Surface Ripples

Can "Feedback" be "Bullying"?

I was talking with a diplomat who told me a story about a colleague who had been accused of “bullying” when they provided performance feedback to a junior member of staff.

It made me think: where does the line between constructive feedback and “bullying” actually lie?  One of our roles (if not duties) as leaders is to get people to be the best they can to further their careers.  If we spot something that may hold them back, we have not only a professional but (some would say) a moral obligation to inform them.

The problem, as I see it, is that certain people don’t like anything that could be construed as “negative” or “hurtful”.  Yes, some feedback will, inevitably, fall into one or both categories (the truth sometimes hurts).

The distinction I draw is that bullying can be defined as “offensive, intimidating, malicious or insulting behaviour involving the misuse of power that can make a person feel vulnerable, upset, humiliated, undermined or threatened" (ACAS). 

The Australian Human Rights Commission defines bullying as “… when people repeatedly and intentionally use words or actions against someone or a group of people to cause distress and risk to their wellbeing. These actions are usually done by people who have more influence or power over someone else, or who want to make someone else feel less powerful or helpless.  They cite the following examples: 

• Keeping someone out of a group (online or offline)
• Acting in an unpleasant way near or towards someone
• Giving nasty looks, making rude gestures, calling names, being rude and impolite, and constantly negative teasing.
• Spreading rumours or lies, or misrepresenting someone (i.e. using their Facebook account to post messages as if it were them)
• “Mucking about” that goes too far
• Harassing someone based on their race, sex, religion, gender or a disability
• Intentionally and repeatedly hurting someone physically 
• Intentionally stalking someone
• Taking advantage of any power over someone else like a Prefect or a Student Representative.

In general, bullying must contain three elements. It must be: 

1. Repeated
2. Intentional
3. Involve a power imbalance

An even simpler definition might be behaviour with “intent to cause harm”, a “single egregious act” or repeated “hostile” behaviour. 

We must balance two risks: the risk that a person may get away with “real” bullying of another against the risk that, to avoid an unpleasant conversation, someone may claim they’re being bullied rather than look to improve their performance.

This is likely to mean that businesses and organisations will need to develop internal definitions of “bullying” (and have them reviewed by a legal expert) to ensure that, whilst staff are protected as much as possible, they can be given valid, constructive feedback to improve their performance.

I deliver change in markets ranging from the most developed to “emerging” economies. With a wealth of international experience in international financial services around the world running different operations and lending businesses, I started my own Consultancy to provide solutions for improving performance, productivity and risk management.  I work with individuals, small businesses, charities, quoted companies and academic institutions across the world. An international speaker, trainer, author and fund-raiser, I can be contacted by email. 

Labels: Career, Leadership, Social, Teamwork

posted by William Martin @ 08:24