“His face was inches from mine,” said the complainant. “I felt as though he was going to hit me. He didn’t yell, but spoke so slowly that it was as though I was a child. I could feel myself shaking. He told me I was worthless, and then threw the report on my desk and stomped out.”
This (composite) statement was made by a middle aged man in a mid management position, describing one of many incidents involving his male manager. The history included name calling, public belittling, threats of job loss and the periodic throwing of objects or (in one case) destroying work product. Desperate, he had gone to see his Human Resources manager who told him, not for the first time, that there was little she could do. There had been numerous complaints over the years, but this behavior was neither discriminatory nor violent, and therefore was viewed more as a “style issue” than an issue of policy. This company, like most, did not have a policy prohibiting bullying or “general harassment”–that is intimidating behavior that is not based on protected class status and does not rise to a level of threats of violence.
“The truth is,” said the Human Resources Manager when seeking my advice,”Frank (pseudonym) is one of our most effective guys, results wise. He manages up brilliantly and no matter his methods, he gets the job done. When we’ve tried to influence his leader to take control of the situation, he suggests that we recruit better people for Frank. He tells us that Frank is a driver, and the problem is his subpar staff.”
What are workplaces to do with the “Franks” of the workplace? Talented and capable, perfectionistic and goal driven, they are ideal leaders on paper. Their metrics tend to shine, but not reflect the damage inflicted on others and the unused potential wasted in the process. In the best of worlds, bullys would be spotted early in their careers and held accountable for their people practices. Technical expertise would have to somehow be paired with a modicum of emotional intelligence and an understanding of human development. That doesn’t happen in most organizations, and most particularly in the professions such as law and medicine, where one rises on the strength of their accomplishments, not their relationships.
In May, I will be presenting a short session on bullies at Minnesota CLE’s Strategic Discovery: Preventing Discovery Abuses and Handling Discovery Disputes. It will be focused on attorneys in litigation, but in preparation, I’ve been looking through the files of the many workplace bullies referred to me for coaching over the years. These folks have agreed to see me because they either recognize they have an issue or they have been told that their career progress or even retention was conditional upon being coached. From them, I have learned several things: Read the rest of this entry »