November 7, 2012

Bullying in the Workplace - Case Study

By Helene Richards and Sheila Freeman.

These stories come from real people in real pain. You may be shocked at what goes in in some workplaces, perhaps even in your own. Or if you have been a victim yourself you will acknowledge and identify with these stories.

Workplace Bullying Case Studies

“When I started there, I was told that someone had been acting in the position and had expected to get the job. This person continually undermined me and turned other staff against me. I endured twelve months of hell, and felt as if I was sinking in quicksand.” (Mavis)

“I went on stress leave but the thought of returning filled me with such dread that I never went back.” (Ian)

“You always find reasons, excuses for it. It’s the old clichéd question of why anyone puts up with violence: you always think you can change him, you always feel it’s your fault, if you don’t provoke him, everything’s fine…” (Sandra)

“The misery took over my whole life. I turned nasty and bitter, and treated my wife and kids like whipping posts. After many visits to a psychologist, I was able to think of all the positive things in my life, you know, the family, my age and experience in relation to future job prospects … lots of things that put the situation into perspective. Now I look back and think, well, I wouldn’t want to go through that experience again, but in the end it was just a job I lost.” (Michael)

“I had lost my identity and self-esteem, and there was a lot of unresolved anger that I had to let go of before I could channel my energies into the future.” (John)

“I practically turned myself inside out to gain his approval but went nowhere in the company. He ignored my input at meetings, sneered and talked through my presentations. Friends in the business passed on quite vicious rumours about me. I know he started them, but have no proof. At my annual appraisal, all he said was, ‘I suggest that you look for another job.’” (Simone)

“He was out to get her. He started a campaign of whispers and innuendo. At meetings he always made her seem inefficient or unreasonable, hinted that hormones made her behave irrationally, that she was hysterical, menopausal. Little things, all done so carefully that it wasn’t easy to say he was behind it. But he was.” (Robyn)

“I felt as if I was in a long, dark tunnel.” (Sue)

“I wanted to go to sleep and not wake up.” (Marita)

“I had a physical and mental breakdown – a persistent skin rash, absolutely no energy. Everything was grey. There was no colour or joy in my life. I could barely raise a smile. I lost hope for the future. My wife left me.” (Henry)

“I was most hurt by the malice and vindictiveness shown by my colleagues.” (Margaret)

“I am experiencing emotional abuse from my male manager. He is a control freak, must have everything his way and he is a very domineering personality. He likes to be in control of everything and I am nervous around him.” (Paula)

“When I reported her behaviour to our supervisor, I was told I was being over-sensitive. He also suggested I should just “stay in my office”. I began to believe it was my fault. I started having panic attacks and thought I was going crazy. Eventually I had to leave, and haven’t worked since. I will never be the same happy, confident person I was before she bullied me.” (Carla)

Tracy’s Story

“I am a 43-year-old primary school teacher in Australia and my life was turned upside down when I transferred to a remote country school some seven years ago. I have been teaching for over twelve years, worked for many private companies, and have always received glowing references. While at University, I received many letters from the Dean congratulating me on my performance and eventually topped my final year. I had never been bullied in the workplace so I had no idea what was going on until I became so ill that I could no longer face going to work.

Some of my experiences were:

  • Told by a colleague/superior that it wouldn’t matter if I was dead (done in private, of course)
  • Physically pushed three times (the pusher apologised, but can three times in ten minutes be an accident?)
  • Isolated – staff involved would never sit with me during morning tea, lunches, meetings, courses, etc. My name was omitted from birthday acknowledgements. All other staff names on whiteboard in staff room and on work trays were in black, only mine was in red. When we were asked to bring a plate for morning teas or special lunches, no one ate any of mine. I volunteered to help on many projects only to find later that the projects had been completed without my help.
  • Humiliated often: dunce hat put on my head during school performance; coerced to skip in front of whole school; yelled at during meetings; singled out for arriving late to a meeting (others arrived late but no comment made); at a staff night out and after dinner we went to a bar and the Principal said, ‘Come on, Trace, let’s find you a man.’ (Needless to say I am single); ridiculed or ignored about complaints/concerns about students; at school performances or meet-the-parent nights, one member of staff introduces staff with a bright, bubbly tone but the tone always changed significantly when I was introduced; office staff sending children with offensive messages; lunch thrown in the bin.
  • Psychological games to make me feel as though something was wrong with me: told by Principal, ‘We’re going to toughen you up, Trace - now we’re going to up the anti’ (things heated up for me after this); while I was questioned individually about child sex abuse, the remainder of staff were asked to do the same during a staff meeting; I was repeatedly talked over as though what I had to say was irrelevant; teachers constantly interrupted my dealing with playground matters and would take over the matters; told that nobody would want to work with me during a lunch time disco; jobs were taken from me without notification or justification.
  • Denied appropriate resources to do my job effectively: told 30 pieces of art paper was my quota for the year; denied key to store personal belongings; automatic financial assistance for an emotionally disturbed boy in my class withheld, etc.
  • I am a vegetarian and my love of animals was well known. During a lunch, twp bullies sat beside me (unusual, I thought, then I got it) and vividly described a frog dissection. During a dinner, one bully described the removal of a road-kill kangaroo’s testicles. My bullies knew of my pet house rabbit, a much-loved little friend – in one day, one bully described vividly three times how she had cut her finger whilst chopping up a rabbit, while another bully laughed hysterically.

