When we think of bullying, we generally think of people in authority abusing power, managers, perhaps, or teachers. The power might be physical as it frequently is on a playground when bigger kids pick on weaker ones; it might be positional where someone who has the power to terminate makes life hell for an intimidated subordinate; or it could be relational – think “mean girls”.

But not all bullying occurs from the top down toward a junior person. Sometimes the bullying is directed upward, as in cases where a group of staff (frequently those who have been in a position for a number of years) band together and bully the manager. This type of bullying is often referred to as “mobbing”. It can be just as damaging as any other type but is probably reported less frequently, at least by the manager who is the target since most managers are extremely reluctant to admit that they cannot manage their group.

Ulterior Motives

I investigated a case of mobbing a number of years ago for an organization who had received numerous complaints from the staff about their manager. As the one-on-one interviews occurred with the staff members, it became clear from the language they used, the contempt in which they held the manager and his supposed lack of knowledge, that what was actually occurring was an orchestrated attempt to have the manager terminated so that one of the staff, who felt herself far more qualified than the manager, would be appointed in his place.

They gossiped about his supposed lack of competence both within and outside of the department, refused to implement changes he asked them to make, filed frequent grievances with their union (which were almost never upheld), and perhaps cruelest of all, talked in very soft voices in staff meetings, knowing that he had a hearing disability, wore hearing aids, and was unable to follow their comments and conversations.

A Ringleader

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The group was led by a woman who had a post graduate degree in her specialty area (the manager did not) and who was quite vocal in her interview about why she should have been the manager in the first place. She seemingly had made it her mission to see him removed from his position and herself appointed in his place.

Because of her forceful character, knowledge of her field, length of time in the organization and her academic credentials, she was a powerful force in the group – many of whom it seemed followed her so they did not become her target.

The Outcome

Formal investigations into bullying or mobbing seldom have a happy ending. Nor did it in this case. The manager left to take another job in another organization without having ever filed a formal complaint with his Director.

While I believed there was a clear pattern of bullying behaviour on the part of his direct reports, the actions were so subtle (and at that time, the idea that subordinates could bully their managers was not well understood or accepted) and unfortunately so “natural” that further action was dropped upon the manager’s leaving for another job.

What I mean by “natural” is that relational bullying occurs so frequently and commonly among women, and is expressed through gossiping, spreading false rumours, and just “being mean” that many participants don’t even view it as mobbing behaviour. They want to be part of the “in” group (much as they did when they were in school – the group headed up by the popular kids) so they engage in the same behaviour that they did when they were in middle school, high school, or college. The sad part about it is that it is so common that it is not even identified as bullying.