Will the sector ever be free of bullies?

I am optimistic. The steps we are taking with the research into sector bullying – detailed research for the first time – will enable us, individuals, managers, unions, human resources departments, organisations and other bodies to begin to act in concert to address the realities. 

One of the benefits of research is that it creates transparency and, as such, a choice to act or not to act, and I trust that the sector’s current focus on audience wellbeing will be applied to its workforce. The baseline research will enable us to observe the changes over time – which I hope will be the reduction and eventual eradication of bullying. 

I share your optimism. In the wider world, movements such as #MeToo have broken one of the taboos, and expectations as to appropriate behaviour are becoming ever clearer. The focus on mental health and wellbeing has made us look at the subject from a different angle. 

What used to be passed off as “eccentric behaviour” or just “creative tension” have been outed for what they really are, and this must continue. Such issues will always surround us, hence the need to continue striving to address them. As you say, detailed sector-specific research will enable this approach. 

Best wishes, Andy 

It is interesting that you highlight changes in expectations of behaviours. One of the ways I hope we can address bullying is by ensuring that those with a duty of care have the knowledge, skills and confidence to manage effectively, compassionately and pragmatically.

Exploring behaviours that could be received as bullying, as part of future leadership and management programmes, is essential. It will ensure that managers are able to manage competently and professionally, without adopting outdated tactics. But let me make it clear that bullying and poor management are not the same thing – the former requires intent, malevolence and persistence. 

Dear Tamsin: 

Detecting and dealing appropriately with bullying or harassment should be included in any management or leadership development programme. We can help people remain aware of the standards expected, where they can go for assistance and what they can do to deal with any unacceptable behaviour. 

Bullying can be upward as well as downward, or indeed lateral, sometimes from unexpected quarters. Having explicit policies and publicized assistance are also essential in today’s workplace. The difference between bullying and poor management can be defined as misconduct or poor performance. 

There are different types of bullying – serial, pair and group, for example – and understanding them should help managers and organisations take action and support the workforce. Needless to say, the ideal scenario would be to create a culture and climate where bullying isn’t a reality. Other than policy and training, what else could be put into place to create a bully-free sector? 

We must all sign up to establishing, supporting and celebrating a climate and culture that enables everyone to thrive equally. But we need to recognise that just being firmly managed does not constitute bullying. Fair management includes establishing agreed visions and values, behavioural frameworks and performance management systems to which everyone can contribute and therefore live by, with development opportunities available as appropriate, be they formal or experiential, coaching or mentoring. And should problems arise, then all involved, including HR and unions, have a role to play in resolution under fair procedures.