider arranging a mediation session between the manager and the team members involved, if appropriate. This can help clear up misunderstandings, address grievances, and set expectations for respectful behaviour moving forward. Ensure that the mediation process is fair and that both sides have the opportunity to express their concerns.
Investigate Impartially: If the situation appears serious or if the manager reports continued issues, conduct a formal investigation. Ensure that the investigation is impartial, gathering information from all parties involved. It’s essential to approach this with an open mind, recognisng that upward bullying can be subtle and complex.
Take Appropriate Action: Depending on the findings of your investigation, take appropriate action to address the bullying. This could range from providing additional support to the manager to disciplinary actions against the bullying employees. The key is to act decisively to prevent further harm and to uphold a respectful workplace culture.
Review Organisational Culture: Reflect on whether there are broader cultural issues within the organisation that may have contributed to the bullying behavior. Consider what changes might be needed to prevent similar situations in the future, such as fostering open communication, reinforcing company values, and ensuring all employees understand that bullying of any kind is unacceptable.
By taking these steps, HR and management can help address upward bullying effectively, ensuring that managers feel supported and that the work environment remains healthy and productive for everyone.
The Broader Implications of Upward Bullying
Upward bullying is not just an issue for the targeted manager; it has far-reaching implications for the entire organisation. When a group of employees successfully bullies a manager out of their position, it can create a toxic work environment where such behaviour is implicitly tolerated or encouraged. This can lead to a breakdown in leadership, decreased morale, and an overall decline in organisational performance. When upward bullying is allowed to fester, it can create a culture where cliques or groups of employees wield disproportionate power, undermining the company's values and goals.
Systemic Coaching: A Solution to Upward Bullying
One effective way to address the root causes of upward bullying is through systemic coaching. Systemic coaching focuses on understanding and addressing an organisation's complex interplay of relationships, power dynamics, and cultural factors. By taking a holistic approach, systemic coaching can help the targeted manager and the organisation to navigate the challenges of upward bullying.
How Systemic Coaching Helps:
Revealing Hidden Dynamics: Systemic coaching helps uncover the underlying power dynamics and relationships contributing to upward bullying. By bringing these hidden issues to light, coaching can enable managers to understand the real sources of conflict and address them effectively.
Strengthening Leadership Skills: Through systemic coaching, managers can develop stronger leadership skills, including conflict resolution, emotional intelligence, and assertiveness. These skills are crucial for dealing with difficult employees and preventing bullying behaviour from taking root.
Fostering Open Communication: Systemic coaching emphasises the importance of open communication and collaboration. By creating a culture where dialogue is encouraged and respected, coaching can help prevent the formation of toxic cliques and ensure that issues are addressed before they escalate.
Building a Supportive Culture: Systemic coaching can help organisations create a culture where managers feel supported and empowered to take action against bullying. This includes providing training on recognising signs of bullying, fostering psychological safety, and ensuring that managers have access to the resources they need to address issues effectively.
Addressing the Root Causes: Systemic coaching goes beyond addressing individual incidents of bullying to tackle the broader issues within the organisation’s culture that may be enabling such behaviour. By addressing these root causes, coaching can help create a healthier, more resilient workplace.
Taking Action Against Upward Bullying
If you are a manager who suspects you might be the target of upward bullying, taking action early is crucial. Here are some steps you can take:
Acknowledge the Problem: Recognise that the issue is not a reflection of your leadership abilities but rather a behaviour that needs to be addressed.
Document the Behaviour: Record incidents where employees have shown disrespect, refused tasks, or engaged in other bullying behaviours. This documentation can be valuable if formal action is needed.
Seek Support: Don’t hesitate to contact HR, senior leadership, or a systemic coach for support. Addressing bullying is not something you should have to handle alone.
Foster Open Communication: Engage with your team regularly to build strong relationships and encourage open dialogue. This can help prevent the formation of toxic cliques and ensure that issues are addressed before they escalate.
Take Decisive Action: If the behavior continues, formal disciplinary action may be necessary. It’s important to act fairly but firmly to maintain authority and protect the integrity of the work environment.
Upward bullying is a serious issue that can have significant consequences for both the targeted manager and the broader organisation. By understanding the signs of upward bullying and taking proactive steps, managers and organisations can create a healthier, more respectful work environment where everyone can thrive. Systemic coaching offers a powerful approach to addressing the root causes of upward bullying, helping to build stronger, more resilient leaders and fostering a culture of open communication and mutual respect. Remember, acknowledging and addressing the problem is not a sign of weakness—it’s a crucial step towards maintaining a positive and productive workplace.
Thank you for writing about this. Managers don't often like to talk about this topic. It seems like it's very common in Union environments. Staff sometimes doesn't respect their supervisor because they're "management."