Bullying in the Workplace

The Workplace Bullying Institute (WBI) defines workplace bullying as repeated, health-harming mistreatment by one or more employees of an employee. 

Jessi Eden Brown, MS, NCC, LMHC, LPC, has been the professional coach for WBI since 2009. She has been extensively trained in the areas of work trauma and workplace bullying and brings this unique specialty to her professional counseling practice, Eden Therapy. 

“Bullying in the workplace is a form of psychological violence. Although popular media frequently portrays the workplace bully as a volatile, verbally abusive boss, the behaviors tend to be more subtle, insidious, and persistent,” says Brown.  

Brown cites numerous types of workplace bullying. These include stealing credit for others’ work, assigning undue blame, using highly public and humiliating criticism, threatening unmerited job loss or punishment, denying access to critical resources, applying unrealistic workloads or deadlines, engaging in rumors and gossip, endeavoring to turn others against a person, and deliberately attempting to sabotage someone’s work or professional reputation.  

“The repetitive nature of these behaviors is what makes them so harmful to a target’s health and career,” says Brown. “The cumulative impact and constant exposure to stress take a severe toll on the individual being bullied.” 

Brown has encountered a wide variety of both targets and aggressors over the years. She states that nearly all of the victims she sees report symptoms of anxiety, depression, and/or fatigue once they become fully aware of the bullying.  

Trends among the aggressors are less clear, according to Brown. Some are former targets who have adopted bullying tactics to “protect” themselves. Others are lifelong bullies who exhibit traits of narcissism, insecurity, and a marked lack of empathy. They are typically aware of their abusive behavior, even if they are quick to obscure or deny it. 

“WBI’s research demonstrates that bullies do not go after the weak, but instead select targets based on factors of strength and aptitude. Targets tend to be independent, technically skilled, ethical, and non-confrontational, and a good majority are veteran employees with documented histories of success,” states Brown. 

Psychoeducation is one of the most effective approaches Brown utilizes to help clients who are targets of workplace bullying.  

“Teaching them about the phenomenon of workplace bullying and sharing relevant resources is crucial,” says Brown, “as is listening to their story and normalizing their experience.” 

Brown also encourages giving the experience a name to help externalize the problem and interrupt their self-blame. It could simply be labeled “workplace bullying” or any other term of their choice.  

Since many targets seeking counseling arrive in a state of crisis, Brown stresses the importance of focusing on the present and immediate future with them. Their physical and emotional health, personal relationships, finances, and job may be in jeopardy. Counseling approaches that focus heavily on the past, e.g., family of origin, childhood memories, etc., will not provide the immediate support and direction these clients need. 

“Listen for assets, strengths, and evidence of past success. Design interventions to keep the client in touch with these qualities, with a concerted effort to rebuild eroded self-esteem. Help targets build an action plan around protecting themselves from further harm. Pragmatically, in most cases, this involves outlining exit strategies,” says Brown. 

Brown also does a lot of role-playing with targets. In sessions, they try out new responses, process the success and/or failure of the steps they are taking to address the situation at work, and rehearse coping skills. 

While Brown rarely sees bullies seeking treatment to help quell their behavior, she offers advice for counselors who may. 

“Bullies struggle to admit their behavior is violent or abusive. They are quick to rationalize and justify their actions without giving attention to the harm they inflict. However, counselors can stress accountability and help them develop insight into the wide-ranging consequences of their behavior. Role-playing is an especially useful technique with these clients,” advises Brown. 

Brown recommends counseling and coaching for small groups, too. For example, a target’s colleagues or family members may join a session. The goal is to educate the client’s peers and loved ones about the nature of bullying in the workplace and how to provide support for the target.  

In conclusion, Brown believes the counseling “recipe” to be fairly simple. 

“The best support a counselor can offer targets of workplace bullying is to help them prioritize their health, explore ways to heal from the psychological injuries associated with the abuse, and examine realistic solutions to the problems they face. Do not ask too much, too fast from these clients. The unrelenting stress they’ve experienced may be quite debilitating. Be patient, be accepting, be encouraging, and be a resource for them,” says Brown. 

Jessi Eden Brown, MS, NCC, LMHC, LPC, has been the professional coach for the Workplace Bullying Institute since 2009, providing counseling, coaching, and consulting services to employers and over 5,000 individuals worldwide who have experienced bullying at work. She has garnered international recognition as a leading counselor and expert in mobbing and workplace bullying. With over 25 years of experience, she offers trauma-informed therapy to adolescents, adults, couples, and families in Washington and Colorado. You can find her online at https://eden-therapy.com. 

**Opinions and thoughts expressed in NBCC Visions Newsletter articles belong to the interviewees and do not necessarily reflect the opinions or practices of NBCC and Affiliates.