The year bullying was called out

management team meeting, every morning tea with the staff and every ‘one on one’ with our people, we now have to consider how we are treating them, how they are able to identify and report inappropriate behaviour, and how we – the managers and leaders – will respond.

We have all seen examples of bosses shouting down their staff in front of others. Sometimes it’s done at a volume or tone that is either demeaning or downright threatening. Such ‘showpieces’ have always reflected poorly on the weak manager in my view. But it happens and it’s always happened. However, now it’s a complete no-no. Do so, and you’ll be called a bully.

Managers today, when faced with an employee with a performance issue or someone who has made a simple mistake, must do what they always should have done. Retreat to a meeting room and have a constructive and respectful conversation with their colleague about what has gone wrong and how they can jointly work to improve.

But the actions and behaviours we must change now go much further than that. If you go out and have a drink or two at lunchtime, don’t even think about going back to the office. If you like to ‘rock on’ after the office party or the awards night, taking your team and the company credit card with you, don’t. It’s safer to go home.

And think twice before you offer a friendly or supportive hand on the shoulder. You might just get accused of something that you didn’t mean to do.

When I went to see my team in the immediate aftermath of the Christchurch earthquakes, our people needed all sorts of support. But some of them just needed a hug. I’m not sure how I would deal with that in today’s environment. But we have to figure it out. What behaviours are appropriate when the emotional landscape is moving so rapidly?

And that’s part of the discussion too. We’re all trying to find our way in an environment of changing expectations. Is some of this stuff over the top? Are some of the accusers over-reacting? Possibly. But it doesn’t mean they are wrong.

So why has this topic hogged the headlines for the entire year? Because the story, and the expected behavioural change that goes with it, is moving faster than we can.

Bruce Cotterill is a former CEO and current company chairman and director. He is the author of The Best Leaders Don’t Shout.