HR practitioners, Professional Standards Units, complaints teams and workplace investigators are at the front-line of integrity and confidence in workplace misconduct complaint processes.

If you’re ever presented with allegations against senior executives — the people in charge who you might report to, and who pay your salary — your integrity and the potential for unethical interference comes into particularly sharp focus.

Standing up to report workplace bullying, harassment, sexual harm or other wrongdoing is a big step for someone to take. It requires personal courage, sadly often sacrifices, and trust - that the leaders and organisational support promised by corporate values posters and ‘speak up’ processes will be true to their word.

How an investigator manages these ethical challenges and conducts their investigation is critical, not just for the parties involved, but for wider confidence and trust in the system and corporate culture.

Chiedza Nziramasanga has seen Life at the Sharp End of workplace investigations from three perspectives - as an attorney representing clients, as an internal investigator in a dedicated complaint unit, and now as an independent investigator.

In this episode, Chiedza talks about the reality of what it's like for investigators to navigate the power dynamics, professional and ethical challenges of undertaking investigations into workplace misconduct.

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Power dynamics, retaliation and interference

For many complainants, we know that the promises of complaint processes don't match up to reality. News stories from across the world regularly tell us as much, and this is amplified when the investigations involve senior executives.

Fear is a powerful suppressant in the workplace, as we know from survey data into the reasons why people don’t complain about unacceptable behaviour. Fear of retaliation, fear of inaction, and fear of career harm through being seen as a “troublemaker” stop people coming forward in everyday complaints, let alone when the person involved holds a position of power, profile or authority.

Chiedza explains in this episode how "retailation is covert", whatever the rules about protection from retaliation may say.

"Oftentimes, what you're seeing are things like social exclusion or isolation"

Chiedza Nziramasanga

We heard in episode 18 from Nathalie Marthinek about the scapegoating playbook that unethical leaders follow when they target people who stand up and challenge the status quo.

For those involved in managing the complaints process, there are few circumstances that will stress-test your procedures and your personal integrity than a complaint about someone above you in the hierarchy.

People unrelated to the investigation appearing out of the woodwork for 'a quiet chat' or to offer character references will be familiar to the HR and investigators in the audience.

If your process can be interfered with, modified based on who's taking part, or is ever used to turn against the complainant who did what you asked and stood up to say “this is wrong”, then you’ve got serious cultural problems to address.

Managing investigations and oneself

This episode looks at the differences between acting as an internal investigator and an external investigator. Chiedza shares how she managed internal conduct investigations in the medical sector, at a time when people were under significant pressure from the COVID-19 pandemic.

There are similarities and differences in the way that investigations take shape for the internal and external investigator. Chiedza talks about these differences, along with the benefits associated with each of these different roles.

We'll hear why an internal investigation unit - separated from HR and employee relations - can provide an advantage in tackling the trust and confidence problems that befall many HR-led investigations.

The discussion doesn't stop there and we've explored other practical aspects of an investigation, including:

• the practicalities of building confidence with investigation participants
• how HR can identify and act against retaliatory behaviour
• common investigation delays and how to manage them, and
• investigator self-care and keeping professional perspectives during a difficult investigation.

Investigation disruption and managing the aftermath

For an organisation that wants to improve its workplace culture, the investigation report shouldn't represent the end of the process.

Chiedza talks about her experiences as an independent internal investigator and the advantage this model holds in supporting teams like HR in learning lessons for cultural change.

We also discuss the disruption caused by the investigation process and the implications this has for team cohesion and organisational trust. However confidential and well-managed an investigation can be, there are always consequences that spread much more widely than the parties directly involved.

That's especially the case when investigations involve senior executives with a higher profile and visibility too.

There's a focus on restoring relationships that recognises the reality of many investigations — that the final report is often the start of the hardest step: putting the workplace back together.

There'll be more to come on restorative practices in a future episode.

Lessons to learn from Chiedza Nziramasanga

Chiedza’s experiences provide a wide range of lessons, both for people involved in the investigation and complaint process, and for the leaders who talk about psychological safety, integrity and ‘speaking up’.

In this episode, there are lessons to learn covering:

• Chiedza's practical experience in the medical sector as part of an independent, internal investigation function
• The benefits and advantages of having internal or external investigators
• How to recognise the forms of retaliation that might be seen in senior executive investigations
• The ethical challenges encountered when investigating a senior executive
• For investigators, how to look after yourself during a high-profile investigation.

Chapter markers

References and links

• Subscribe to Chieza’s Substack - The Investigative Edge
• Visit Chiedza’s website - Transformative Investigations
• Connect with Chiedza on LinkedIn

Scapegoating is an equal opportunity form of harmful workplace behaviour, because anyone can find themselves being made the workplace scapegoat.

A phenomenon associated with workplace bullying, scapegoating takes place at a systemic level - described by Dr Nathalie Marthinek as akin to an “organisation’s immune response” to challenge, questioning and unwanted cultural change.

Nathalie writes extensively about workplace power dynamics and she’s an expert on how unhealthy behaviours like scapegoating, narcissism, exclusion and female-on-female aggression can infect a workplace culture.

In this episode, Nathalie talks about Life at the Sharp End for people who’ve found themselves subjected to the scapegoating playbook — from the targets harmed by this unpleasant and unkind behaviour, to the bystanders, HR practitioners and investigators swept along as the enablers of harm against the person targeted as the scapegoat.

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The relationship between scapegoating and workplace bullying

Our discussion reveals both differences and similarities between scapegoating and workplace bullying.

As Nathalie explains, they're related, but distinct, with scapegoating focused on the organisation's systemic response to the challenges someone represents to the established culture.

She explains how bullying can exist as part of the playbook used to scapegoat someone, but not necessarily the other way around.

Like workplace bullying, Nathalie demonstrates how scapegoating follows a clear pattern, some aspects of which can involve bullying behaviours.

What struck me during this conversation is the similarity between the 8 steps that Nathalie describes in the "Scapegoating playbook" and those patterns presented by Associate Professor Dorothy Suskind in her "Predictable cycle of workplace bullying", which she discussed with me in episode six.

Whether it's scapegoating or bullying behaviour, what's clear is that both the methods - and the psychological and physical harm caused to people who find themselves the target - are equally damaging.

Scapegoating affects targets and the people around them

Unless they've seen it happening before, people being picked as the scapegoat won't recognise that they're actually being targeted until it's too late. A subtle, gradual process within the organisational culture, it builds up to marginalise the individual concerned until the 'powers that be' decide to eliminate the threat to the status-quo.

Nathalie talks about how this behaviour progresses within teams, with unethical leaders running a campaign to undermine and discredit the person they're finding inconvenient, in order to prepare the ground.

Just as it requires a 'village to raise a child', it requires supporters to assist the unethical leader in scapegoating and eliminating the person who's causing a problem for the established culture.

This is how bystanders and organisational functions like HR or behavioural complaint investigators end up finding themselves playing a part (deliberately or unwittingly) in targeting the scapegoat.

Don't think that the person being scapegoated is always 'just a minion' either! In her writing on Substack and LinkedIn, Nathalie provides plenty of examples of how people targeted as scapegoats are often those who have been welcomed in and given the role of undertaking organisational change.

When that change becomes too uncomfortable for the organisation however, it's the person brought in to make it happen who finds themselves being eliminated for doing the job they were asked to do, asking a few too many questions or presenting some inconvenient facts that leadership may find too uncomfortable.

Female on female aggression and tackling the gender balance

Not unrelated to scapegoating, Nathalie also talked about her experiences of — and work researching — female on female aggression in the workplace.

With some sectors having poor gender balances (such as Fire and Rescue as one well-known example), we explored the unexpected tactics taken by some female leaders seeking to get ahead.

Rather than acting as champions for change, some women choose status and the need to put down other people to get ahead.

Nathalie shares her observations on this behaviour, along with some suggestions for how organisations like Fire and Rescue services can tackle gender imbalance through culture change.

Lessons to learn from Dr Nathalie Martinek

Whatever role you find yourself playing when scapegoating takes place, it's going to have an impact.

That might be perpetuating a poor culture (if you're the unethical leader or colleague who's targeting someone), or inadvertantly assisting the process if you've been 'groomed' as an HR, complaints or investigation practitioner who doesn't know what to look for.

In this episode, there are lessons to learn covering:

• Nathalie's top tips for people swept up in the process to recognise what's happening, and to counter the harmful impacts on themselves and others.
• How people targeted as the scapegoat can make sense of their experiences, to assist in recovery from the harm caused.
• Organisational change - for those people recruited to make a difference, how to understand if the leaders who've appointed you actually want change to happen, or whether they just want the illusion of being an organisation that cares about change.
• Female-on-female workplace aggression and constructive ways to tackle a gender-balance disparity in sectors with historical track records of poor workplace culture

Chapter markers

References and links

• Read and subscribe to Nathalie’s Hacking Narcissism Substack
• Visit Nathalie’s website
• Connect with Nathalie on LinkedIn
  

Time has passed since the last episode in season one of Life at the Sharp End - more than I’d intended to be honest.

I’m reminded of the more contemporary words of the great philosopher Freddie Mercury, when he told us that “Time waits for nobody.”

Life at the Sharp End set out to help people who want to be a part of safe, respectful and high-performing workplace cultures.

In this episode, as we start the second season of the podcast, I look back at some of the key insights from season one, with key lessons that leaders, HR professionals and those running a complaints management or Professional Standards Unit may want to think about.

In season one, we’ve learnt a thing or two about leadership, and what’s required to be an effective leader when it comes to changing a workplace culture.

We’ve also explored deep insights into the problems caused by incivility, bullying and harassment – the unpleasant and unkind behaviours that not only undermine workplace culture, but go much further into causing psychological and physical harm for people who’ve become targets.

So why, after all this time and attention, do we still have persistent problems in creating respectful workplace cultures, with instances of unethical leaders protecting bullies and silencing people who have the courage to stand up (as they’re asked to do) ?

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“You don't need me to tell you
What's gone wrong
You know what's going on
But it seems to me we've not cared enough
Or confided in each other at all
It seems that we've all got our backs
Against the wall.”

Freddie Mercury, "Time waits for nobody"

The human impacts of a flawed complaint process

Right at the start of the podcast in episodes 2 and 3, Jane’s story set the context for so much of what is to follow. As an experienced HR manager who was, herself, bullied out of her organisation, Jane’s story describes the physical and psychological health consequences of unfairness in a complaint process.

Jane’s story is a moving one that highlighted for me, the whole of spectrum of issues that we still see happening. Not least of which is the principal fact that “Jane” is not her real name.

