Workplace Violence: The Bullying Factor

Written by Felix P. Nater

Continued from page 1

Bullying behavior can range from subtle to more obvious behaviors. Here are some I’ve uncovered duringrepparttar investigative process: name calling, innuendos, insults, offensive language, racial and sexual jokes, yelling and screaming, inappropriate comments about an individual’s dress, life style, medical condition or general appearances, picking on family members, slander and belittling criticism, intentional isolation of an employee byrepparttar 119496 supervisor from normal interaction, training and career enhancement opportunities, overwork, unnecessary pressures, establishing impossible deadlines, makingrepparttar 119497 person feel in adequate by reducingrepparttar 119498 workload, creating a feeling of uselessness and even hopelessness, underminesrepparttar 119499 work performance or effort, deliberately denying essential work-related information and data or even giving incorrect information, unexplained job changes, meaningless assignments or tasks beyond your skill level or ability, failure to give adequate acknowledgement or to recognize when due, tampering with your work products, reports, tools and equipment, teasing or regularly making yourepparttar 119500 brunt of pranks and practical jokes, intentional/unreasonable delays in processing requests for leave or vacation, requests for assignments, training or resolution of pay issues are but a few “root cause” or “contributing factors” which lead otherwise innocent victims to assault or threaten another in response torepparttar 119501 Bullying (harassment, intimidation and abuse) Tactic.


Managingrepparttar 119502 workplace environment is an ongoing process, which goes beyondrepparttar 119503 production and services responsibility of supervisors and managers. I found that supervisors who failed to control hostile behavior contributed to safety hazards, increased injury compensation claims, lost workdays due to increased absenteeism, poor morale and potential civil actions againstrepparttar 119504 business and individual for creating a hostile environment.

Onrepparttar 119505 other hand, I found thatrepparttar 119506 victim employee includingrepparttar 119507 supervisors suffer from increased stress levels, anxiety and panic attacks, complaints of loss of sleep, bad health, impaired ability to make decisions, an incapacity to work, loss of confidence and self-esteem, reduced production, performance and efficiency, become accident prone and creates unsafe conditions as a result. In many casesrepparttar 119508 employee lost self-confidence and ability to cope inrepparttar 119509 workplace. Proper assessment and intervention is necessary if employees are to believe they will not become victims.


- Documentrepparttar 119510 activity when it happens if you are not willing to report or confrontrepparttar 119511 individual at this point. - Keep a record ofrepparttar 119512 details ofrepparttar 119513 type of activity and any potential witnesses for future reference. - Reportrepparttar 119514 behaviors to management at some point. - Confrontrepparttar 119515 Bully. Tell him/her you resent and object torepparttar 119516 behavior. - Askrepparttar 119517 Bully to stop or you will report him. - If you feel uncomfortable initiating contact go to your shop steward, supervisor or some other intermediary. - Never internalizerepparttar 119518 behavior otherwise festering will occur causing you to retaliate in frustration or even worst, become ill as a result.


- If you don’t have a Workplace Violence Crime Prevention Policy start working on one as soon as possible. - If you have a Workplace Violence Crime Prevention Policy insure it addressesrepparttar 119519 Bullying Tactics andrepparttar 119520 Bully. - Your policy should contain a caution statement on whatrepparttar 119521 Bullying behavior is. - Employees should receive periodic Workplace Violence Prevention Awareness Training. - Supervisors should be trained in issues relating to managingrepparttar 119522 workplace environment and conflict resolution. - Employees should be encouraged to report all incidents without attribution or retaliation. - Employees should be encouraged to pursue alternative means shop steward/intermediary) to confrontrepparttar 119523 Bully. - Provide for conflict mediation and intervention by EAP and/orrepparttar 119524 Security Director. - Conduct comprehensive Threat Assessments of each situation to prevent further escalation. - Institute progressive disciplinary procedures to addressrepparttar 119525 repeat or ongoing Bully. - Create an environment where such behavior is not tolerated and will not be condoned.

When in doubt pick uprepparttar 119526 phone and call an expert or visit his website at

President of Nater Associates as security management consulting firm specialzing in workplace security & workplace violence prevention. Felix retired as a postal inspector with 30 years experience.

Five Secrets to Gaining Credibility with Your Team for Outstanding Results

Written by Ed Sykes

Continued from page 1

Remember, your employees are always doing something well. Make sure you come from a positive position of improvement when giving feedback. Let your employees know that you appreciate their efforts andrepparttar difference they make each day.

Also make it “safe” for employees to give you feedback. Let them know that no one is perfect (I know we think we are) and that you value their feedback to makerepparttar 119495 work environment a “win-win” situation for all involved. Teach your employees how to give feedback, both positive and constructive. Remember, as a leader, you are constantly developing your employees forrepparttar 119496 next level. 5. Ask for Employee Solutions People go to work to succeed, not fail. Employees also go to work because they want to make a difference at their job. One ofrepparttar 119497 best ways for employees to feel they are making a difference is to involve them inrepparttar 119498 solution creation process.

Make asking for solutions from your employees an ongoing process. Whether during staff meetings, one-on-one sessions, etc., make it safe for employees to develop their own solutions. If givenrepparttar 119499 opportunity, your employees will come up with solutions that are innovative, proactive, and in some cases better than any solution we can ever develop.

To motivate your employees to create solutions, you must dorepparttar 119500 following:

* Give them credit forrepparttar 119501 solutions * Create reward systems for solutions * Make it easy for them to communicate solutions * Massage solutions for positive results

Very importantly, if employees share a solution with you, please, please, please, give them feedback ASAP. You will lose employee credibility if they think you don’t care or are taking credit for their ideas.

Apply these techniques now and you will gain credibility and increase productivity with your employees while developing a high performance environment that achieves outstanding results.

Source: Towers Perrin, Enhancing Corporate Credibility-Is It Time to Takerepparttar 119502 “Spin” Out of Employee Communication? January, 2004

Ed Sykes is a professional speaker, author, and success coach in the areas of leadership, motivation, stress management, customer service, and team building. You can e-mail him at, or call him at (757) 427-7032. Goto his web site,, and signup for the newsletter, OnPoint, and receive the free ebook, "Empowerment and Stress Secrets for the Busy Professional."

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