12 Things You Need To Know To Stop Workplace Bullying Now

By Jane Gunn

We have probably all experienced bullying at some point in our lives, and we undoubtedly know how to recognise the signs, although of course it can be subtle. The Employment Rights Act (1996), The Protection from Harassment Act (1998), and The Equality Act (2010) provide some legislation against bullying, but these broadly are a framework for employers, and the problem continues to grow. According to 2024 CIPD research, whilst 76% of employers rated the working environment and culture as ‘good’ or ‘very good’, 25% of employees said they experienced conflict or abuse in the previous 12 months. Many businesses have procedures and protocols for dealing with bullying, though below you can find 12 things leaders should know to stop bullying in the workplace.

The top 12 things you need to know to stop workplace bullying now

Conflict usually has a better outcome than compliance.

Naming bullying for what it is makes it more likely to be addressed. Well-handled conflict should result in stopping for a moment and taking the time to ask questions such as: what is not working, what is wanted, what is needed by all sides, and what are employees’ concerns and how they are being addressed? What clarity is needed about roles and responsibilities?

The more disruptive and turbulent the outside world is, the more likely people are to revert to bullying behaviour to maintain the perception of control.

Global uncertainty is making people anxious and creating a level of stress that impacts us on physical, financial, emotional, and spiritual levels. Internal conflict then plays out in our behaviour towards others, sometimes unconsciously, and we may trigger learned default behaviours rather than more conscious, higher-level actions. There is often a discrepancy between how we hope we will behave in a given difficult situation and how we actually do behave.

Bullying is mostly systemic and rarely comes from one person.

A common scenario is when a poor decision is made by the top, but colleagues go along with it because they are too afraid to speak out, or rock the boat, and therefore become complicit by not challenging or whistleblowing. Another common systemic bullying scenario is seen in an overly hierarchical culture, whereby leaders feel, ‘I was bullied when I joined, so it’s your turn now’.

Some bullies have personality disorders.

Three personality traits: machiavellianism, narcissism, and psychopathy, known as The Dark Triad, according to Delroy L. Paulhus and Kevin M. Williams, are often associated with bullying. Those who lack compassion and empathy are likely to be bullies, as they don’t value common ground, different opinions or compromise. Similarly, if an entire work culture lacks compassion and empathy, then the organisation is on a trajectory towards a more bullying style.

Good leadership is not about exerting authority and power but role-modelling strong morals.

This includes deep listening, being clear with colleagues about the organisation’s purpose, what the team is aiming for together, what the expectations are, how to deal with conflict and that opinions are welcome. Poor leadership style is often at the crux of bullying issues. Is the leader not being strong enough, or are they worried about being liked? Do they not accept respectful challenges to their thinking, or know how to get people on side through good leadership skills?

Patterns don’t change even if the CEO goes if toxicity is embedded.

Think of the revolving door of managers leaving football clubs. If the rest of the staff are already infected by bullying, it needs to be addressed by expecting better of themselves and the organisation. A culture reset is needed, and the past must be acknowledged rather than brushed under the carpet. A clear strategy and framework, and open conversations are key ways to start. When a bully doesn’t fit any more in a new culture, their bubble is burst and their power is removed.

Quickly addressing conflict is key.

The ways bullying can occur are infinite, but that doesn’t mean you can’t stop it. Bullying can occur when a team questions the authority of a leader and gangs up against them, refusing to complete tasks, collaborate or comply. Sometimes people in the team swap roles and then undo how things have been done when it’s their turn to be the leader. Politics in the UK and USA is a case in point. Disgruntled employees are often initially heard by someone in leadership as per workplace protocol, but then they are expected to come up with their own solutions. To some extent, they should, but management needs to be supportive rather than act as a brick wall, and worse of all telling them to leave if they’re unhappy. Colleagues often don’t know how to remedy the situation and need some direction.

Whistleblowing is the hot potato no one wants.

It is crucial to encourage reporting and make sure the whistleblower doesn’t face unfair repercussions. In my experience, organisations often choose to get rid of the whistleblower rather than to deal with toxicity, or they may force the whistleblower to prove they are right, rather than looking at the perpetrator. Silence needs to have consequences. It requires the organisation to value and protect whistleblowers and to take a deeper look at itself, the culture, values and motives, and to show that poor behaviour will not be tolerated. It is certainly easier not to step up when a situation doesn’t feel right, but silence breeds bullying

A fear culture means the most powerful divide and conquer.

When polarisation and splitting into factions occur, conflict starts to escalate. People use labels to slur others, and the potential damage of this is enormous. For example, blatant racist and xenophobic behaviour is on the rise. According to polling by The Youth Futures Foundation of 16- to 24-year-olds from BAME backgrounds, almost half experienced racial prejudice or discrimination at work, with 70% of those saying they have considered switching jobs as a result. Discrimination creates cliques, which affect collaboration and create barriers to a cohesive team that feels empowered to contribute ideas, be heard, and work together effectively.

Intention is everything.

Sometimes people use words that are not intended to be bullying, and on those occasions, it is important to recognise their intention and perhaps share your point of view or experience and explain why their comments are hurtful. They might be mortified and be unaware of the impact of their words. Treading on eggshells discourages people from having open conversations.

One-off training is often a tick-box exercise

as it won’t change an individual or a culture, although it may raise some level of awareness. There is greater value in leaders investing in deeper training to see where issues are embedded and to work with, not against, their people.

Remote working has exacerbated bullying

It is easier to go under the radar as we are more isolated, and people avoid the reality of face-to-face interactions. Rather than trying to establish a connection, have a conversation, and find a way forward, remote working has encouraged silence and disconnect. Current patterns in society are pushing us to use more protocol, technology, and systems but we are losing sight of what it is to be human and how to have human interactions.