It didn’t matter that most of Jane’s complaints were upheld by an independent investigation. The organisation used legal tactics she describes as “inhumane” and you’ll hear Jane’s important advice to leaders and HR practitioners who might be involved in managing complaints processes in this episode.

The issues go beyond management bullet points

Management and leaders love bullet point summaries, but the issues uncovered by the podcast require us to go deeper than that. Making real change means going beyond the bullet points, and that’s what forthcoming episodes will be all about.

We’ll still talk to more inspirational people about their expertise, but alongside the podcast episodes, you’ll find comments, observations and in-depth analysis in my Beyond the Bullet Points Substack.

That’s where I’ll be doing exactly what it says on the tin, and exploring the practical implications of those one-liners so loved by those who ask for management summaries.

Season one’s most popular episode - Episode six, with Associate Professor Dorothy Suskind talking about the predictable cycle of workplace bullying is an example of insights that help everyone involved — from people affected, to HR practitioners and leaders alike — to understand the situations they find themselves in.

We heard how conscientious, ethical, curious people who just want to get on and do a good job of delivery are often the people targeted by workplace bullies. Ideal employees!

So how is it that organisational cultures which speak of psychological safety are unable to protect people like this from being bullied?

Challenging organisational cultures is frowned upon

We heard how some organisational cultures - notably in the emergency services sector - have cultures that make it difficult for people to stand up when they’ve experienced unacceptable behaviour.

We explored this theme in episode 5 with researcher Hollie Trollen talking about both her experiences of sexual harassment in UK policing and her research work to study the so-called “Blue wall of silence.”

Hollie will be back in a future episode this season to tell us more about what we can all learn from her research findings.

These problems were illustrated in episode 13 when Charlotte Hails, a former senior police officer, shared her own experiences of policing culture.

“Being someone who’s outspoken, who challenges things, is frowned upon”

Charlotte Hails, Episode 13

These problems don't arise out of nowhere in poor cultures, and in episode 12, Dr Jen Fraser - author of “The Bullied Brain” - highlighted how unethical leaders and HR seek to punish the victim for doing what they’re told, and having the courage to stand up and be counted.

The qualities of effective leaders

A consistent theme that came through from a variety of guests was about the authority of a leader coming from the way they treat people.

In episode 10, Former Fire Captain and Firefighter Union Executive, Steve Farina pointed out that a leader with positional authority who does not respect people, does not actually command the respect needed for effective leadership.

In Charlotte’s conversation, we heard how people who’ve experienced unacceptable behaviour can lead from the front, showing the way with humanity and care for others in their own leadership style.

“Time is the greatest gift at leader can give to their people”

Charlotte Hails, Episode 13.

Changing culture and behaviour is not just for HR

Changing culture is about more than bland statements, as the analysis of corporate mission, vision and values during the excellent comedy show by the Australian duo, “Wankernomics” demonstrates.

Their show highlights with precision and humour, that the vast majority of corporate values actually state things that just define “being a decent human being.” It’s striking that tackling workplace incivility, bullying and harassment needs to start by telling grown adults the basics of how to be a decent human being – yet here we are.

Cultural change is not just down to HR alone, and we’ve heard how it’s something that comes from the way everyone interacts in a workplace.

In episode 11, Canadian Police Officer and mental health advocate Mark Bouchard challenges listeners to think about what they’re going to do when faced with an inappropriate colleague.

This was expanded on in episode 14 with Graham Goulden, during our in-depth analysis of the impacts of bystander behaviour.

“That’s the effect we have when we don’t intervene – we traumatise victims. But we also signal to other bystanders that everything's okay.”

Graham Goulden, Episode 14

What's coming in future episodes

To those listening who’ve contacted me to say how helpful or interesting you’ve found the podcast, thank you.

If you’ve said privately that you can’t speak in public, know that you are heard and that there are many more in similar situations to you. Workplace bullies use isolation and exclusion as their tactics, but you are not alone.

There will be more pragmatic perspectives to come to help you – the listener – navigate your way through whatever workplace cultural challenges you’ve found yourself in.

You’re living through the age of instant gratification, the instagram reel, the tiktok soundbite, the clickbait post and the demands from leaders for an instant answers on a slide in five snappy bullet points.

That time has fled and years on the same behaviour patterns are still not being seen, means there is more to do to understand and tackle the people who perpetuate this behaviour in the workplace.

Because the great philosopher of the day, Freddie Mercury, had it right when he said:

“We all must plan our hopes together, or we’ll have no more future at all. Time waits for nobody.”

Chapter markers

Links

• Read more and subscribe to the Beyond the bullet points Substack
• Listen to Freddie Mercury’s “Time waits for no-one” on Spotify.

'Trauma-informed' is a phrase that’s increasingly being used, but what does this mean in practical steps that leaders, managers, HR professionals, lawyers and colleagues supporting one another need to take?

Research studies have long established that workplace incivility, bullying and harassment is a traumatic experience for people affected by this unacceptable behaviour.

It’s self-evident that – at the extreme end of this continuum – any form of sexual harm is a particularly traumatic incident.

People leading organisations have a responsibility and – in an increasing number of countries –  a legal duty to prevent and address psychosocial harm.

But to what extent does the way organisations respond to these kind of incidents actually exacerbate the harm caused to people who’ve already been traumatised by unacceptable workplace behaviour?

Tanya Hallett knows all about trauma, both from her extensive professional career in education and her personal experience of Post Traumatic Stress Disorder (PTSD) following a work-related incident.

In this episode, Tanya talks about Life at the Sharp End of training people and organisations to become trauma informed, and the practical steps that we can all take to support people around us when they are affected by unacceptable workplace behaviour.

Content warning:

This episode includes mention of sexual harm, PTSD and suicidal ideation. If you're affected in any way by the issues discussed, please make use of these links to support resources and organisations

Listen now

What can you learn from this episode?

We’ve heard in this episode about research that found “the effect of workplace bullying was significantly larger when PTSD and burnout are used as outcome measures. Workplace bullying is a predictor of depressive, anxiety and stress-related psychological complaints.” (Verkuil et al, 2015)

Tanya talked about how people who've been exposed to traumatic situations will be acutely sensitive to the way others react when they speak about their experiences – as she put it , they’ve developed a very high “bullshit meter.”

So how we respond when someone has the courage to approach us and disclose that they’ve experienced something traumatic at work is critical to their trust and wellbeing.

For practitioners in HR, Professional Standards Units, Complaint Management teams, legal, and anyone undertaking investigations into behaviour and conduct incidents – recognising trauma and its symptoms is a baseline requirement.

The actions you take have the potential to re-traumatise people and significantly compound the harm that’s already been caused to people affected.

We’ve heard a personal story about the impact caused when an organisation mishandles a complaint investigation back in episode 2 and episode 3 of the podcast, when “Jane” told us about the harmful health consequences she suffered after her organisation responded in a way that was very obviously not trauma-informed.

For those of you in leadership positions — even if your country doesn’t yet impose a strong legal duty on you to prevent and address psychosocial harm in your organisation — you have an ethical responsibility to do the right thing, to act in good faith, and implement trauma-informed practices that prevent and tackle unacceptable workplace conduct.

There's a pretty compelling return on investment case too.

We all have a role to play in supporting the people around us, and the advice that Tanya’s shared in this episode can help you become more aware of the things that you can do, when the time comes that somebody asks for your help.

Chapter markers

References

• Verkuil, B., Atasayi, S. and Molendijk, M.L. (2015) ‘Workplace Bullying and Mental Health: A Meta-Analysis on Cross-Sectional and Longitudinal Data’, PLOS ONE. Edited by D.S. Courvoisier, 10(8), p. e0135225

Links

• Follow Tanya Hallett on LinkedIn
• Visit Tanya's website – Trauma Informed Practice Training
  

Are abrasive leaders just difficult people who need to be identified and removed from the workplace, or can they be persuaded to change their behaviour?

Do they even understand what their behaviour is like and the harm that this causes to others?

If you’ve listened to previous episodes of the podcast, you’ll already have heard other guests talking about the value of Dr Laura Crawshaw's innovative approach to tackling abrasive leadership and the harm this destructive behaviour causes.

What you do when someone comes to you and reports abrasive behaviour that's causing a problem matters, because the standard you walk past is the standard you set.

Failing to tackle incivility, bullying or harassment gives permission for a toxic culture to emerge (or persist), so you need to take action.

But what kind of action? Do you hand it over to HR and let the 'people people' manage the problem through a disciplinary approach, couched in legal language and risk-avoidance? Perhaps you just suppress the problem altogether and silence the complainant to make the problem go away?

Or could it be that there are less destructive ways to tackle abrasive leadership behaviour?

Listen now

Are current approaches working well in practice?

Perhaps the most significant paradigm shift from this episode is re-framing our current terminology for workplace incivility, bullying or harassment as a single, all-encompassing problem - that of abrasive behaviour.

Laura has provided several thought-provoking questions for us to ask ourselves, based on her experience of dealing with leaders who exhibit abrasive behaviour:

• How well is the current approach of legislating against discrimination, bullying and harassment actually working?
  

• If action is taken in those cases, how well do current approaches resolve the underlying behavioural problems?
  

• Are current approaches a proportionate way to change people's behaviour?

If we think about answering those questions, it becomes clear to see that Laura's argument that a more effective, preventive method that focuses on changing the behaviour of abrasive leaders has merit.

Not everyone who exhibits abrasive behaviour is a narcissistic psychopath

Laura's experience highlights that in around 82% of cases using her method of leadership coaching, the person carrying out abrasive behaviour was successful in turning the situation around.

They were often unaware of the impact they were having on others, welcoming the opportunity to undertake specialised coaching as a chance to reflect on how their behaviour was affecting others - and their own success.

Laura talks at length in this episode about how much abrasive behaviour encountered is more due to a lack of awareness and emotional intelligence, than a deliberate intention to cause harm.

This holds out the hope that people who are genuinely willing to embrace change, can change – if they are supported in doing so.

Laura has carefully defined what is meant by an abrasive leader :

"An abrasive leader is any individual charged with managerial authority, whose interpersonal behaviour causes emotional distress in co-workers, sufficient to disrupt organisational functioning"

Manage conduct as you would performance

Laura argues that employers should consider taking a similar approach to managing interpersonal conduct as they do for managing performance.

If an organisation has a fair, unbiased way of measuring and managing performance*, then Laura asserts that managing conduct and behaviour is little different.

(* As an aside, that can be a big 'if' and is the source of much mistrust that many employees say they have in Human Resources)

Where performance is not meeting acceptable standards, an organisation that values its employees will help provide development, training and support for people to improve.