This is only a sample of the behaviour I had to put up with on a daily basis for six years. A few years ago, a doctor asked me if I was depressed. I dismissed this though, looking back, if I had addressed the problem then, perhaps my symptoms would not be so bad today.

I have major depressive illness now, with anxiety attacks so bad that I lay and groan on the floor or bed. I have night-time enuresis that worsens when highly stressed. I have tried to commit suicide, have become a recluse, and am a shadow of my former confident self. I am still fighting for worker’s compensation – my confusion and bewilderment has now turned to fury and anger upon being enlightened about bullying.”

(Tracey, NSW)

 

Source: http://www.sheilafreemanconsulting.biz/case-studies.htm

Five Ways To Spot A Bad Boss In An Interview

By Stephanie Taylor Christensen

A boss can literally, make or break your career. Here are five ways to spot the bad ones before they become yours.

A great boss can make you feel engaged and empowered at work, will keep you out of unnecessary office politics, and can identify and grow your strengths. But a bad boss can make the most impressive job on paper (and salary) quickly unbearable. Not only will a bad boss make you dislike at least 80% of your week, your relationships might suffer, too.

A recent study conducted at Baylor University found that stress and tension caused by an abusive boss “affects the marital relationship and subsequently, the employee’s entire family.” Supervisor abuse isn’t always as blatant as a screaming temper tantrum; it can include taking personal anger out on you for no reason, dismissing your ideas in a meeting, or simply, being rude and critical of your work, while offering no constructive ways to improve it. Whatever the exhibition of bad boss behavior, your work and personal life will suffer. Merideth Ferguson, PH.D., co-author of the study and assistant professor of management and entrepreneurship at Baylor explains that “it may be that as supervisor abuse heightens tension in the relationship, the employee is less motivated or able to engage in positive interactions with the partner and other family members.

There are many ways to try and combat the effects of a bad boss, including confronting him or her directly to work towards a productive solution, suggesting that you report to another supervisor, or soliciting the help of human resources. But none of those tactics gurantee improvement, and quite often, they’ll lead to more stress. The best solution is to spot a bad boss—before they become yours! Here are five ways to tell whether your interviewer is a future bad boss.

1. Pronoun usage. Performance consultant John Brubaker says that the top verbal tell a boss gives is in pronoun choice and the context it is used. If your interviewer uses the term “you” in communicating negative information ( such as, “you will deal with a lot of ambiguity”), don’t expect the boss to be a mentor. If the boss chooses the word “I” to describe the department’s success—that’s a red flag. If the interviewer says “we” in regards to a particular challenge the team or company faced, it may indicate that he or she deflects responsibility and places blame.

2. Concern with your hobbies. There is a fine line between genuine relationship building, and fishing for information, so use your discretion on this one. If you have an overall good impression of the potential boss it may be that he or she is truly interested in the fact that you are heavily involved in charity work, and is simply getting to know you. On the other hand, the interviewer may be trying to determine whether you have too many commitments outside of work. The interviewer can’t legally ask if you are married, or have kids, so digging into your personal life can be a clever way to understand just how available you are.

3. They’re distracted. The era of email, BlackBerrys and smartphones have made it “okay” for people to develop disrespectful communication habits in the name of work. Particularly in a frenzied workplace, reading email while a person is speaking, multi-tasking on conference calls and checking the message behind that blinking BlackBerry mid-conversation has become the norm of business communications. But, regardless of his or her role in the company, the interviewer should be striving to make a good impression—which includes shutting down tech tools to give you undivided attention. If your interviewer is glancing at emails while you’re speaking, taking phone calls, or late to the interview, don’t expect a boss who will make time for you.

4. They can’t give you a straight answer. Caren Goldberg, Ph.D. is an HR professor at the Kogod School of Business at American University. She says a key “tell” is vague answers to your questions. Listen for pauses, awkwardness, or overly-generic responses when you inquire what happened to the person who held the position you are interviewing for, and/or what has created the need to hire. (For example, if you are told the person was a “bad fit,” it may indicate that the workplace doesn’t spend much time on employee-development, and blames them when things don’t work out).

You should also question turnover rates, how long people stay in given roles, and what their career path has been. All of these answers can indicate not only if the boss is one people want to work for, but whether pay is competitive, and employees are given a career growth plan.

5. They’ve got a record. Ask the potential boss how long he or she has been at the company, in the role, and where he or she worked before coming to it to get a feel for his or management style, and whether it’s what you respond to. For example, bosses making a switch from a large corporation to a small company may lead with formality. On the other hand, entrepreneurs tend to be passionately involved in business, which can be a help or a hindrance, depending on your workstyle.

Goldberg also recommends searching the site eBossWatch, where you read reviews that former employees have given to a boss. If you’re serious about the position, she also suggests reaching to the former employee whose spot you are interviewing for, and asking for their take on the workplace. (LinkedIn makes this task easy to do). The former employee’s recount may not necessarily reflect your potential experience, but it can help you to determine whether his or her description of the job and company “jibes” with what the potential boss said.

 

Source: http://www.forbes.com/sites/stephaniechristensen/2011/12/11/5-ways-to-spot-a-bad-boss-in-an-interview/