A Manager’s Guide to Resolving Upward Bullying

It is common to see headlines for the rising trend of middle-manager burnout. Typically, we think of the demands that contribute to burnout being high-pressure responsibilities, tight timelines, and changing priorities. The demands that come from being a people-leader are also often an identified source of burnout. And managers may neglect to point out excessive pressures from their staff or coworkers for fear they will be deemed unfit to manage. As a result, direct reports or coworkers who act in deliberate defiance—upward bullying—may get a pass while the manager suffers silently. While the power dynamics in upward bullying differ from traditional workplace bullying, its effects can be equally damaging.

This guide can be used by managers and Human Resources professionals when upward bullying occurs in the workplace.

Identifying Signs of Upward Bullying

Signs of upward bullying may include consistent public opposition to managerial decisions, exclusion from team communications, or attempts to rally others against a leader. It is essential to distinguish upward bullying from healthy feedback or constructive criticism. Are behaviors isolated, legitimate instances of disagreement handled professionally, or is it a pattern of divisive and inappropriate acts?

Reasons Upward Bullying Might Occur

Why would a direct report or coworker actively seek to inappropriately defy or disrespect a manager? Without direct knowledge learned from a candid conversation, you might be left to speculate, unfortunately. Here are some possible reasons why:

• Resistance to Change: Discomfort or lack of confidence in doing things a different way. Or someone who only sees one way of doing things. Things are right or wrong, versus different. “[Insert Previous Manager’s Name] did it this way.” Or, “We never had to do this before.”
• Role Reversal or Opportunist: A subordinate or coworker who wishes to take the role of the manager, or to be perceived as the manager.
• Feeling Less Valued: An employee’s or coworker’s talent or skill is not valued as it may have been under a prior manager. Or the organization is not as reliant on this person as it had been in the past.
• Dissatisfaction or Disagreement with Decisions: Someone must make decisions for the team, and that person is the manager. Dissatisfaction with any one of the manager’s decisions (or all of them) is manifested in unprofessional conduct as a way to protest them.
• Personal Grudges: Perceived or actual differences in values or personalities.
• Stretched-Too-Thin Manager: Not enough time (or energy) for engaging and managing the team.
• Personal Issues: Sometimes, there is no specific cause/reason, or the person may have their own personal struggles and is making a choice to inflict discomfort on others, or does so unintentionally.
• Manager Lacks Confidence: A manager who lacks confidence may be easily overruled or overtaken by an employee who has a stronger level of confidence or who has a desire to influence others.

Preventive Measures

Are there ways to avoid upward bullying? Yes, here are some preventative strategies.

• Foster a positive team culture: Give respect, always. Lead by example. Build confidence. Give credit where credit is due. Enable success. With care, trust.
• Build open communication channels: Set regular office hours, schedule regular 1:1s where the employee creates the agenda, etc.
• Seek feedback: Encourage honest and regular feedback from your team, coworkers, and leadership. Legitimate feedback delivered to you professionally must always be considered. You are only human after all, and you will make mistakes. Mistakes can be fixed. Constant undermining and defiance, on the other hand, are symptoms of the other person’s issues, not yours.
• Reflect on, but do not second-guess, appropriate leadership decisions: Could you have done things differently or made a different decision? Yes, of course. Should you have done it differently? Reflect on that. Making leadership decisions is not always easy. If they were, anyone could be called on to do it. Appropriate decisions should not automatically be second-guessed because of someone’s disfavor.

Responding to Upward Bullying

If you are subject to upward bullying, here is a short checklist to help you level set, regain confidence, and take control of the situation.

• Maintain Professionalism: Do not let the emotional toll of things impact your ability to maintain professionalism.
• Create awareness: Does the employee or coworker realize the destructive nature of their unprofessional conduct?
• Uncover the root issue: Engage in a healthy conversation to understand the issue and if there is anything that can be done to resolve it.
• Establish boundaries: Constant defiance and disagreement should be addressed. Unprofessional conduct should not be tolerated.
• Document incidents: Keep a record of specific incidents and how they were addressed.
• If necessary, escalate the issue to your manager and/or Human Resources: This is especially tough when you are a senior leader or if you work in Human Resources. Shouldn’t you be able to fix anything? Despite your best efforts, you may not be able to resolve this situation alone. A neutral party who can look from the outside in, may be necessary.

Bringing Things to a Conclusion

Handling upward bullying requires patience, empathy, confidence, and assertiveness—just a small spectrum of attributes! By focusing on good leadership principles, clear communications, and professional boundaries, managers can sometimes address the issue effectively. If the employee or coworker truly does not want the manager to succeed, they may never participate in a solution. Unfortunately, then, decisions need to be made on how to move forward, depending on the severity of the situation. If the bullying is deep-rooted or perhaps coming from a well-like or well-respected employee, challenges are ahead. Managers, with leadership support, must persevere in these times of adversity, working diligently to regain positive group communications and dynamics.

Seeking Outside Assistance

If someone at your organization is challenged by upward bullying, MRA can help by offering uniquely tailored solutions. Contact us today to learn more. Severe and complex cases may necessitate legal counsel.

Editor’s Compliance Tip

Employees expressing concerns at work may have protective rights under the National Labor Relations Act and other laws, and managers and Human Resources professionals must ensure they are not violating these rights.