Laura's point is that the same principle should apply to conduct, and that intervening on unacceptable conduct helps people to change and improve.

Managers have a duty to intervene and help someone whose behaviour is causing any form of friction (let alone harm) to develop and change, before it becomes a more significant problem.

"Intervention is not punitive – it's compassionate"

Laura makes the observation that a leader who fails to intervene and help someone exhibiting abrasive behaviour is failing in their responsibility as a leader.

It's not compassionate (for either the person exhibiting poor behaviour, or those on the receiving end of their unacceptable conduct) to let someone fail by behaving badly, and simply wait until it escalates into formal complaints.

That is neglectful – rather than competent – management.

Lessons to learn from Dr Laura Crawshaw

Taking a wider view of unacceptable conduct as an indicator of 'abrasive behaviour' allows organisations to address this contributor to a toxic culture at an early opportunity - before matters escalate into formal complaints.

Working with abrasive leaders provides them with development opportunities (through specialised coaching interventions) to change and address their abrasive conduct before it escalates.

People are more likely to accept the need to change if they're supported, as opposed to being threatened.

That's good for the organisation, good for the abrasive leader and can prevent their behaviour getting out of hand.

Of course, opportunities come with responsibilities and Laura explains how any supportive intervention requires the back-up of consequences, if conduct does not improve.

In particular, preventing retaliation against people who've had the courage to stand up and come forward is critical, and any slide into bullying, victimisation or mobbing behaviour demonstrates a lack of commitment to change.

In those cases, consequences have to follow. This provides some reassurance to people affected that this approach is not an "easy way out" for an abrasive leader to avoid accountability. Through Laura's coaching process, people affected form a part of the process.

Rather than taking a confrontational, disciplinary approach, managing abrasive leadership with supportive interventions fulfils the common-sense requirement for stopping the behaviour, changing the behaviour, and ensuring those responsible for creating toxicity take accountability for their own improvement.

If (as Laura's empirical data show) that solves 82% of the abrasive leadership problems, then tackling the 18% of abrasive leaders who don't intend to change can be addressed by other - more formal - means.

Chapter markers

References

• Crawshaw, L, (2005), Coaching Abrasive Executives: Exploring the Use of Empathy in Constructing Less Destructive Interpersonal Management Strategies, Doctoral dissertation : Fielding Graduate University, Santa Barbara

  
  

Links

• Follow Dr Laura Crawshaw on LinkedIn
• Visit the Boss Whispering Institute's website
• Buy Dr Laura Crawshaw’s latest book on Amazon, “Grow your spine and manage abrasive leadership behavior”

What do you do when you see something that’s just not right happening to someone nearby? Do you stand up and say something, or do you stand back and watch?

The role of bystanders in workplace incivility, bullying and harassment incidents is significant and their behaviour can influence the course of events - for good, or for ill (†1).

Bystanders might take no action for fear of becoming the next target of a workplace bully, staying silent to preserve their own safety. Yet a research study (†2) shows that remaining inactive as a bystander can raise the risk of becoming a future target threefold.

What role does the behaviour of bystanders play in establishing workplace culture?

Graham Goulden is a former police officer who’s combined his career experience in crime prevention with his interest in the role that bystanders play in changing the behaviour of others.

In this episode, we hear from Graham about his experience of Life at the Sharp End of creating positive cultural change through the behaviour of bystanders.

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Bystanders can't be neutral

You’re not just an observer, even if you choose to stay silent. Your actions – or your inactions – influence the situation that's happening in front of you.

The fact that you're seeing it happening makes you involved. Graham makes the pertinent observation:

"There's no neutrality; you're never in the middle — you're either passive doing nothing, or you're active doing something.

A bystander's actions (or inactions) have influence and send a message, both to the person perpetrating harm and to the person being targeted.

In an article for Psychology Today magazine, Associate Professor Dorothy Suskind writes that 'workplace bullying cannot thrive inside institutions where employees who witness abuse stand beside the victim and boldly proclaim, "This behaviour will not be tolerated here." '

The person affected makes the decisions

Graham highlights that it’s not always the right thing to stand up and call something out at the time. It might expose the person being targeted to retaliation and further harm, so situational awareness matters.

However, that doesn't mean you should do nothing and stand by. It's the person being affected by incivility, bullying or harassment who needs to make the decisions on how they want to be helped — but they have to know you’re going to be there if they need your help.

Graham shared several tips in this episode describing practical ways that you can offer support to those who've been affected by incidents you've witnessed.

Does standing up make you a target?

The reasons why people don't intervene is sometimes because they perceive they will become a target themselves.

That's not unheard of, but a research study by Rosander & Neilsen (2023) concluded that intervening "does not increase the risk of becoming the next target as opposed to popular belief. However, by remaining inactive as a bystander the risk of becoming the next target is threefold."

Peer intervention as a proactive approach

Graham talks about his own initiative, AS-1 and his work with the Active Bystanders for Law Enforcement program (ABLE) in the United States.

In this episode, you'll hear about the influence of ABLE on Graham's work, and the practical experiences and successes that he's achieved with emergency services and other organisations in developing a culture of proactive peer intervention.

That's not a way to excuse or avoid tackling poor behaviour.

Graham demonstrates throughout our conversation how it's a positive way to intervene that empowers bystanders to prevent harm before it occurs.

That's a big difference from waiting for situations to escalate and taking an 'ambulance at the bottom of the cliff' approach to sort out the problems that arise.

Lessons to learn from Graham Goulden

Graham's career experience as a police officer in crime prevention and violence reduction in Scotland taught him the value of peer intervention for prevention.

At the end of this episode you'll also hear us reflecting on the late Professor Phillip Zimbardo's book, "The Lucifer Effect : Understanding how good people turn evil"

We both conclude this should be required reading for those in leadership roles responsible for changing culture and tackling workplace incivility, bullying and harassment because it teaches (amongst many other lessons) the consequences of 'the evil of inaction.'

"The silence of a wide array of bystanders" has been cited in a study of exit interviews by minority employees who experienced discrimination as a factor increasing their propensity to leave.

Failing to act in support of colleagues experiencing poor behaviour not only causes them additional harm, it contributes to a workplace culture where unacceptable behaviour is allowed to perpetuate.

The lessons from this episode will be helpful when the next incident you witness happens, and you can make the decision on how - not if - you're going to intervene.

Chapter markers

References and links

†1 - Ng, K., Niven, K. and Notelaers, G. (2022) ‘Does bystander behavior make a difference? How passive and active bystanders in the group moderate the effects of bullying exposure.’, Journal of Occupational Health Psychology, 27(1), pp. 119–135.

†2 - Rosander, M. and Nielsen, M.B. (2023) ‘Witnessing bullying at work: Inactivity and the risk of becoming the next target’, Psychology of Violence, 13(1), pp. 34–42.

• Connect with Graham Goulden on LinkedIn
• Visit Graham's website
• Follow Graham on BlueSky
• Buy "The Lucifer Effect" by Prof Philip Zimbardo
  

Charlotte Hails is an ambitious woman in leadership who began her career in policing, rising to become a Detective Chief Inspector leading people in counter-terrorism, safeguarding and public protection.

But Charlotte’s experiences in policing also reflect the darker side of a workplace culture that women in uniformed services still find themselves having to deal with today.

The last few years have highlighted problems of sexual harassment, bullying and misogyny towards women in emergency and armed services across the world.

It’s a topic that Charlotte chose to speak out about publicly in her speech to the UK 2024 Women in Business awards.

In this episode, Charlotte shares her experience:

• of what it takes to be a successful woman in leadership;
• of the good and bad leadership attitudes and skills that she’s encountered in her career; and
• what she believes makes a successful leader.

Listen to Charlotte talking about the reality of Life at the Sharp End as a woman in leadership - in policing, and in the technology sector.

Content warning: This episode contains discussion of sexual harm. If you're affected in any way by the issues discussed, please make use of these links to support resources and organisations.

Listen now

Contrasting attitudes

Charlotte’s story is one of contrast between the highs and the lows that women can face when they have the ambition to succeed in an emergency services career.

Uniformed services are often the height of professionalism and frequently among the most trusted by the public.

But we’ve heard how Charlotte’s experience of working in the private sector tech industry since she left policing has been a world apart from instances of sexism, misogyny and sexual harassment that she experienced during her time in policing, regardless of her rank.

Consistent themes

Charlotte’s story highlights some key points we’ve also heard about in earlier episodes of the podcast.

In episode 12, Dr. Jen Fraser talked about how the effects on the brain of someone who’s been bullied can result in Stockholm Syndrome, where the brain’s instinct for self-preservation means a target of bullying can minimise what’s happening to them.

That affects the way people respond when they do speak up about bullying or harassment - they can minimise the impact it’s had, especially when combined with fear of the consequences that come from speaking out.

The impact of sexual harassment being minimised by the ‘canteen culture’ of policing came up in episode 5, when researcher Hollie Trollen talked about her own experience of sexual harm in the emergency services - a subject she’s now researching for her Ph.D.

Chad Costa spoke in episode 9 on Fire and Rescue leadership, about the value of bringing in diversity and experience from outside the organisation, to add fresh perspectives that help teams to develop.

Supportive leadership makes a positive difference

Charlotte’s experiences have much to teach us about why supportive leadership makes such a positive difference.

She gave examples of the best of leadership that she’d experienced working in the highly professional counter-terrorism policing unit.

She also reflected on the potential that wider policing has to learn from its own specialist professional units, and from the private sector.

Three tips for women considering policing

Charlotte shared three pieces of advice for women considering a career in policing:

1. Get a reality check to set your expectations and understand what it's going to be like when you're in the job.

2. Build relationships, so you can create a network and be your authentic self.

3. Develop resilience by looking after yourself and maintaining a balance in your life.

Lessons you can learn from Charlotte's story

Charlotte’s story finishes with a positive message for women in the emergency services:

• With supportive leadership, good networks and connections, and a belief in your own skills and abilities, you can overcome outdated attitudes from those around you, who still need to change their behaviour.

• You have what it takes to follow the opportunities that come your way - whether that’s on your current career path - or, somewhere else entirely.

To paraphrase US President Franklin D. Roosevelt’s 1932 inaugural address:

the only thing we have to fear, is fear itself.

Chapter markers

Links

• Charlotte's speech to the 2024 UK Women in Business Awards

• Connect with Charlotte on LinkedIn

Workplace bullying has been shown to increase the incidents of physical and psychological harm to the health of people targeted by this behaviour.

