Advice for addressing workplace bullying

October is bully awareness month and it’s an issue that is widespread throughout many facets of life but requires an acutely sharp focus in the workplace. It transcends industries and organizational structures. It not only undermines employee morale but also threatens workplace safety.

According to leadership consultant and author Dr. Roger A. Gerard, addressing bullying is essential for fostering a culture of safety and well-being in the workplace. "When stress increases in an organization, people under stress start behaving in dysfunctional ways," Gerard explains. These behaviors can include "blaming, shaming, dismissing others' views, and even feeding into the rumor mill."

For health and safety leaders, this poses a challenge. They often find themselves navigating the complexities of workplace dynamics, sometimes caught between upper management and employees. Gerard stresses that bullying can take many forms—from peers targeting peers to managers or executives bullying subordinates. Regardless of its source, the impact on workplace safety can be profound, increasing the risk of accidents, absenteeism, and employee disengagement.

One of the key strategies Gerard advocates is early intervention. "The first thing you have to do is find out what's wrong," he says. Health and safety leaders must act as mediators and inquire about the underlying causes of dysfunctional behaviors. Gerard emphasizes the importance of creating an open environment where employees feel safe to voice their concerns. "You've got to bring people together and talk about what's going on," he advises. Ignoring these issues, he warns, is short-sighted and can lead to greater disruptions in productivity and safety.

But what happens when the bullying comes from the top? Gerard shares that confronting executive-level bullying requires both courage and diplomacy. "You have to take a breath... then privately go to that executive and say, 'Help me understand what's going on here. Why are you treating this person this way?'" Gerard suggests framing the conversation as constructive feedback, helping leaders understand how their behavior can demoralize employees and harm the business.

In some cases, however, this approach might not lead to a positive outcome. Gerard recalls a situation where a leader refused to acknowledge his harmful behavior, saying, "I behave this way because it works, and I don't intend to change." That executive was terminated within three months. "There have to be consequences to bad behavior," Gerard asserts, emphasizing that accountability is essential to maintaining a respectful work environment.

Ultimately, Gerard argues that addressing bullying is about creating a supportive culture. He encourages leaders to reflect on their behavior and to foster environments where employees can express concerns without fear of retribution. "Blaming and shaming are messages that leadership does not have our back," he says. For health and safety leaders, this message is particularly relevant. Their role extends beyond ensuring physical safety to advising leadership on how to cultivate a culture of respect and open communication.

In conclusion, workplace bullying is not just a human resources issue—it’s a safety issue. Gerard’s insights highlight the importance of proactive intervention, empathetic listening, and accountability at all levels of an organization. "Leaders must be willing to change their behavior," Gerard stresses, a message that safety leaders can champion as they work to create safer, more respectful workplaces.