Management Tip of the Day: Identify and Stop Workplace Bullying

Are you having trouble viewing this email? If so, click here to see it in a web browser. HOME   |   BLOGS   |   THE MAGAZINE   |   BOOKS   |   AUTHORS   |   STORE RSS   |   Mobile AUGUST 24, 2011 Identify and Stop Workplace Bullying There is a difference between leaders who aggressively push for results and bullies who use fear and intimidation to get what they want. Organizations can't afford the latter: these people are costly in terms of productivity and emotional impact. Here's how to discern the difference between hard-charging managers and sinister bullies: Confront. Hold a series of impromptu meetings with the suspected bully and victims to gather evidence quickly. Make these gatherings out-of-the-blue, rather than planned in advance, to ensure you get the straight story. Analyze and present. Use an external framework to evaluate whether this is a true case of bullying. Document the evidence rather than relying on hearsay. Expose. Since bullies use fear of consequences as their main weapon, it's critical to expose their behavior. By outing bullies and labeling the behavior, you can take away their power. Today's Management Tip was adapted from "Diagnose and Eliminate Workplace Bullying" by Baron Christopher Hanson. Read the full post and join the discussion » Share Today's Tip: FEATURED PRODUCT Eating their cake and everyone else's cake, too: Resources as the main ingredient to workplace bullying Harvard Business Review Article This article examines workplace bullying from a personal resources perspective. As workplace bullying emerges in unsupportive and stressful work environments, the threat of personal resource loss triggers the low cost, high reward resource-seeking behaviors that are typically reported as indicative of bullies in the workplace bullying research. Herein, we propose that these resource-seeking bullying behaviors allow bullies to create reinforcing resource gain cycles for them, but also create reinforcing resource loss cycles for targets and bystanders of bullying. As a potential remedy, we discuss recommendations for organizations to reduce the occurrence of workplace bullying. ADVERTISEMENT Follow the Tip: PREVIOUS TIPS 3 Characteristics of a Real Team 3 Tips for Surviving Work Travel Defy the "Always On" Mindset Good Enough is Better than Great IT 2 Ways to Spot Industry-Changing Trends 3 Ways the Social Sector can Innovate 3 Ways to Get the Most from Your Team 3 Tips for Making a High-Stakes Decision Take a Nap at Work Convince Others to Embrace Risk BEST SELLERS HBR's 10 Must Reads: The Essentials HBR's Must Reads Library Set Guide to Persuasive Presentations Guide to Better Business Writing Guide to Getting the Right Work Done Free HBR Interactive issue Download the iPad app HBR Reads, and get your issue with audio and video interviews and multimedia slideshows. Learn more » UNSUBSCRIBE   |   UPDATE YOUR PROFILE   |   MORE EMAIL NEWSLETTERS   |   PRIVACY POLICY Was this email forwarded to you? If so, sign up to start receiving your own copy. ABOUT THIS MAILING LIST You have received this message because you subscribed to the "Management Tip of the Day" email newsletter from Harvard Business Review. If at any point you wish to remove yourself from this list, change your email address, or sign up for other email newsletters and alerts, please visit the Harvard Business Review Email Newsletter Preference Center. OPT OUT If you do not wish to receive any email messages from Harvard Business Review, click here. ADVERTISE WITH HBR This enewsletter is read by thousands of decision makers every day. Learn more about connecting your brand with this audience. Copyright © 2011 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing | 60 Harvard Way | Boston, MA 02163 Customer Service: 800-545-7685 (+1-617-783-7600 outside the U.S. and Canada)