Physical harm includes an increased risk of serious cardiovascular and cerebrovascular conditions (1), and psychological conditions such as anxiety and depression arising from the increased negative emotions and stress.

What happens to the brain of someone targeted by a perpetrator who decides to engage in this unnecessary, unkind and unpleasant behaviour?

Can people who’ve been targeted by bullies learn to recover their confidence and self-esteem, after suffering the harm caused by the behaviour they’ve been subjected to?

What does neuroscience tell us about the way the brain learns, and how this contributes to both the harm being caused, and the potential for its recovery?

Dr. Jennifer Fraser sought to answer these kind of questions when she studied the neuroscience behind bullying for her book The Bullied Brain.

In this episode, she talks about the impacts on the brain, the harm caused by bullying, and how the brain's mechanisms for learning and recovery provide hope for the future to those who've been affected.

Listen now

How bullying affects the brain

In The Bullied Brain, Jen Fraser describes that bullying isn't just about the psychological impacts on people's emotions, but that neuroscience shows physical changes can be seen in those exposed to bullying.

Brain scans reveal physical scars in the brains of those affected, in the same way that we know X-rays reveal the harm caused to people's lungs by smoking.

Jen talks about the brain's requirements for human connection to grow and develop, and the way in which bullying behaviour perpetrated against targets acts to deny people connection. This is harmful to brain development, reflecting the psychological impacts observed in targets who experience bullying.

The brain utterly depends on co-creating reality with other human beings, and it needs community...

Bullying means the brain works in 'survival mode'

The way the brain responds instinctively to threats is an area of the conversation that we explore in this episode, as it underpins much of the behaviour experienced by people on all sides of workplace bullying incidents.

For the target, the brain's natural response to reduce harm is a response to the traumatic shock of being exposed to bullying, in an environment that is unexpected.

Jen discusses how this affects the behaviour, including an analysis of why bullying targets are, in effect, suffering from Stockholm Syndrome in the way their brain responds to the threat from the bully.

We also discuss how the brain's propensity for self-preservation explains the extent of isolation experienced by bullying targets, as witnesses and bystanders themselves react in a defensive manner and fail to support targets.

Jen explains the role that a target's own "mind bully" plays in reinforcing the harm caused by the bully, as the brain adapts to believe the falsehoods that a target of bullying is exposed to.

She discusses the way in which her research in the book provides people with a way to tackle this unhelpful internal language, with techniques such as cognitive-behavioural therapy and journaling.

Hope for the future

As part of the discussion about how organisational processes need to change, if workplace bullying is to be effectively tackled, Jen talks about how the brain's neuroplasticity - its ability to re-learn and heal itself - provides hope for change.

She explains how the book provides people affected with techniques to rebuild their self-esteem and confidence, and overcome the harm caused by their perpetrators and their own "mind bully."

We also discussed whether or not the perpetrators of workplace bullying are able to learn to change their ways, and how the brain's structures means that it's possible (for those willing to change) to do so.

However, Jen highlights the challenges facing organisations in dealing with leaders who have the characteristics of the 'dark triad' of machiavellianism, narcissism and psychopathy.

That's a topic in itself that'll be coming up in a future episode!

The Gaslit Brain

Jen's not finished with her investigations into the impact that bullying has on the brain, and she's been working on a new project for 2025 with her forthcoming book, The Gaslit Brain.

She gives listeners a preview of what will be in her new book, and she'll be back in a future episode in 2025 to talk about this exciting new project in more depth.

Lessons to learn from Jen Fraser

Jen Fraser closed our discussion with a fundamental question about workplace bullying:

“Why do institutions join in to protect the perpetrator and not the victim?”

It’s a particularly important question given the extent of physical harm to the brain caused by bullying that we’ve heard can be seen on brain scans.

In this episode, we’ve heard about:

• the way the brain learns through reinforcement
• how those mechanisms can make people susceptible to bullying by those who wish to perpetrate harm; and
• how the brain’s neuroplasticity can aid in recovery.

Organisations that are serious about preventing harm, cleaning up a historically toxic workplace culture, and supporting those who do experience bullying have much to learn from the insights provided in Jen Fraser’s book.

They'll understand the need for individual psychological support, not ‘tick box’ approaches to counselling.

They’ll help everyone affected to get the support they need to re-train their brain and unlearn the harmful behaviour that they’ve been exposed to.

They’ll work with perpetrators to change their behaviour, and get the help they need to understand the harm they’re causing to others, and prevent it happening again, rather than suppressing the problem by removing or silencing the complainants.

If you’ve been affected by workplace incivility, bullying or harassment, The Bullied Brain is a book that helps you make sense of what you’ve gone through.

It teaches you why your own brain may have been trained by the perpetrator to act as a “mind bully” that’s still working against you.

Most importantly, it shows you that a path to recovering some sense of your own agency is possible.

That with time, exercise and support, you can train your “mind bully” to be an advocate that believes in your own unique talents and skills, and recognising that it’s the perpetrators and their supporters who are the ones that really need the most help.

Chapter markers

Links

• Purchase The Bullied Brain on Amazon (affiliate link)
• Dr. Jennifer Fraser’s website
• Connect with Jen on LinkedIn
• Read Jen's blog, The Bullied Brain, in Psychology Today.
• Exercise your brain with BrainHQ training from Dr. Michael Merzenich

References

(1) Xu, T. et al. (2019) ‘Workplace bullying and workplace violence as risk factors for cardiovascular disease: a multi-cohort study’, European Heart Journal, 40(14), pp. 1124–1134.

Protecting the mental health of the people who work in emergency services is a vital safeguard, given the situations they'll encounter during their career.

So why is there still a stigma associated with discussing mental health, and what can people working in this environment do, to better support their own and others' mental health?

Mark Bouchard has been working at the front-line of Canadian law enforcement since 2007, as a specialist firearms (ERT/SWAT) officer. He's also earned a Master's degree in leadership, studying culture and mental health in policing.

Mark's book, Setting my sights on stigma: thoughts from an injured mind, is a candid and personal exploration of policing culture, leadership, peer support and his own mental health journey following a PTSD diagnosis.

In this episode, you'll hear Mark's perspectives on how a culture of support can tackle the stigma around mental health, including the practical steps we can all take to support others around us.

Content warning: This episode contains mentions of operational police call-outs, PTSD and suicide. If you're affected in any way by the issues discussed, please make use of these links to support resources and organisations.

Listen now

Why does working in the emergency services affect mental health?

Mark talks about the challenges that police officers face with the nature of difficult incidents they may have to attend, and how the nature of dealing with "a more extreme version of humanity" has inherent challenges to mental health.

The wider impact of 'blocking out' emotions and the experiences of dealing with traumatic incidents are touched upon, as he explains how the technique of journalling eventually helped him to focus on his own mental health.

The need for changes in attitude

Mark talks openly and candidly about his own experiences of dealing with these challenges, and the impact it had on his own mental health.

He reflects on the supportive leadership and team-mates who helped him, as we discuss the research into ostracisation, exclusion and isolation that's associated with poorer mental health outcomes.

The number one protection from trauma is connection

This is an important quote that Mark cites from Dr. Bessel van der Kolk's book, as it's a theme we've also seen discussed in recent episodes about workplace incivility, bullying and harassment.

In episode six of the podcast, Associate Professor Dorothy Suskind talked about the harmful effects of ostracisation on people targeted by workplace bullying.

Dorothy also talked about the benefits of journalling as a tool for recovery, so we can see consistent patterns emerging as more and more experts on the impact of poor workplace cultures share their expertise in different episodes.

Mark discusses how "old-fashioned attitudes" can prevent people speaking up, and the techniques that people can use to take individual actions that'll change culture for the better.

Those apply not just to people in leadership roles, but to anyone in the workplace, and there are important lessons here from Mark in what you can do to support the people around you too.

Leadership actions that reduce stigma

An interesting finding from Mark's Master's degree research was the extent to which people affected by severe reactions affecting their mental health were reluctant to talk to mental health practitioners.

He talks about how his book addresses this, and the findings of the Ontario coroner's report after a cluster of 2018 police suicides.

Mark reflects that leadership mandating that people affected by traumatic situations may benefit from being instructed to speak to a mental health professional for support.

Positive actions by leadership that emphasise the importance of mental health support act to reduce self-stigma around seeking help, providing an 'out' where personal attitudes may not yet have embraced the value provided by this support.

The police culture of cynicism

An interesting part of this discussion is Mark's reflections on how people who go into the emergency services to help people, to do good in society end up becoming victims of a cynical, and ultimately destructive, culture that can turn on fellow first-responders.

Mark issues challenges to listeners to ask what you can do in your sub-culture to address the points he talks about, and make positive changes for yourself and the people around you.

He shares his experiences of his work in re-integration training, and the benefits of this peer-supported programme in helping people return to work, as part of their recovery from mental health trauma.

Initiatives like re-integration programmes provide important support resources that demonstrate that it's okay to talk about mental health in the workplace.

As always, leadership actions in provding resources speak louder than words of support.

Lessons to learn from Mark Bouchard

You heard a key question from Mark in this episode:

“What kind of culture do you want to set?”

It’s an important question, because to change a culture, you have to make personal choices about the actions you’re going to take.

Mark set out some challenges for you:

• What are you going to do when someone in your workplace starts ripping on the person who’s not there?
• Or someone in a leadership position isn’t demonstrating behaviour that you feel is respectful towards others?

That’s when your own attitude to mental health stigma (along with your ethical commitment and moral compass) might well be tested in practice.

It’s not just about other people though, it’s also about your own situation. You might not be experiencing quite the same intensity in your own workplace as a front-line armed response officer, but that doesn’t mean your own mental health journey is any less important.

It’s not a competition, it’s a personal journey - and it’s your own journey that matters.

How does the culture you experience every day affect you?

What do you want and need from your colleagues, your leaders, your organisation - and your friends or family outside work, who’ll also be aware of how you’re being affected by the things that may impact your own mental health?

Those are the kind of questions that Mark’s challenged you to think about in this episode, and those challenges give you the opportunity to make a plan for any changes you want to see happening around you.

We’ve heard about some practical steps and techniques, from journalling to suggestions in how you can confidently - but respectfully - challenge others who aren’t treating mental health awareness with the respect it deserves.

If taking those steps reduces ostracisation, stigma or shame that some people might be going through, then they’re steps worth taking and you’ll be making a difference.

Remember, “the number one protection from trauma is connection” - not just now, but into the future as well.

So don't leave it until later to contact someone and ask how they're doing - especially not if they've already expressed their need for support in the past.

