Robust Line Management Versus Bullying - How Far is too Far?

One person perceives 'reasonable management' whilst another perceives 'bullying', leading to conflict. Media interest in high-profile figures, such as Dominic Raab, recently brought this issue to the forefront of public consciousness.

Bullying is a serious problem which should never be tolerated at work. The negative impact on staff, both personally and professionally, can be significant and long-lasting, leading to low morale, decreased productivity, increased absenteeism and high staff turnover. It can also result in mental health issues, including anxiety and depression, with a devastating impact on individuals and their families. The knock-on effect also impacts the school's provision of education and care for its pupils.

What is Effective Line Management?

There is a distinction between bullying and legitimate management techniques. Effective line management involves providing guidance, feedback and direction to employees to help them perform at their best. It sometimes requires tough conversations or performance improvement plans, which may be uncomfortable for the employee. It is crucial to ensure that these conversations are conducted sensitively and respectfully. Managers must listen, take staff concerns seriously, and act to resolve issues constructively.

Perception Makes This More Tricky

Manager's don't generally 'intend' to bully. Perception is subjective - one person perceives a motivating challenge, another perceives an unreasonable demand. Schools can be highly pressured environments for both teaching and support staff, as well as leadership teams. Cultures of banter add layers of complexity to the way some might perceive bullying from a line manager, making this harder still to navigate. So it's essential to foster an open and transparent work culture, where staff feel comfortable expressing their concerns and managers can receive feedback on their management techniques.

Boundaries

The recent Dominic Raab media coverage highlighted the importance of clear workplace boundaries, and led to calls for greater accountability and transparency. Regardless of whether his behaviour met the legal definition of bullying, it is clear that his conduct caused harm to the individuals involved, and damaged his employer's reputation. This serves as a reminder that even well-intentioned managers can sometimes cross the line, so it is important for schools to have clear policies and guidelines in place to prevent and address workplace bullying, and ensure a positive reputation that aids recruitment and retention strategies - particularly in this challenging climate for schools.

How Far is too Far When it Comes to Line Management?

There is no single answer - the difference between tough management and bullying can be difficult to define. Different workplaces and individuals have different standards and expectations. Much depends on the individual's personality and work style, the culture in school and the nature of the job. General guidelines to help managers avoid crossing the line into bullying territory include the following:

• Acknowledge the Teachers' Standards framework, which outlines expectations of professionalism and respect. Require comparable standards of professionalism from non-teaching staff. Monitor through performance management processes and take appropriate action where standards are not met.
• Focus on specific behaviours or performance issues, rather than making personal attacks or criticism. Be clear about expectations. Provide constructive feedback on how to improve. Be willing to listen to employees' concerns and ideas. Be open to receiving feedback.
• Model respect and professionalism in staff interactions. Avoid aggressive, threatening language. Never engage in physical or verbal abuse. If a manager feels angry or frustrated, they should step away and calm down before speaking with the employee.
• Consider the power dynamic in their relationship with employees. Managers must not use their position of authority to intimidate or control others. Always strive to create a collaborative and supportive work environment.

Ensure that all staff feel respected and valued. If an employee feels uncomfortable or upset by the behaviour of their line manager, it is essential to address the issue immediately. SLT and HR professionals in schools, as well as governors/trustees, need to be able to recognise the signs of bullying and intervene effectively. This can involve informal discussions, mediation, or formal investigations, depending on the severity of the situation.

If you would like more help with any of these issues or any other HR concerns, please contact Jo Bradbury in our NQHR team, on 07570 372 118. Alternatively, please complete the form below.