Trustee Exchange 2012
22 Feb 2012
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Oops! Watch this trend....
In my spiralling walks I am coming across situations where board members are bullying the chief executive, chief executives are bullying board members, board members are bullying each other and some staff are bullying each other. I thought this was it, and then last week came across a case where volunteers were bullying the board and the focus was taken away from providing a quality service!
So why is this trend on the increase? Is it a sign of the frustrations, the helplessness and the powerlessness people are feeling? Is it a way of taking control over other people or situations that the individual in question wants to hold on to? Is it the demand of delivering on time and on target with much fewer resources, doing much more with much less? Maybe it is more complex than that and brings to the fore a myriad of pressures and challenges. Worryingly it is learned behaviour and it is extremely contagious - the dog kicks the cat, the cat kicks the mouse, the mouse kicks the cheese ...and the cycle goes on and on.
There is no time like the present to let our values of respect, dignity, listening, understanding empathy, concern and compassion surface and reign supreme. We can highlight our vulnerability, fears and concerns in the face of uncertainty and working, volunteering and governing in an economic terrain such as has never been witnessed before.
Our leadership toolkit calls for taking out the tools of exploration, discovery, increased clarity in roles, duties and responsibility and showing our care for our mission and also for each other. Bullying never leads to anything positive; it is a path best to be avoided. If there are misunderstandings, mediation can help. It may not need to go that far, honesty, candour and openness may be enough. In a pressure-pot situation, time out can help with the individuaI(s) coming back to iron out the situation in a measured and appropriate manner. Bullying has legal, economic, emotional and moral costs. Inappropriate behaviours, words and actions can seriously undermine effectiveness.
The National Housing Federation is running a session at its 2010 Conference entitled 'addressing challenging board members' behaviours' . The Institute of Chartered Secretaries and Administrators (ICSA) stresses the importance of a appropriate boardroom behaviours, emphasising the importance of culture, vision and values. ICSA argues that behavioural aspects, sits alongside institutional and organisational responses. I rest my case.
I know an organisation that got stronger by acknowledging that the culture they had created was not working and intentionally changing that to respecting each other, while being clear about what needs they had and how these needs could best be met. The team is flying high and people cannot believe how much more effective they are. The organisation is a much better place to be in and to work with. Turnover and sickness has reduced. Significantly people responded positively to being valued, and treated as significant assets in achieving the vision of the organisation.
Where there is a temptation to fly the bullying flag, let's find a different platform, and navigate the minefields of bullying by taking the routes of understanding, clarity, nurture, compassion, constructive challenge and support instead in these challenging times.
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SC
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2 Nov 2009
Tesse, you make many valid points but sadly you make no reference to a vastly over-looked group of professionals who are quietly suffering bullying and intimidating behaviour at the hands of their employers. I'm talking (sadly, from first hand experience) of freelance contractors who are being bullied by their manager(s).
I am a highly experienced freelancer who, after many years of working with one particular direct marketing company, was forced to walk away from a working relationship that, through no fault of my own had become untenable and was seriously affecting my health. As a freelancer, you have NO line manager to refer to for mediation or support and NO professional body to protect your basic rights. Surely this is something the industry needs to address? Freelancers deserve "understanding, clarity, nurture, compassion, constructive challenge and support in these challenging times" too!
Tesse Akpeki
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2 Nov 2009
Response to [SC]
Dear SC As a freelance consultant myself I could not agree more. This is one of the overlooked areas across the field. In recessionary times, the pressures increase and the bullying gets worse. Yes freelancers deserve the same things and even more, as freelancing can be an extremely lonely place to operate from. Networks such as the Management Development Network (MDN), action learning sets sponsored by the Arts Council and the Independent Theatre Council and many others provide good guidance and support to freelancers.
When I started out as a consultant a few years ago I read a book called Flawless Consulting by Peter Block. This has been an invaluable resource especiallly in the area of negotiating and influencing. A few years later a CEO brought a wonderful publication called 'The unconsciousness at work' mainly targeted at Caring organisations written by consultants from the Tavistock Institute. This could not have come at a more opportuned time.
It enabled me understand how organisations get into the cycle of abusing the very advisors, contractors and consultants brought into help. It also shared some of the strategies the consultants used to break some of these cycles. It is heartening to read that you did the best thing you could in the interest of your health and got out of what seemed like an extremely hot kitchen.
Attending our one day courses is a highly effective way of ensuring new and existing trustees fully understand their role, responsibilities and liabilities.
Carl Allen
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2 Nov 2009
While bullying seems to be on the increase, is it that more individuals are simply not walking away but talking up and/or fighting back? I would hate to think in this sector, of all sectors, that bullying is on the increase in any significant way.
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Tesse Akpeki
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2 Nov 2009
Response to [Carl Allen]
It may be that there is more reporting of bullying and harrasment going on. More organisations are putting in place Bullying and Harrasment policies and implementing them. Organisations such as Public Concerns at Work are doing amazing work and have great guidance so that whistleblowers are supported as much as possible.
One of the organisations I am a board member of, has put in place a helpline to receive calls from staff who may be experiencing bullying. The calls while confidential provide data of what is going on and we can monitor the trends and take action. That being said, it seems that the current environment has put more pressure into the system and is surfacing unattractive behaviours.
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