If someone asks you for help and opens up - and is later ignored and excluded - it reinforces, rather than breaks down, mental health stigma.

Mark concluded by saying that he hoped his journalling, and the book that came from it, can help others to get a head start to reducing the stigma that still, too often, surrounds mental health in the workplace.

By learning the lessons he’s shared from his experiences, you’ll be able to make sure that Mark’s hopes become a reality for you, and for those around you.

Chapter markers

Links

• Mark Bouchard's website
• Connect with Mark on LinkedIn
• Police Mentors channel on YouTube
  
  

References

• Ontario coroner’s inquiry report (2021) into police suicides
• CIPSRT research publications into stressors and mental health in Canadian public services
  
  

Books you can purchase

Books mentioned in this episode are available from Amazon.com using these (affiliate) links:

• Mark Bouchard (2023) - Setting my sights on stigma : thoughts from an injured mind
• Dr. Bessell van der Kolk (2015) - The Body Keeps the Score : Brain, Mind and Body in the Healing of Trauma
• Dr. Kevin Gilmartin (2021) - Emotional survival for law enforcement: A guide for officers and their families (revised edition)
• Dave Grossman & Lauren Christensen (2008) - On combat: The psychology and physiology of Deadly Conflict in War and in Peace
  
  

In the next episode

In the next episode of the Life at the Sharp End podcast, I'm discussing the neurological impact of bullying on the human brain with researcher and author, Dr. Jennifer Fraser.

We discuss:

• The findings presented in her book, The Bullied Brain : Heal your scars and restore your health
• The neurological effects bullying has on people
• How people affected by bullying can teach their brains to recover from the harmful impacts they've suffered.

The next episode will be available (earlier than the usual fortnightly schedule) in time for the Christmas break, on Wednesday, 18 December 2024.

Steve Farina's commitment to firefighter mental health and wellbeing has seen him play a key role in establishing the British Columbia Firefighter Resiliency Program - an innovative partnership with Blueprint that’s been independently assessed as having statistically significant positive outcomes on the mental health of first responders.

Steve has been in Fire and Rescue in British Columbia, Canada since he was a teenager. He’s Executive Vice President of the British Columbia Professional Firefighters Association and vice-chair of its Mental Health Task force and Occupational Health and Safety committee.

Steve’s also a Captain on Engine 1 in the Fire Suppression Division of Coquitlam Fire & Rescue.

As someone who’s spent his whole career in Fire and Rescue, he has a wealth of experience and opinions on the state of Fire and Rescue service culture, and the role of leaders, unions and individuals in creating a respectful and supportive emergency service culture.

In this episode, you'll hear from Steve about his experiences of Life at the Sharp End of leadership challenges in Fire and Rescue, and how he’s supporting firefighter mental health through the British Columbia Firefighter Resiliency Program.

This episode does mention incidents of suicide, so please make use of these links to support organisations that can provide help if you're affected by any of the topics discussed.

Listen now

Fitting in to the Fire and Rescue family

Over his career, Steve's had time to observe Fire and Rescue culture and he reflects on this at the start of the episode when he offers this summary of firefighter culture:

We don't like things changing, but we hate things staying the same

Traditions are an important part of the "fire service family" but he also notes that things need to change. In the conversation, you'll hear his reflections on the dangers of creating an "inner circle", and the risks of ostracisation if people aren't seen to fit the mould.

He talks about the probationary period – a topic discussed in episode 9 with Assistant Fire Chief Chad Costa – and the responsibilities that new recruits have to fit in, but also the benefits of leaders having a "player-coach" mentality to mentoring their crews.

Advice to leaders on creating psychological safety

Steve shares his tips, as an operational Captain, on the techniques he uses to ensure the people he's responsible for have clear expectations; how they set their expectations of him; and how he 'shows up for them' and looks after their wellbeing.

He gives his advice on the benefits of having a 'servant leader' mentality, and how this translates to showing up as a more cohesive unit when it counts.

Leadership skills are not 'soft' skills

Fire and Rescue is a very technical job, an "all-hazards" job, Steve tells us. But good leadership requires training in leadership skills, and some people don't naturally transition to a leadership position.

He discusses the generational change in Fire and Rescue culture, and reflects on the important differences when people choose to lead from positional authority, as opposed to respectful authority.

How leaders show up for others matters.

"I can respect the position, but I don't have to respect the person. If you're an egomaniac or a sociopath, you're not going to have my respect"

Bullying and the role of unions

As a union Executive Vice-President, Steve comments on the roles that Fire and Rescue unions need to play in looking after their members, whilst providing constructive engagement.

He talks about the challenges facing unions in dealing with incidents of bullying and harassment in Fire and Rescue, discussing how restorative, non-disciplinary processes can play an important role in resolving problems.

"We can either be part of the solution, or we can impede and cause more harm."

The need to tackle issues promptly and not leave them for too long echoes points made by "Jane", who discussed her experiences of workplace bullying in episodes two and three.

The BC Firefighter Resiliency Program

Steve's played an instrumental role in this innovative program that's producing (based on independent academic evaluation by the University of Canberra) statistically significant results in improved mental health outcomes amongst participants.

You'll hear about how the program began, and how it's an example of a positive collaboration between the union and other partners.

Steve discusses the future directions for the program and what he's learnt about the benefits of supporting the mental health of first responders from being involved.

The role of leaders in tackling psychological harm

The psychological harm caused by workplace bullying and harassment in the Fire and Rescue service doesn't just happen - it's a result of unsupportive actions (or inactions) by leaders, and the people who choose to act in harmful ways towards others.

Steve also reflects on this, from a position of having seen the successful results of a program that shows what can be achieved when people are provided with a safe environment, where the organisation can be trusted. The lesson from Jane's episodes of "fixing the toxic pond" ring true once again.

The stigma behind dealing with psychological injuries, as compared to people's reactions when someone suffers a physical injury, provides a useful analogy for looking at our attitudes differently.

Steve talks candidly about how leaders need to take a hard look at themselves, and whether their behaviour is making them a good mentor and model for others.

"it's not about looking at the organisation first, it's about looking at yourself first"

The lessons from the US Navy Seals of "extreme accountability" are put in the context of how a Fire and Rescue leader can reflect on their own behaviour (and you can find a link to the book he cites at the end of the show notes).

Lessons to learn from Steve Farina

Steve’s observation at the start that firefighters “don’t like things changing, but we hate things staying the same” is an interesting reflection on the challenge facing Fire and Rescue services with cultural change the world over.

Change is needed, but it’s often uncomfortable. No one raindrop ever feels that it’s responsible for the flood, so it’s easier to say that it’s someone else’s responsibility. But without the individual raindrops, there would be no flood so everyone has a part to play.

Steve’s reflections on the importance of mental health support, on the stresses that first responders have to deal with, and how this can affect them remind us of the importance of leaders getting to know 'the whole person' when interacting with their teams.

We’ve heard about the difference between positional authority and genuine leadership in this episode. Steve uses a phrase throughout the episode that's a good, common-sense mantra to follow:

Just be a good human

The results of the British Columbia Firefighter Resiliency Program are impressive, as is the feedback that Steve’s received about the difference it’s made to people’s lives. It has, literally, saved lives.

When we see participation and co-operation between unions and fire service management achieving so much; when we see what can be done when people focus on the wellbeing of those next standing alongside them; why would we not lead with humanity and respect for others?

Nobody in any workplace should be facing hostility, exclusion and the kind of negative behaviour we see with workplace incivility, bullying and harassment - let alone emergency services, where people’s lives depend on the person next to them.

So let’s follow Steve’s advice and “be a good human.” Show a genuine interest in the people you’re leading, and be there for them if they need to ‘take a knee’ and ask for support.

But don’t be the person who’s making them ask for help.

Chapter markers

References and links

• Contact Steve Farina by e-mail at mainlandnorth@bcpffa.org

• Connect with Steve on LinkedIn

• Visit the British Columbia Professional Firefighters Association website

• Find out more about the BC Firefighter Resiliency Program.

• Blueprint are BCPFFA’s partner in the Resiliency Program

• Buy a copy of Extreme Ownership by Jocko Willink, referenced by Steve (affiliate link)
  

In the next episode

In the next episode of the Life at the Sharp End podcast, we'll continue to look at the topic of psychological support and mental health in a conversation with Mark Bouchard.

Mark's the author of Setting my Sights on Stigma and talks openly about his experiences of PTSD and his recovery, in his role as an Emergency Response Team / SWAT officer in the Royal Canadian Mounted Police.

The next episode was published on Wednesday 11th December 2024.

In the emergency services, where people may have to depend on one another for their lives, the professionalism and integrity of people in leadership positions is particularly important.

Yet it seems you don’t have to wait too long at the moment, before another news report emerges somewhere in the world, about Fire and Rescue culture.

Why have Fire and Rescue services - often one of the most respected and trusted organisations in public surveys - found themselves facing inspections and independent cultural reviews that highlight problems with sexism, racism, misogyny, workplace bullying and even sexual harm?

What should leaders in Fire and Rescue do to tackle these historic issues, and what is it about the way Fire and Rescue organisations work that can hinder the respectful, inclusive culture that so many dedicated front-line professionals in this sector want to see?

Somebody who knows all about leadership in Fire and Rescue Services is Chad Costa, Assistant Fire Chief at the City of Petaluma, in California.

He's a chief officer with more than twenty six years experience of life at the sharp end of Fire and Rescue, with a Master's degree in Fire Service Leadership and a personal passion for making positive changes that stick in an emergency service that's often described, as "a family."

Listen now

The value of education in leadership development

In a service like Fire and Rescue, what's the right balance of practical skills and experience versus leadership training, as people advance into leadership roles in their career?

There's clearly value in having "been there, done that", and it's a part of building trust and confidence as a Fire and Rescue leader.

But as Chad points out in this episode, it doesn't have to be an 'either/or' position, and education exposes aspiring leaders to new skills and broadened perspectives.

You get to learn a lot of different perspectives, and you get to learn more about what other people think about the fire service – which isn't always what we think it is.

That perspective is important, and you'll hear more examples throughout this episode about the value to leaders, teams and fire services that comes from external diversity and perspectives.

Breaking down harmful micro-cultures

One way to identify the presence of negative behaviour and a poor micro-culture within teams is to look at how people are treated when they're new.

That's not always down to the behaviour of individuals, although Chad speaks passionately about how leaders should reflect on the experiences they had, and challenging the "if I went through it, you have to go through it" culture.

