Human behaviour is varied, and while most people do their best to be kind, there are others who enjoy tormenting others. These people are bullies and are found in all walks of life. Dealing with workplace bullying is a complicated matter that is not easily resolved. However, it is not something to gloss over, because the presence of bullies makes the work environment unsafe.
Rather than your staff feeling motivated about their responsibilities, the presence of a bully can generate dread at the idea of going to work. While most workplaces promote engaging with one’s peers as an opportunity to form bonds and learn, victims of bullying will instead be distracted. They will prefer to keep to themselves to avoid experiencing an unpleasant event.
Part of the responsibility of being a leader is being a role model. This includes being the enforcer of appropriate conduct expected by your company. Thus, should there be a problem in the workplace, it is up to you as the leader to step in and manage the issue.
Almost all companies have policies that outline the behaviour they expect from their staff, which you can refer to when managing this behaviour. Written words only mean something when they are enacted and enforced within the workplace.
In this blog I will provide some guidance on what to do if you need to address workplace bullying.

Is this new behaviour
The first question a leader must take into consideration is whether this behaviour is something ongoing or a lapse that has just begun.
Did this employee always engage in bullying tactics, or did something trigger such a behavioural change?
If this behaviour is new, then it is important to find out what has changed in the individual’s life, be it in their working environment or their private life. While you must be firm in enforcing appropriate behaviour, you must also be able to see the larger picture. Change does not happen overnight. There are plenty of instances wherein altered behaviour stems from a larger issue or personal crisis. While that does not justify how they treat their coworkers, it is your duty to take care of all of your staff.
Questions for you to consider
When bullying behaviour is brought to your attention, consider the following questions:
What is the position of the identified bully within the workplace?
Are they a junior, a peer, or do they hold a more senior position?
Is the bully someone you, as the leader, have direct authority over?
How has this come to your attention
You must consider how this matter came to your attention. Was the bullying incident something you witnessed firsthand? If so, this gives you the authority to act immediately, confident the situation is genuine.
Alternatively, was the incident something that was reported by another staff member?
If the latter, you must first ensure the validity of the complaint before you act. All the due processes outlined in the company policy must be followed. No one deserves to be bullied, but at the same time, no one deserves to be unfairly accused of something they did not do!
If someone other than those directly involved comes forwards with a report, you cannot immediately act on this information. Again, you need to verify things before acting.
The reason we have policies about bullying is to ensure that everyone has equal rights – both the accuser and the accused. This is to ensure that people do not make up fake claims against others. As a leader, you cannot enable bad behaviour, regardless of who is engaging in it.
Has the person accused been spoken to:
Was Human Resources notified of the incident?
Did human resources reach out to provide support to the victim?
Has the accused been given an opportunity to speak?
Did they confirm their behaviour?
Was their motive ascertained?
Did managers inform them of how their behaviour was being received and directed that it must stop?
You must reach out to the accused first to ensure they are aware of the impact of their behaviour. Ignorance is not a valid excuse, but motive is a key issue in how bullying gets handled. Part of the process for change is to point out the wrongs of the situation and provide them the opportunity for improvement while also ensuring the safety of the victim.
Is the bully one of your staff?
If the bully is not under your authority – is it your place to intervene?
In this situation, you need to have a valid reason for taking on the role assigned to their leader. Moreover, you must always keep in mind that your primary responsibility is to ensure the validity of the claims before any actions are taken.
If the matter was brought to your attention about staff that are not under your authority, it is important to learn why they have come to you and not the direct supervisor of the staff involved. After all, it is the supervisor who is responsible for the management and conduct of their team.
How to handle bullies as a leader
When you have a bully in your workplace under your authority, it is your responsibility as a leader to ensure the behaviour does not go unchecked. It is imperative that you clarify that their behaviour is unacceptable, regardless of the reasoning behind their actions.
The bully must confirm their understanding of the matter. You as a leader must outline the impact of their actions and showcase how it does not align with the company’s guidelines and regulations.
Bullying is a performance issue. Underperformance is not based solely on how well an employee produces the outcomes expected from their role. It is also based on how they achieve said goals. As such, the person who is underperforming must rectify the issue should they wish to retain their employment.
The bully is the one who will ultimately decide whether they will change or not. Continuing such behaviour is not an option, and they must change or leave – whether voluntarily or through performance management. It is the leader’s responsibility to enforce the expectations of the company. They must ensure that everyone within the company has a safe place to work and must actively handle situations where this is not the case.
In summary
Dealing with matters such as this is never pleasant. Those who are accused of bullying can delay reaching resolution through: agreeing to things but providing no results, bargaining, and making excuses that regularly change, claiming that other people are the problem, and filing a counterclaim against the victim (or you!).
You must record each meeting you hold to keep the bully accountable. Over time, all their excuses will vanish and all that is left will be the truth. The situation can go one of two ways. They will either sincerely try their best to change or they will resist bettering themselves throughout the grace period. In the case of the latter, they will be considered an under-performer following the standards of the company and should be let go.
It is important to remember that as a leader, you must ascertain the claims before any disciplinary actions can be taken. These processes will greatly affect your relationship with the accused. Moreover, if the claim is false, it affects not only the reputation and career of the accused, but your standing as a leader. Therefore, to enact proper justice, you must always involve Human Resources, ensure there is proper evidence, and gather witnesses before taking action.
If you are in the situation and need some coaching to assist you along the way, contact us and we can support you through this.
Author Bio

Deborah Knight is the founder of Xsead Lead with a background in organisational and individual leadership and executive coaching.
As a coach, Deborah aims to create an inclusive and respectful space where individuals and organisations can do the work necessary for growth and change. She is also passionate about helping women be valued for themselves while also contributing and being successful.
Apart from her company which she is deeply passionate about, Deborah also loves bushwalking, reading, travelling, and learning new things.
For any coaching or organisational support enquiries Deborah can be contacted via email: info@xseedlead.com.au or via her company website which is www.xseedlead.com.au.