top seven differences between leading and bullying by tlc solutions australia

Top Seven Differences Between Leading and Bullying

Understanding the differences between leading with impact and

bullying – for leaders and employees

Creating Sustainable Behavioural Change in Teams & Organisations

Total Leader and Coach Solutions Australia Experts In Leadership Valuing Improvement | Generosity | Interdependence | Integrity

www.tlcsolutions.com.au

Definition of Bullying

What is bullying?

A worker is bullied at work if:

• a person or group of people repeatedly act unreasonably towards them or a group of workers

• the behaviour creates a risk to health and safety.

Unreasonable behaviour includes victimising, humiliating, intimidating or threatening. Whether a behaviour is unreasonable can depend on whether a reasonable person might see the behaviour as unreasonable in the circumstances.

Source: http://www.fairwork.gov.au/employee-entitlements/bullying-and-harrassment

http://www.fairwork.gov.au/employee-entitlements/bullying-and-harrassment

Top Seven Differences btw Leading & BullyingLeading Bullying

1 Provides regular feedback (i.e. every day/week) with respect and integrity.

Doesn’t provide any regular feedback over a period of time and then reads through a list of critical corrective feedback items once every 6 months.

2 Remains objective when having difficult conversations and follows a structured (5C’s) and consistent approach with all staff.

Gets personal when having a difficult conversation without a structured and consistent approach to all staff.

3 Explains the ‘WHY’ behind tasks assigned (usesthe visionary style).

Tells people ‘WHAT’ to do without any explanation.

4 Provides clarity around role and accountabilities, as well as regular discussions around expectations.

Expects staff to deliver but doesn’t create clearexpectations or provide clarity on roles and accountabilities.

5 Implements appropriate stretch and development opportunities based on the individual needs and competence.

Implements inappropriate stretch i.e. Eitheroverly stressed or alternatively completely bored.

6 Aims to build people / systems up (strength-seeking).

Aims to break people/systems down (weakness critiquing only).

7 Flexible in their approach (adapts to others). Inflexible (expecting others to adapt to them).



1. Regular FeedbackLeading with Impact• Provides regular feedback

(i.e. every day/week), both positive and negative corrective feedback, with respect and integrity.

• Regularly seeks feedback from their direct reports.

• Looks for opportunities every day to provide feedback.

Bullying• Doesn’t provide any

feedback over a period of time, and then reads through a list of critical corrective feedback items once every 6 months.

• Avoids asking for feedback from direct reports.

• Looks for evidence to justify and rationalize personal view of others.



2. Structured & ConsistentLeading with Impact• Remains objective when

having difficult conversations and follows a structured (5C’s) and consistent approach with all staff.

• 5C’s: Context; Concern; Cause; Counter-measure; Continuous-Improvement

Bullying• Gets personal when

having a difficult conversation without a structured and consistent approach to all staff.

• Takes criticism as a personal attack and becomes defensive (either aggressively or passively)



3. Clarity on ‘Why’ i.e. VisionaryLeading with Impact• Explains the ‘WHY’

behind tasks assigned (uses the visionary style).

• Comfortable with being challenged on ‘Why’

• Always provides a rational and logical explanation for business decisions.

Bullying• Tells people ‘WHAT’ to do

without any explanation.• Shuts down any challenge

around the ‘Why’• Rarely provides

explanation, and if an explanation is provided typically is a personal opinion.



4. Clear Expectations and AccountabilitiesLeading with Impact• Provides clarity around

role and accountabilities, as well as regular discussions around expectations.

• Regularly seeks clarity on priorities, expectations and accountabilities.

Bullying• Expects staff to deliver but

doesn’t create clear expectations or provide clarity on roles and accountabilities.

• Assumes clarity on priorities, expectations and accountabilities.



5. Appropriate StretchLeading with Impact• Implements appropriate

stretch and development opportunities based on the individual needs and competence.

• Proactively seeks to understand their employees motivation, competency and experience of task complexity.

Bullying• Implements inappropriate

stretch i.e. Either overly stressed or alternatively completely bored

• Expects staff to verbalise their concerns otherwise assumes appropriate stretch.



6. Building Up vs Breaking DownLeading with Impact• Aims to build people /

systems up (strength-seeking).

• Genuine intent and passion for developing others and seeing others grow.

Bullying• Aims to break

people/systems down (weakness critiquing only).

• Focus on deliverables without any concern for development.



7. FlexibilityLeading with Impact• Flexible in their approach

(adapts to others).• Willingness to change and

learn.• Courage to admit

mistakes.• Humility to acknowledge

that others know more.

Bullying• Inflexible (expecting

others to adapt to them).• Unwilling to change.• Believe ‘I’ am right.• To proud to acknowledge

others know more.



Leading with Impact

Regular Respectful Feedback

Structured, Consistent &

Objective

Explains the ‘WHY’

Creates Clarity

Stretches & Develops Others

Builds People Up

Flexible (Adapts to

others)

Regardless of the intent; bullying is the perception of the actions.

If your action, even with the best intent, is perceived as a bullying behaviour, then it may well be a bullying

behaviour.

Performance management and providing feedback as a manager and leader is your job. As long as it is done with

respect & integrity, and delivered constructively and effectively, it is NOT bullying.

http://www.fairwork.gov.au/employee-entitlements/bullying-and-harrassmenthttp://www.fairwork.gov.au/About-us/policies-and-guides/Best-practice-guides/managing-underperformance



http://www.fairwork.gov.au/employee-entitlements/bullying-and-harrassment

http://www.fairwork.gov.au/About-us/policies-and-guides/Best-practice-guides/managing-underperformance

Typical RationalizationBullying Typical Rationalization (even

with good intent)

1 Doesn’t provide any regular feedback over a period of time and then reads through a list of critical corrective feedback items once every 6 months.

“That’s the way we have always done it.”“I shouldn’t have to tell staff how they are going every day or week.”

2 Gets personal when having a difficult conversationwithout a structured and consistent approach to all staff.

“It was not a good day and I had a lot on my plate.”

3 Tells people ‘WHAT’ to do without any explanation. “We don’t have time to mess around; just get it done.”

4 Expects staff to deliver but doesn’t create clearexpectations or provide clarity on roles and accountabilities.

“Staff should know what their job is and just get on with it.” “I expect everyone to work hard and deliver.”

5 Implements inappropriate stretch i.e. Either overly stressed or alternatively completely bored.

“Someone has to do it.”

6 Aims to break people/systems down (weakness critiquing only).

“We have all benefited from criticism.”

7 Inflexible (expecting others to adapt to them). “I have done the hard yards.”



What Next?

Greg Bayne – [email protected] Box – [email protected]

Heather McGregor-Bayne – [email protected]


Are you experiencing bullying in the workplace, or observing bullying in the workplace? Do your leaders need skills and strategies for being more effective leaders and having a greater impact on the business? If yes, then contact the TLC team below for a conversation.

Creating Sustainable Behavioural Change in Teams & Organisations



mailto:[email protected]



http://www.tlcsolutions.com.au/

top seven differences between leading and bullying by tlc solutions australia

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