But it's bigger than just individual behaviour. Why do Fire and Rescue probation processes focus on suppressing individuality and rewarding conformity, at exactly the time that people need to develop, assess and evaluate new recruits?

What happens at senior leadership levels is reflected down the chain, as Chad points out in the discussion:

If a leader that treats someone with disrespect and doesn't care about the people, then why wouldn't the subordinate leaders below that person reflect the same attributes of that culture?

Leadership actions matter when it comes to breaking down (or perpetuating) a poor workplace culture.

Hiring for what's above the shoulders

If the culture in Fire and Rescue needs changing, it's about recruiting the right people and treating them right when they've been recruited.

Chad talks about the impact that poor treatment has on the culture experienced by new recruits, as well as others in the team and how this damages the 'trusted brand' of Fire and Rescue services.

how many people out there are going to say the fire service is the best job in the world? Right? We hear it all the time.

But then we're going to treat you like crap. We're going to make you wake up in the morning and wish you didn't have to go to work. When you get to work, we're going to put stuff in your turnouts.

If you put a positive person into a toxic environment, then you can't be surprised if they become affected by that toxicity. That's one reason why toxicity perpetuates in Fire and Rescue service cultures.

Supportive leadership actions are key to cultural change

Chad's got some key pointers for leaders that reflect wider advice on how people should respond, when someone has the courage to stand up and speak about incivility, bullying and harassment.

But he has a cautionary lesson too for existing, or aspiring leaders:

It takes years to earn that respect. It takes two seconds to lose it

He points out that nothing causes a leader to lose respect than failing to put their money where their mouth is, or preaching to others what they don't do themselves.

In any workplace, leadership double-standards do not inspire confidence and trust – let alone in Fire and Rescue teams, where trust is not just a corporate buzzword, but may mean putting your life in another person's hands.

Lessons to learn from Chad Costa

Whatever part you play in Fire and Rescue - whether you’re a leader, a front-line firefighter, someone who’s aspiring to become a career or volunteer firefighter, or one of the many other people who provide essential support, what we’ve heard from Chad is that everyone has their part to play in leading by example.

We’ve heard about the tangible benefits that can come from having a team built on diverse experience and perspectives.

We’ve also heard how aspiring to develop yourself and others with education and learning - whether that’s in leadership skills, or through the different experiences of the people around you - is what helps build a fire service family based on trust and respect.

Chad’s experience teaches us that change starts with individual acts - calling out unacceptable behaviour, and challenging outdated practices and broken processes that ‘bake in’ resistance to change in the system.

We call people leaders, but some people are just people in leadership positions.

Most importantly, Chad’s given some key perspectives that people in leadership positions would do well to reflect on, especially when it comes to how you respond when others come to you for help with problems about workplace culture in your Fire and Rescue service.

It's your reputation as a leader, that depends on it.

In the next episode

In the next episode of the Life at the Sharp End podcast, you'll hear more about transforming Fire and Rescue service culture from Steve Farina, Executive Vice President of the British Columbia Professional Firefighters Association and a Captain with Coquitlam Fire and Rescue.

The next episode was published on 27 November 2024.

Chapter markers

Links

• Connect with Chad Costa on LinkedIn
• Chad’s website, with links to Chad’s podcasts, videos, articles and other content
• Watch a documentary about the heroes of California’s 2020 wildfires, featuring Chad.

72% of people who said they experienced workplace bullying didn't report it to HR, according to an October 2024 national survey of 1,000 UK workers by law firm Wright Hassall.

That's just one of the statistics that Tina Chander, Partner and head of the Employment Law Team talked to me about, as we explore an employment lawyer's perspectives into banter, bullying, harassment and discrimination.

Listen now

An employment lawyer's perspectives

This isn't the first survey that Tina has conducted at Wright Hassall. In 2023, their UK national survey found that 45% of people felt their workplace tolerated discriminatory banter at least some of the time.

Jump forward to October 2024, and the survey results reveal that almost half (46%) of people who reported workplace bullying found it was ignored, dismissed, or the situation made worse.

Is it just banter or is it bullying?

But is "banter" just a joke, or is it evidence of workplace bullying, harassment or discrimination?

Is someone who complaints about "banter" merely a snowflake without a sense of humour, or are they experiencing a toxic workplace culture?

In this episode, Tina talks about the use of "banter" as a defence for bullying, giving some examples from her employment law experience of the kind of phrases she's come across to excuse bullying, harassment and discrimination.

As Tina explains in our conversation...

No one really knows what "banter" is. It's just a phrase used as some sloppy defence.

This episode is packed with other useful perspectives from Tina which will be of interest to both employers and employees.

Helping employees understand the formal processes

For people who may feel they're experiencing workplace bullying or harassment, you'll hear practical tips on how you can document your experiences, so that you're in the best position to seek independent advice from a qualified employment lawyer about your own situation.

Tina gives her insights into some of the legal terminology and processes associated with workplace investigations, as we talk about what "natural justice" means in practical terms - for both employers and people affected by unacceptable workplace behaviour.

Hints and tips for HR professionals

If you're an HR professional, what can you do to get the buy-in you need from your senior leadership team that will allow you to speak "truth to power"?

How will this help you to act ethically and not be influenced by unethical leadership requests, when the health and wellbeing of employees is at stake?

The positive duty to prevent sexual harassment

UK law changes came into effect on 26 October 2024, requiring employers to undertake a positive duty to prevent sexual harassment in the workplace.

Tina talks about what these changes mean for employers, with examples of how established good-practice techniques in employee engagement (such as independent employee surveys) may be a useful contribution to meeting the new duties now in effect.

Tough words on zero tolerance

We also talk in this episode about "zero tolerance" and the risk that employers may run by using careless language that can raise the expectations of complainants beyond the duties placed on employers to act fairly and proportionately in employment law.

Tina talks about the need for employer caution and thinking through the consequences of policy statements.

It's a bit of a trendy word, if I'm honest. I don't really know if employers know what they mean when they say "zero tolerance".

Lessons to learn from this episode

There are many different messages that Tina highlights in this episode, from her own experience in advising employers and employees affected by workplace bullying and harassment.

For employers, there’s the need to:

• invest in effective training and education that involves everyone
• to understand banter, bullying, harassment and discrimination, and
• what the new requirements in UK law enforcing the positive duty to address sexual harassment mean.

We’ve heard how having a policy on the intranet, with one-off induction training, just isn’t enough to tackle workplace bullying and harassment.

It’s everyone’s problem, but the HR professionals in the front line need the buy-in of senior leadership if they’re to be able to act with integrity and safely “speak truth to power” when they need to, acting in the interests of employee wellbeing.

Tina’s also talked about the impact of employers’ words - using the example of how language around “zero tolerance” can set unrealistic expectations for complainants, when employment law requires employers to act fairly and proportionately towards all parties involved.

When an employer acts unfairly in their processes dealing with bullying and harassment - with inconsistency, or to protect some people from being held accountable - it can cause serious harm for the people who’ve been bullied or harassed.

That's a topic you've heard about in previous podcast episodes, and one you’ll hear more about in future episodes, with discussions from the sharp end of institutional betrayal, gaslighting, sexual harassment, and the neurological effects of bullying on the brain.

Whether you’re someone being affected by bullying or harassment in the workplace, or you’re the employer responsible for preventing and dealing with that behaviour, it’s important to understand what employment law means for your situation and to seek independent, qualified legal advice if you need it.

Chapter markers

Links

• Tina Chander, Partner & Head of Employment Law Team
• Connect with Tina Chander on LinkedIn
• Wright Hassall LLP website
• Wright Hassall LLP bullying survey data summary
• Follow Wright Hassall LLP on LinkedIn
  

You wouldn’t think an apology was a particularly difficult concept, would you? So why then, for many organisations and individuals, does “sorry” seem to be the hardest word?

What is it about making an apology - and getting that apology right - that's not straightforward? How do you make an apology, and what must you avoid doing for it to be effective?

The content of an apology depends on the needs of the person harmed.

This is a crucial skill for anyone, but particularly relevant for leaders, HR professionals, complaint practitioners - and especially their lawyers - to understand.

In this episode, I talk to Chris Wheeler, former Deputy Ombudsman of New South Wales. He literally wrote the manual for public sector organisations giving effective apologies, and worked to introduce ground-breaking legislative changes to enable apologies to be made.

Listen now to hear from Chris about Life at the Sharp End of effective apology, and what he did in public service to ensure "sorry" isn't the hardest word.

Listen now

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Apology is a critical step for recovery

An apology relates to our basic psychological needs. Most people learn this at an early age from their parents - that if you've done something wrong, the decent thing to do is to say sorry and do what's needed to put things right.

Research tells us that apology is a critical step in reconciliation and recovery. It’s at the absolute centre of conflict and complaint resolution, whilst a badly managed or - in the most unpleasant cases deliberately withheld apology - can cause significant and long-lasting harm to people who’ve already been harmed or disadvantaged.

Apologies and the law

Why do lawyers so often tell organisations that they shouldn't apologise for harm they know they’ve caused?

In many jurisdictions, lawyers will advise organisations that an apology shouldn't be issued, as it admits liability. But is this approach necessary and helpful, when it's known to extend the harm caused to people who've suffered a disadvantage?

Would disputes and complaints be resolved more quickly and less painfully, if organisations weren't constrained by their lawyers from issuing an apology?

You'll hear Chris talk about the legislative changes that were introduced following is work as Deputy Ombudsman in New South Wales to make apology an exception under the Civil Liabilities Act.

It seems the sky did not fall in.

Is sincerity needed for an apology to be effective?

If someone refuses to apologise, what value is there to an ordered apology? Does a lack of sincerity make an apology worthless, or does it still have value to the complainant?

Some lawyers will still advise their clients that an apology which is ordered (e.g. if a person refuses to apologise, but someone instructs them to do so) is "meaningless" because it lacks sincerity.

But is this true?

For the lawyers who still dismiss the value of an ordered apology - you’re behind the times! Research shows that sincerity is not the sole predictor of an apology’s acceptance.

Withholding an apology where harm has been caused, is knowingly causing further unnecessary harm to the complainant. Some might call that vindictive.

Chris talks about his experience that the fact of an apology is often what’s needed to reduce - rather than compound - harm caused to the complainant..

Lessons to learn on apology

For an apology to be effective, it’s essential for people to understand the context and nature of the harm that's been caused, from the perspective of the complainant.

Apology isn’t as simple as just saying “sorry.”

Making an apology without having a wider picture may actually compound this harm, so you’ll need to do your homework and understand the bigger picture of what you’re doing to put things right - before you pick up the pen, or touch the keyboard.

