The Bully-Free Workplace delivers a thoughtful and detailed plan to stop weasels, jerks, and snakes from killing your organization. Written by pioneers of workplace bullying, Drs. Gary & Ruth Namie, this book tells you why and how to create an explicit policy against bullying. It appeals to those managers who value people and who are willing to challenge employers to adopt that value. The Bully-Free Workplace outlines a step-by-step program to correct and prevent workplace bullying.
".. The Workplace Bullying Institute are pioneers as they sustain their commitment to eliminating the need for the information, insights, and counsel that are provided in this book." Bob Morris
"By readingThe Bully-Free Workplace, employers can plug these skill gaps and gain confidence in their ability to stop the bullying problem." Examiner
Organizations of high integrity achieve superior performance because they attract and retain high-quality employees, customers, suppliers and investors. Creating organizations of high integrity takes time and effort. This does not happen automatically, because human beings are not morally perfect. Unethical employees, customers, suppliers and investors can prevent organizations from achieving high
Life’s a stage, and actors aren’t the only performers. Each of us has a part to play, whether as a professional, a family member, or a friend. Regardless of the role, our performance is always enhanced by good manners. Far from empty formalities, manners translate to common courtesy, simply showing small
How can you effectively stand up for your values when pressured by your boss, customers, or shareholders to do the opposite? Drawing on actual business experiences as well as on social science research, Babson College business educator and consultant Mary Gentile challenges the assumptions about business ethics at companies and business
There is a modified method of introducing the topic of bullying within the organization: measure the extent of bullying, then brief executives.
Most people think that intervention requires you to jump between the two parties just before the bully is about to take a swing. Not necessarily true.
Cutthroat culture is more likely developed without the awareness of leaders. It happens if they don’t specifically declare to workers how they expect them to behave.
Culture is set by CEOs. The workplace tone, whether positive and empowering or cutthroat and destructive, is in leadership’s hands.
One of the most important ways you can show trust to employees is to believe reports of bullying when they bubble up to your level.
Empathic and social-emotional leaders function and make decisions if they remember what it was like to be in the lower ranks. They know how much workers want to be believed and how much they want to contribute.
Think of the power of peer pressure and conformity and how often we emulate successful people. It’s clear that at work, instructions, task demands, and other people in the workplace can determine what a person does.
The bully is a psychopath. A psychopath needs constant stimulation without which there is a proneness to boredom.
Stress that bullied targets bring home affects their children and spouses in the form of displaced anger. Parents transmit subtle cues about their own distress, and bullying prevents them from being emotionally present during their children’s development.
Bullying at work has been linked to many diseases. Although symptoms aren’t obvious, hypertension is a warning sign.
We refer to the recipient of mistreatment as a targeted–not victimized–worker. To be a target implies temporary mistreatment while victimhood implies a permanent disruption of normal functioning.