Subtle Signs of Workplace Bullying You May Be Missing

Workplace bullying is a pressing issue that can have a detrimental impact on employee morale, productivity, and retention. However, managers often miss subtle signs of bullying behaviours amongst their staff. Exclusion, humiliation, unreasonable demands, credit-taking, and gossip can constitute bullying, but are sometimes written off as personality differences or normal workplace conflict.

Managers may be unaware of bullying if they do not regularly check in with employees or rely solely on formal reporting channels. But being proactive and vigilant, for changes in behaviour and early warning signs, is crucial to stay on top of this important issue. With some attentiveness to interpersonal dynamics and an open company culture that deters retaliation, managers can better spot and handle insidious bullying.

Signs of Workplace Bullying

Subtle signs of workplace bullying often manifest through patterns of repeatedly singling out, undermining, or ostracising particular employees. For example, a manager may repeatedly exclude certain team members from important meetings or email communications that are relevant to their work, leaving them feeling as though they’re failing or causing unnecessary conflicts with their colleagues.

“Bullying is very similar to harassment but it involves a more offensive, intimidating behaviour that is mostly due to a misuse of power”, explains George Harrison of Jonathan Lea Network “This can make a person feel vulnerable, upset, humiliated or threatened”. 

Humiliating or offensive jokes may be frequently made about particular staff members in front of colleagues.

Certain individuals could also be closely monitored or micromanaged by their manager, with unreasonable demands on productivity. Managers may regularly take credit for ideas and work completed by certain employees without acknowledgement. Harmful rumours and gossip could also be spread targeting specific team members. Naturally, these issues can also occur within teams from colleagues, or from members of the company in other departments.

In group settings, certain individuals may have their opinions belittled or criticised aggressively for minor mistakes. Their workload may be overloaded with undesirable tasks outside their job scope, or they may have key responsibilities removed without cause. Exclusion may also occur socially, with particular team members left out of work events. While some instances could be unintentional, repeated patterns of singling out employees constitute workplace bullying.

How Managers Can Miss the Signs

Managers often dismiss subtle bullying behaviours, assuming they are simply personality clashes or normal workplace conflicts. With their focus directed towards concrete tasks and deliverables, they can overlook interpersonal issues that impact staff morale and performance.

Many rely solely on formal reporting channels and procedures to be made aware of problems, rather than being proactive about sensing issues amongst their teams. Without taking time for regular one-on-one conversations with each employee, managers miss opportunities to detect concerns early.

They may fail to pick up on changes in someone’s behaviour, demeanour or performance that could indicate bullying. Managers may also inadvertently enable bullying by not establishing a responsible culture where retaliation is prohibited.

When employees do not feel safe speaking up about microaggressions or disrespect, managers remain oblivious to underlying interpersonal dysfunctions. Inattentiveness to staff dynamics and over-reliance on official reporting prevents managers from recognising subtle bullying signs until situations deteriorate.

How to Handle the Issue with Care

Managers need to be proactive in recognising subtle signs of workplace bullying and addressing issues swiftly and effectively.

Increase one-on-one meetings

Managers should implement regular one-on-one meetings with each team member. This dedicated time allows them to check in on employee wellbeing, ask open-ended questions to prompt discussion, and actively listen to any concerns raised. Employees will feel more comfortable opening up about problems, enabling leaders to detect potential bullying situations early.

Look for behavioural changes

Managers need to pay close attention to changes in employee behaviours that could indicate bullying. Withdrawal from team activities, decreased engagement and productivity, avoidance of certain colleagues, or appearing distressed after interactions can signal issues. Managers should follow up sensitively and in confidence to understand the root causes so they can take next steps with all the information.

Foster respect and openness

Managers must actively cultivate a team culture of mutual respect, inclusion and open communication. This requires clear policies that retaliation against employees who report concerns in good faith will never be tolerated under any circumstances. Both existing and new employees need to know that if they raise an issue, it will be handled appropriately and not neglected.

Early intervention

When patterns of subtle bullying behaviours emerge, managers need to intervene quickly with earnest conversations to understand all perspectives. Companies need to invest in coaching, mediation or training, where appropriate, and closely monitor the situation. Don’t wait for formal escalation to take next steps – catching bullying early is critical to preventing issues from establishing themselves as commonplace.

Training

It’s important that businesses equip managers with training on recognising different bullying behaviours, handling them appropriately per company policies, and their responsibilities in prevention. Companies need to ensure that anyone in a senior position is capable of, and committed to, addressing problems proactively and supporting their team when necessary.

With greater vigilance of their team dynamics and proactive efforts to maintain open and respectful work environments, managers will be able to catch subtle bullying early before it escalates and negatively impacts staff retention and performance.

Be Proactive to Prevent

Workplace bullying often manifests through subtle behaviours that are easy for managers to miss or dismiss until problems escalate. Exclusion, criticism, micromanaging and spreading rumours can constitute bullying if directed repeatedly at particular employees. But managers can also frequently overlook interpersonal issues, rely on formal reporting, fail to have one-on-one conversations, and not pay attention to behavioural changes. This results in bullying going undetected.

It is crucial for managers to be proactive about monitoring team dynamics, checking in with staff regularly, intervening early, and fostering a respectful culture. With proper training and vigilance, managers can detect and resolve cases of insidious workplace bullying early on. This protects both employees and the organisation’s culture and productivity.