Checklist for Confronting Workplace Bullying

Facilitating a psychologically safe and inclusive workplace is about removing fear. In the context of bullying and harassment that means removing the fear of being bullied and/or harassed, as well as removing the fear of speaking up about it.

When a manager or supervisor receives information from a third party or observes first-hand that one employee is bullying another, their role is to address the issue.

Workplace bullying can be described as repetitive, deliberate verbal, non-verbal and even physical actions directed against a co-worker or subordinate for the sole purpose of dominating and controlling.

Such behaviour is damaging and if not stopped can result in severe psychological or physical harm to the victim, up to and including suicide.

It’s important to note that research in Canada has shown that under-represented populations were those most likely to experience sexual harassment. They are also those least likely to bring forward these instances.

Before leaders can address bullying they need to identify that bullying has indeed taken place, confirm the facts, and then confront the person responsible. This can be accomplished by following a simple three-step plan.

Step 1 – Identify what is considered bullying in the workplace. Common examples of bullying include relentless unwanted personal attacks that direct unfounded criticism, unwarranted judgment that humiliates, and verbal abuse.

Step 2 – Confirm the facts and develop a plan to confront the bully. Once the act of bullying has been identified, it is the leader’s responsibility to confirm the facts and develop a plan to confront the bully.

Confirming facts and history is important in order to understand the extent of damage that may have been done to the victim or victims. In some cases, this may result in a formal investigation. If there are enough facts to confront the bully, prepare a plan.

A plan must be sensitive to the victim’s needs and situation. The first priority is the health and safety of the victim, and this must always be considered. The victim may require professional support through an employee assistance program.

Before confronting the bully, confirm your facts, reassure the victim that the organization is committed to them, and prepare any necessary documentation. Consult any appropriate partners such as human resources personnel and determine what consequences (written discipline to termination) that may be considered.

Next, determine a time, location and who will be involved in a meeting and prepare a script to confront the bully.

Step 3 – Schedule and run a meeting to confront the bully. In a private, confidential space, facilitate the following conversation:

• Preframe the purpose of the meeting – In a clear, assertive and direct tone and in as few words as possible, describe how the employee has been linked to bullying and that this conversation is to address this issue. Provide the headlines – no need for all the detail yet.
• Example: “John, I have asked to meet with you to discuss the following facts … and our position on this matter. Do you understand why you’re here?”
• Verify with the employee why they are at the meeting. This gives the individual a moment to process the seriousness of the conversation and allows the leader to evaluate how the employee is going to manage their emotions. If the employee or leader starts to become overly emotional, stop the conversation immediately and start again only when both parties can be calm.
• Example, John’s response: “I am not sure I understand what you think I did but this conversation feels like it’s going to be a serious one.”
• In a calm, assertive and direct tone, present the facts, concerns and consequences. This is to ensure that the employee understands that this is not a negotiation; it’s a reporting of the facts. The ultimate goal is for the employee to accept responsibility for their actions.
• Facts – Example: “John, you were observed directly ...” (Share the facts, history, evidence and the organization’s position on the matter.)
• Concern – Example: “John, as you know, bullying behaviour is not acceptable in this organization and it will not be tolerated; no exception.” (Provide colour to John on the importance of the matter and the need to immediately stop and do no more harm.) “John, do you understand the concern and expectation to stop any behaviours that could be perceived as bullying?”
• Employee’s response to concern – Pause and provide the employee a chance to own their behaviour, ask questions on what they need to do, show remorse, apologize and make a commitment to stop and agree to be a part of the solution to fix the damage done.
• Current consequences – Inform the employee of the organization’s decision on how the matter will be dealt with. Note: If the employee is part of a bargaining unit there may be a need to involve a union representative in the conversation.
• Frame an action plan – No debate or negotiation at this stage. Outline the directions the employee must comply with to continue their employment. In severe cases, the action plan may be termination.
• Expected behaviour – Example: “John, the first action is to stop bullying X immediately. You will be expected to …” (Describe the details and leave nothing to assumption with respect to what the employee will be expected to do.)
• Get agreement to expectations – Example: “John, do you agree to comply with these terms?”

Detail review of the action plan – Review all the expected behaviours, how the plan will be monitored, current type of discipline and impact on the employee’s record, future consequences if there is a relapse, and frequency of?follow-up. In some cases, a written plan may help the employee follow the guidelines. There may be value in having the employee sign their behavioural contract. Both management and employee having a copy can influence compliance.

One challenge every effective leader embraces is keeping a commitment to do what is necessary to ensure the workplace is free of bullying.