Chris has talked about how to support your team members, when the inevitable mistakes happen and your organisation needs to say sorry.

That’s the way to build and maintain psychological safety, learning from what’s happened to improve, and being the kind of supportive leader who acts with integrity and sincerity - rather than just shooting the messenger who’s the unfortunate bearer of bad news.

High-performing cultures learn and improve from their mistakes

Acknowledging them and putting them right demonstrates the ethical integrity that builds trust - in both individuals, and your brand.

We’ve heard how it lets you get in front of the problem.

Consumer complaints research also tells us when organisations act promptly to fix a problem after a complaint about service failure, it actually builds customer loyalty and inspires greater trust and confidence in that organisation.

If you have a trust problem in your organisation - internally or externally - checking how good you are at providing genuine, effective apologies, might just be your answer to repairing that trust gap.

A lasting legacy for forward-thinking politicians

Finally, if you’re a Politician or an Ombudsman in a jurisdiction that still thinks saying sorry is an admission of liability - you might just have found the key to a lasting legacy that’ll make a permanent change to benefit the public you serve - and substantially cut your Government’s legal bill.

Chris said the Australian sky didn’t fall in when they did that, so perhaps sorry is worth saying - and saying right - after all.

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References and links

Contact Chris Wheeler at Chris Wheeler Consulting.

In the next episode

In Episode 8 of the Life at the Sharp End podcast, I'm in conversation with Tina Chander, Partner and head of the Employment Law Team at UK law firm Wright Hassall.

Tina gives an employment lawyer's perspectives on some key issues facing employers and employees about banter, bullying, harassment and discrimination.

We discuss the results of Wright Hassall's surveys into the state of workplace bullying in the UK and what it means for employers - including the new positive duty to prevent sexual harassment that came into force in UK law on 26 October 2024.

That's not all though, and you'll hear a lawyer's perspective on topics including "zero tolerance" policies, what employees can do to protect themselves from workplace bullying, and the need for better training and education for (and from) employers.

Episode 8 is available from midday on 30 October (New Zealand time)

In the introduction to her book, "Workplace bullying: finding your way to big tent belonging", Associate Professor Dorothy Suskind describes the predictable patterns that workplace bullies follow in selecting and persecuting their targets.

She makes the point that bullying is not an individual issue, but a feature of workplace culture.

"Bullying, at its core, is not an individual problem, spurred by one person, but an outgrowth of a workplace environment that either allows or encourages behaviours such as gossip, humiliation, belittling, gaslighting and exclusion.”

In an episode packed with information, Dorothy talks to me about her research, her own experiences and the psychology behind the harmful effects of predictable tactics like isolation, exclusion and manipulation used by workplace bullies.

Listen now

Dorothy Suskind is an Associate Professor at Longwood University in Virginia; a member of the National Workplace Bullying Coalition; a regular contributor to Psychology Today magazine; who also directs the Southside Virginia Writing Project.

She knows about workplace bullying, from her own experience and the extensive research interviews with over 200 people who experienced workplace bullying, listening to their stories, in writing her first book.

In preparing for this episode, something Dorothy said to me struck a particular chord – that it’s “important to reach people before they’re bullied. After the fact, her work is helpful, but people have frequently lost their job by the time they discover what’s happening to them.”

A predictable cycle of degradation

Workplace bullies don't just carry out their acts randomly. Dorothy's research identifies a predictable six stage cycle, involving:

• selecting their target
• gathering information to use against them
• recruiting and manipulating others against their target, and
• weaponising the 'official channels'
• forcing the target out

Once this degradation cycle has been completed, the bully can move on to select their next target.

In this episode, you'll hear Dorothy talk about this cycle, and the typical characteristics of bullying targets.

They're the kind of people employers say they want to recruit, so it's all the more damaging when they're forced out of an organisation through this kind of behaviour.

Workplace bullying causes psychological harm

It's well established in research studies, the harm that bullies and their allies cause to the targets they select. The health implications, both physical and mental, can be extensive, long-lasting and quite profound.

You'll hear Dorothy talking about the implications for targets, and why some of the psychological tactics - notably exclusion, "othering" and the denial of belonging are so psychologically damaging for people.

This is a key point for leaders and HR professionals to take on board, because workplace bullying isn't just a "personality clash" - it's a serious psychosocial risk that, increasingly, you'll have a duty to take action to prevent, and address.

If leaders don't address it effectively, then they become complicit in establishing the institutional betrayal which further compounds the harm to the target.

You'll have heard about this first hand, in "Jane's" personal story in episodes two and three of the podcast.

Techniques for post-traumatic recovery

Whilst the harmful impacts of workplace bullying are shown to last for months, and years, there are techniques that people can use to chart a course to recovery.

We discuss some of these techniques that people can make use of to overcome the harm caused to them, and regain agency over their lives in time.

Lessons to learn from this episode

There are two different audiences who’ll benefit from this episode:

People who have experienced workplace incivility, bullying or harassment

If you’re experiencing, or have previously experienced, workplace incivility, bullying or harassment, this episode will help you to understand that, sadly, you’re not alone in what you’re going through.

There’s a pattern to what’s happening to you, as predictable as night following day.

Understanding that helps you prepare, and most importantly, it can help you recover from the harm that’s been caused to you.

Dorothy’s work may be helpful for you to understand the situation you were put in, to gain perspective, and you may find her thoughts on creative writing a useful way to create agency over your life, and come to terms with what’s happened.

Organisation leaders, or HR professionals

If you're someone who’s responsible for setting the culture and for the wellbeing of others, Dorothy’s research will help you to understand how the bullies and their allies work within your organisation.

That’ll help you to tackle the problem, prevent the harm inflicted on others by bullies in your midst.

It may even help you to see that you’re playing a role in their story, whether that’s deliberately or inadvertantly.

By understanding these patterns, you can live up to your promises to take action, to support people, to help heal harm where it’s caused and, most importantly, prevent it happening in the first place.

Whether you choose to?

Well, now it’s up to you to show the kind of leader you really are.

In the next episode

In Episode 7 of the Life at the Sharp End podcast, I'm in conversation with Chris Wheeler – former Deputy Ombudsman for New South Wales, Australia – about the importance of apologies, and why for many, "sorry" seems to be the hardest word.

Chapter markers

References and links

• Dorothy Suskind's website
• Dorothy's articles in Psychology Today magazine
• Purchase Dorothy's book at Amazon.com (*affiliate link)
  

How does the culture of an emergency services organisation create barriers that prevent those who’ve experienced serious misconduct, from speaking up about their colleagues - a phenomenon described in research as “the blue wall of silence”?

Emergency services are organisations held in high trust by the public, whatever country you happen to be from.

We depend on them to help us at times of our greatest need, often when we’re at our most vulnerable - whether through injury, illness, accidents, disasters, or as a victim of crime.

They’re people you can turn to and rely on.

Rightly so, and the overwhelming majority of people working in emergency service roles are committed professionals or volunteers, dedicated to public service, and supportive of their colleagues.

So why then do research studies, media stories and independent inspections continue to show historic and current problems involving workplace bullying, harassment and sexual harm in emergency services?

In 2023, the UK Office of National Statistics revealed that 1,500 police officers had been accused of violent offences against women and girls, and that’s over a period of just six months.

Regardless of the country or the uniform worn, a common theme that emerges is a lack of reporting, with people affected often citing fear of retaliation - whether that’s:

• from the organisation that’s supposed to be protecting them
• from the perpetrators who have influence over their careers, or
• of a backlash of mistrust from colleagues and peers - on whom their lives may depend.

In this episode, you'll hear from Hollie Trollen - a lecturer in Criminology at the Sexualised Violence and Abuse Research Lab from the University of Chichester in the UK.

Hollie’s career has involved working in UK Police Forces providing front-line support to vulnerable people, before she moved into higher education, where she now lectures and researches into sexual misconduct in the Emergency Services.

Content warning

This episode may be confronting. It discusses sexual harassment and serious, criminal incidents of sexual harm.

There are links provided to a range of support organisations at the end of this page for anyone listening who's affected by the topics discussed.

If there isn't a link for your geographic region and you would like to talk to someone, please contact local support services that are available wherever you're listening.

Listen now

Hollie’s description of her own experiences of sexual harassment by people serving within a police force - an organisation who’s very purpose is to prevent and prosecute offenders - provides a stark illustration of the challenges involved in tackling workplace harassment.

The existence of canteen culture that has the effect of minimising and conditioning new recruits into an unhelpful way of thinking is a barrier for leaders who want to make change.

An even bigger barrier is when we see leaders who talk about change, but who, in practice, act in ways that contradict those sentiments.

Sadly, there have been too many examples of that kind of behaviour making the headlines in emergency service organisations across the world.

Lessons to learn from this episode

These poor examples aren't the norm, but the statistics and research that Hollie’s talked about in this episode reveal the extent of a problem that needs to be addressed.

• Leaders who want to make change can do so, along with people who work alongside their colleagues and think this isn’t an acceptable way to behave.

• However well your emergency service organisation thinks it’s doing, it’s clear from inspection reports, media stories, and research studies that there’s plenty more to be done.

• Tackling harassment and improving culture isn’t a ‘one time’ activity - complacency enables bullies and harassers to continue.

Creating a workplace free from bullying and sexual harassment in the emergency services needs people with ethics and integrity to stand up for others.

Everything that emergency service workers are there to do.

Chapter markers

Contact information

If you'd like to contact Hollie and contribute to her Ph.D. research, here's where you can contact her:

• Hollie's profile on LinkedIn
• Hollie's e-mail and profile at the University of Chichester

Support organisation links

If you've been affected by this episode and need to talk to someone, please make use of the support services in this list.

In the next episode

In episode six of the Life at the Sharp End podcast, you'll hear from Associate Professor, Dorothy Suskind about the patterns of behaviour that perpetrators of workplace bullying follow against their targets.

She talks about the research that informed her book that helps targets of workplace bullying, "Workplace bullying: Finding your way to big-tent belonging, " and her new work into the harmful impacts of ostracism and exclusion - a common tactic employed by workplace bullies.

Episode six was published Wednesday 2nd October 2024.

"You can actually change an organisational culture in three months"

Workplace incivility, bullying, and harassment can cause serious harm to people affected - both physical and psychological, while it's happening, in the immediate aftermath, and often in the long term.

Research studies document the health consequences, which is why organisations are expected to prevent and respond to this serious health and safety issue, with some countries like Australia taking enforcement action against psychosocial harm.

But organisations still don't yet respond well.

