Leadership and Workplace BullyingPosted: November 13, 2017 | Author: leadershipmatters1213 | Filed under: Communication, Leadership, Leading Across Organizations, Museum, museum career, museum staff, Nonprofit Leadership, Workplace Bias, Workplace Bullying | Tags: Leadership, Leadership Matters, museums, nonprofit, workplace culture |8 Comments
First, we would be remiss if we didn’t acknowledge Nexus LAB’s work on leadership released this week. Leadership Matters’ own Anne Ackerson was part of the team that worked for four years, talking, writing, designing better paths to leadership for museums, libraries, and archives. If you haven’t taken a look at the Layers of Leadership, print it, stick it up over your desk, and see where you and your colleagues are.
Next, we’d like to talk about an issue common to many workplaces not just museums. In the past month we’ve observed two organizations where staff were essentially hounded out of their positions. Neither organization is unsophisticated nor underfunded. Each has layers of leadership, and yet at the critical assistant or associate layer there was and is ongoing failure to lead. The “why” is not something we will ever know. The “how” speaks to executive directors who may believe their leadership teams function well, and not realize what’s going on. That in itself is a bit scary. As an ED, shouldn’t you be aware of everything that’s going on particularly when it comes to HR? And how well do you know your leadership team if, at the end of the day, they’ve forced someone to leave? What message does that send to remaining staff?
In a nutshell, both individuals, at very different organizations, were made aware that their performance wasn’t up to snuff. No, this wasn’t done in an annual performance review, nor was it done in a series of calm meetings with advance notice provided, where expectations were laid out and timelines set. Instead, associate/assistant directors criticized, berated, and belittled. The end game seemed to be to make the employee leave of his or her own accord. Whoa, you say, does that really happen? Yup. Probably more than anyone acknowledges.
There is no law against being Cruella Deville in the workplace. In fact, it’s one of the few places left where as long as you don’t cross the Title VII lines, you are allowed to be a bully. Should you be? Heck no. But can you be? Sure. These situations rarely happen once. They are often a series of incidents, that accrete over time; where, for example, responsibilities are subtly increased while authority is diminished. Or where an employee is constantly the victim of understated remarks about performance, ability, and organizational loyalty, often in public. Just to underscore how bullying this behavior is, it’s sometimes coupled with comments about the employee’s emotional state—“You seem angry;” or “You seem upset;” What can we do to work on that?” or “You know you need to keep your emotions in check at the workplace.” The latter is one frequently aimed at women. Public displays of emotion, particularly in the workplace, are hugely gendered. Studies show that men demonstrating anger makes them seem competent and may lead to promotion. Not so for women where anger–especially if it is coupled with tears– is perceived as the exact opposite–a lack of capability.
So, if you’re an executive director of an organization large enough to have a leadership team supervising staff, what should you do?
- Make sure you are apprised of all ongoing HR issues. Ask questions. Ask for transparency. If things are going as they should be, you’ll receive all the evidence you need. If they’re not, push back. Don’t assume.
- If you don’t have an HR office, seek advice from a professional particularly when an employee appears to be struggling. Does he or she have a job description? Has she had an annual performance review? Have her abilities changed overnight or has her supervisor changed? Who’s new on the team, and how was that transition handled?
- Make sure you have an equitable HR policy coupled with job descriptions for all staff.
- Know workplace bullying when you see it. Don’t tolerate it.
Bullying in the museum work place is a huge problem. I left a job due to bullying and harassment. I reported it, over and over again to my ED who did nothing. I hope anyone who is in a position of power takes the time to listen to an employee when they come forward with issues of bullies and takes the claims seriously. My situation was so bad I was starting to become afraid to go to work – I refused to back down to my bullies and was afraid of the conflict that might arise. Even now in a new position, I am still fearful I will encounter similar treatment again.
What do you recommend for the staff person being bullied? If the bully isn’t technically breaking any rules, how does one report what’s happening without sounding like a whiner?
In my case HR was involved in the bullying. I always felt it, but after I made a full access request of my file according to the Data Protection Act 1998 I read all the emails between HR & managers and this thrust me into further trauma! If HR is part of the bullying it’s like a corrupt police force, you are done!
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