Strategies, press releases, announcements, anti-bullying policies haven't succeeded in convincing people affected that it's safe to come forward, and that they won't be subjected to retaliation if they do.

For those who do come forward, the way organisations handle the complaint can cause as much significant harm as the bullying and harassment.

We heard about the human impact of this in the last two episodes, with the story of Jane's experience.

Organisations can't improve if their own people affected by workplace bullying don't feel safe to come forward when something happens to them.

Neither can they improve if the organisation's leaders aren't interested in learning from the data that reveals how, and where, they need to make change.

In this episode, I'm talking to someone who's taken positive steps to change this narrative, providing an innovative solution that helps everybody (targets, witnesses, bystanders and organisations) to tackle the root causes of workplace bullying and harassment.

Listen now

Dr Donna Stemmer is the founder of WorkRight23, a charitable trust based in New Zealand that provides a platform for people affected by bullying and harassment to document their experiences, get support and receive qualified advice on their options.

But Donna doesn't stop there, and she's committed to working with organisations to provide anonymised data from complainants that can help organisations understand the true extent of workplace bullying - and what they can do to turn things around.

What can you do to stop bullying?

If you're listening to this podcast in New Zealand or Australia and you're currently (or have previously experienced or witnessed) bullying and harassment in your workplace, you can take action today that'll help put a stop to it - by using Donna's platform, WorkRight23.

Registering your case in WorkRight23 is a confidential way to:

• keep your own records of what's happening to you
• seek independent advice and support, and
• provide anonymised data that helps Donna's charitable trust identify toxic workplaces and the root cause problems within them that perpetuate bullying.

We know from research studies that isolation and gaslighting are tactics used by workplace bullies and the people who support and enable them.

Convincing targets and witnesses that they're standing alone is the kind of pressure that's applied by bullies and their supporters - and as we heard from Jane's story in episodes two and three) - sometimes even by the organisation and its leaders, who are supposed to be protecting their employees from harmful workplace behaviour.

I'll be talking more about the patterns of behaviour that underpin workplace bullying and harassment in a future episode with Associate Professor Dorothy Suskind - a leading researcher in this field.

Bullying can have extremely serious consequences

WorkSafe New Zealand published a study in April 2024 examining the role of work factors in suicides.

Bullying and victimisation was identified as the sixth highest factor.

These are difficult subjects to talk about, but open discussion, shining a spotlight into the dark places where an organisation's culture allows incivility, bullying and harassment to go on is essential if change is to happen.

Donna's initiative with WorkRight23 is one way of giving people affected the safety to have that discussion.

Lessons to learn from this episode

1. You can make a difference to stop bullying you've experienced, or witnessed, by documenting your experiences in WorkRight23's platform

2. Anonymised data helps to open the eyes of people in senior leadership positions to the reality that the right way to tackle workplace incivility, bullying, and harassment in their organisations, is not by suppressing complaints or complainants.

3. Embracing transparency, analysing the root causes that allow unacceptable behaviour to go on, and challenging it when it occurs are the way to change a culture where bullying occurs.

4. There is safety in numbers, for everyone involved, whether you're...

   • targets
   • witnesses
   • bystanders
   • HR professionals, or
   • an organisation's leaders

Chapter markers

Contact information

• Contact Dr. Donna Stemmer on LinkedIn
• WorkRight23 (New Zealand)
• WorkRight23 (Australia)

In the next episode

In episode 5 of the Life at the Sharp End podcast, I'll be continuing to look at these very difficult topics.

I'll be talking with Hollie Trollen, a lecturer and PhD researcher from the UK's University of Chichester Sexualised Violence and Abuse Research Lab about the confronting reality of sexual harm in the emergency services.

Episode 5 will be published on Wednesday 18th September.

What happens when an organisation is made aware of workplace bullying?

Do people who have the courage to stand up against workplace bullying find themselves supported or silenced by the very people who are supposed to be there to help?

This episode tells the second part of Jane’s experience. Jane isn’t her real name, and her voice has been disguised because, like many others, fear of retaliation means she wanted to speak anonymously.

In the previous episode, we heard how Jane - an experienced HR professional trying to help her organisation learn and improve its culture - found herself becoming the target of workplace bullying.

We heard about process failures in her complaint, the impact on her physical and psychological health, and the outcome of an independent investigation which upheld the allegations she’d made.

Armed with these investigation findings, Jane just wanted to get back into the workplace and get her career back on track as an HR professional, supporting others and making a difference.

Listen now

How did Jane feel about the prospect of maybe having to find a role somewhere else?

Or would her own organisation respond positively to upheld investigation findings, and help her return to work, restoring relationships, learning from the investigation findings and building a safer, more respectful workplace?

Listen now to hear from Jane about what happened next.

Lessons for leaders responding to complaints

Jane’s experience, from both of the last two episodes, provides a whole range of important lessons to learn from.

If you want to make change in your workplace culture, that doesn’t come from being defensive and taking harmful action against complainants who’ve already been harmed.

Jane’s made it clear in telling her story - based on an extensive HR career - that the solutions to workplace incivility, bullying and harassment come from:

• fixing the workplace
• preventing problems happening, and
• being honest enough to learn lessons when they do.

That’s a very different approach to taking advantage of the inherent power imbalance that ends up causing people further harm and - if you’re using non-disclosure agreements - prevents them from seeking the help they need to recover from their experiences.

When an organisation acts to harm people it’s supposed to protect, that’s called “institutional betrayal”.

You’ll hear more about that in a future episode, so keep Jane’s story in mind when that one comes around.

Chapter markers

In the next episode

In Episode 4 of Life at the Sharp End, you'll hear from Dr. Donna Stemmer, Founder of Workright23.

Workright23 is a New Zealand charitable trust dedicated to helping people affected by workplace bullying, and to educating and assisting organisations to identify and tackle workplace bullying amongst their employees.

Episode 4 was published on Wednesday 4th September 2024.

*"Human Resources are here to help."

In this first episode of a two-part series, we look at the experience of a committed HR professional who found themselves on the wrong side of bullying - and became a target themselves.

It’s a personal story of dedication and good intentions that turned into complaint process failures, delays, investigative mistakes, psychological and physical illness, and institutional betrayal.

Everything that an organisation’s response to workplace bullying shouldn’t be.

Most people will be told when they join an organisation that Human Resources are the first port of call if they should ever witness or experience workplace incivility, bullying and harassment.

What’s it like from HR’s perspective, and how does it feel when someone “on the inside” in HR, has to go through their own process and raise a bullying complaint?

Listen now

It’s a case with credibility, because it’s been through an independent investigation and the allegations were upheld.

It’s a real-world story, that illustrates the wider findings of research studies and highlights the need for organisations to go beyond well-meaning announcements, posters on the wall about “zero tolerance” and to fix the problems that leave targets of bullying suffering physical and psychological harm.

It leaves them sometimes without a job, whilst the perpetrators of bullying remain in their roles, or are removed under cover to go and harm others.

There are many lessons to be learnt from Jane’s story in this episode.

Jane isn't her real name, because like many of the people who experience the harm of workplace bullying - the risk of retaliation means she still wants to speak anonymously.

This is Jane’s story of life at the sharp end of tackling workplace bullying in an organisation where she herself, became bullied by the organisation.

Lessons to learn from Jane's experience

Unfortunately, Jane’s situation isn't unique - it happens to targets of workplace incivility, bullying and harassment far too frequently. Yet this happened to someone from HR - who knows how the complaints process works and how things should be done.

If you’re an executive leader, a decision-maker, a manager with responsibilities for people, or an HR professional - take a look now at your own organisation and reflect on what you’ve heard of Jane’s experiences.

Ask yourself how you’d be feeling if you found yourself in the same situation as her, because this story tells us that you’re not immune to workplace bullying either.

Are you leading from the front by example, or is your organisation causing the kind of harm that Jane experienced, to people who have the courage to stand up and say “enough is enough”?

Chapter markers

In the next episode

In episode 3 of the Life at the Sharp End podcast, you'll hear how Jane's organisation responded to the investigation report.

What did they do next, and was she able to return safely to her job in the workplace?

Episode 3 was published on Wednesday 21st August.

In work (as in our personal life), one would like to think that most people want to make a positive difference with the decisions they make and the things that they do.

To do a good job; to improve and learn about new ideas that'll help make things simpler, easier and better for themselves and others.

With insights, analysis and interviews, Life at the Sharp End helps people who want to create safe, respectful and high-performing workplace cultures.

• People who want to do their best at work, leading by example;
• People who want to learn and improve from others' experiences;
• People who want to find out what it takes to make a real difference in life;
• People who want to know what it feels like, when actions and decisions affect others' lives (for good or ill);
• People like you.

Together, we'll go beyond the bullet points and explore the how and the why of real-world situations.

Listen now

We'll look at practical ideas that'll help you make a difference in your work and life, and we'll hear from interesting people sharing their stories and experiences.

They've already got the T-shirt, so you don't have to learn their lessons the hard way.

In every professional and personal situation, there will be insights that can help us to reflect and do things differently. That doesn't change, whether you're at the top of an organisation - on a board or in an executive role - or at the front-line, doing the best you can with what you know and what's available to you.

Creating a positive, respectful workplace culture with high-performing teams doesn't happen by accident.

It takes leadership, professionalism and integrity to ensure people can do their best and be themselves, free from the harm caused by workplace incivility, bullying and harassment.

Wherever you are and whatever it is you do at work, we all have something to learn every day.

"If I have seen further, it is by standing on the shoulders of giants."

Sir Isaac Newton graciously acknowledged, when he wrote to fellow (and rival) scientist Robert Hooke in 1676, that advances by any of us come from building on the knowledge of others who have gone before.

This is a podcast intended to inspire and inform.

To give you new ideas and insights that help you make a positive difference, whoever you are and whatever you do.

This is about learning from the reality of Life at the Sharp End.

Are all firefighters bullies?

That’s the question that Pete Wakefield, host of The Firefighters Podcast, put to me to kick off a wide-ranging discussion on the thorny topic of workplace incivility, bullying and harassment in UK Fire and Rescue services.

I was delighted to have been invited to contribute as a guest and you can hear our discussion about bullying, sexism and the relationship between workplace culture and high-performing teams in episode 296.

Pete’s podcast is a weekly show and, if you have haven’t heard it before, has a range of inspirational guest interviews covering a variety of topics.

It’s of specialist interest to firefighters, but many of the episodes cover other topics such as leadership, health and wellbeing and personal interviews with the courageous people who stand at the front line for the rest of us when we need their help.

Listen to the episode below, or on Spotify, Apple Podcasts or wherever you get your podcasts.