A insightful power-point describing the seven differences between leading and bullying. Essential for any leader and manager to be aware of and ask themselves how their actions may be perceived.

1. Top Seven Differences Between Leading and Bullying
Understanding the differences between leading with impact and bullying –for leaders and employees
Creating Sustainable Behavioural Change in Teams & Organisations
Total Leader and Coach Solutions Australia Experts In Leadership
Valuing Improvement | Generosity | Interdependence | Integrity
www.tlcsolutions.com.au

2. Definition of Bullying
What is bullying?
A worker is bullied at work if:
•
a person or group of people repeatedly act unreasonably towards them or a group of workers
•
the behaviour creates a risk to health and safety.
Unreasonable behaviour includes victimising, humiliating, intimidating or threatening. Whether a behaviour is unreasonable can depend on whether a reasonable person might see the behaviour as unreasonable in the circumstances.
Source: http://www.fairwork.gov.au/employee-entitlements/bullying-and-harrassment

3. Top Seven Differences btw Leading & Bullying
Leading
Bullying
1
Providesregular feedback (i.e. every day/week) with respect and integrity.
Doesn’t provide any regular feedback over a period of time and thenreads through a list of critical corrective feedback items once every 6 months.
2
Remainsobjective when having difficult conversations and follows a structured (5C’s) and consistent approach with all staff.
Gets personal when having a difficult conversationwithout a structured and consistent approach to all staff.
3
Explains the ‘WHY’ behind tasks assigned (usesthe visionary style).
Tells people ‘WHAT’ to do without any explanation.
4
Providesclarity around role and accountabilities, as well as regular discussions around expectations.
Expects staff to deliver but doesn’t create clearexpectations or provide clarity on roles and accountabilities.
5
Implements appropriate stretchand development opportunities based on the individual needs and competence.
Implements inappropriate stretch i.e. Eitheroverly stressed or alternatively completely bored.
6
Aims to buildpeople / systems up (strength- seeking).
Aims to breakpeople/systems down (weakness critiquing only).
7
Flexible in their approach (adapts to others).
Inflexible (expecting others to adapt to them).
Total Leader and Coach Solutions Australia Experts In Leadership
Valuing Improvement | Generosity | Interdependence | Integrity
www.tlcsolutions.com.au

4. 1. Regular Feedback
Leading with Impact
•
Provides regular feedback (i.e. every day/week), both positive and negative corrective feedback, with respect and integrity.
•
Regularly seeks feedback from their direct reports.
•
Looks for opportunities every day to provide feedback.
Bullying
•
Doesn’t provide any feedback over a period of time, and then reads through a list of critical corrective feedback items once every 6 months.
•
Avoids asking for feedback from direct reports.
•
Looks for evidence to justify and rationalize personal view of others.
Total Leader and Coach Solutions Australia Experts In Leadership
Valuing Improvement | Generosity | Interdependence | Integrity
www.tlcsolutions.com.au

5. 2. Structured & Consistent
Leading with Impact
•
Remains objective when having difficult conversations and follows a structured (5C’s) and consistent approach with all staff.
•
5C’s: Context; Concern; Cause; Counter-measure; Continuous-Improvement
Bullying
•
Gets personal when having a difficult conversation without a structured and consistent approach to all staff.
•
Takes criticism as a personal attack and becomes defensive (either aggressively or passively)
Total Leader and Coach Solutions Australia Experts In Leadership
Valuing Improvement | Generosity | Interdependence | Integrity
www.tlcsolutions.com.au

6. 3. Clarity on ‘Why’ i.e. Visionary
Leading with Impact
•
Explains the ‘WHY’ behind tasks assigned (uses the visionary style).
•
Comfortable with being challenged on ‘Why’
•
Always provides a rational and logical explanation for business decisions.
Bullying
•
Tells people ‘WHAT’ to do without any explanation.
•
Shuts down any challenge around the ‘Why’
•
Rarely provides explanation, and if an explanation is provided typically is a personal opinion.
Total Leader and Coach Solutions Australia Experts In Leadership
Valuing Improvement | Generosity | Interdependence | Integrity
www.tlcsolutions.com.au

7. 4. Clear Expectations and Accountabilities
Leading with Impact
•
Provides clarity around role and accountabilities, as well as regular discussions around expectations.
•
Regularly seeks clarity on priorities, expectations and accountabilities.
Bullying
•
Expects staff to deliver but doesn’t create clear expectations or provide clarity on roles and accountabilities.
•
Assumes clarity on priorities, expectations and accountabilities.
Total Leader and Coach Solutions Australia Experts In Leadership
Valuing Improvement | Generosity | Interdependence | Integrity
www.tlcsolutions.com.au

8. 5. Appropriate Stretch
Leading with Impact
•
Implements appropriate stretch and development opportunities based on the individual needs and competence.
•
Proactively seeks to understand their employees motivation, competency and experience of task complexity.
Bullying
•
Implements inappropriate stretch i.e. Either overly stressed or alternatively completely bored
•
Expects staff to verbalise their concerns otherwise assumes appropriate stretch.
Total Leader and Coach Solutions Australia Experts In Leadership
Valuing Improvement | Generosity | Interdependence | Integrity
www.tlcsolutions.com.au

9. 6. Building Up vs Breaking Down
Leading with Impact
•
Aims to buildpeople / systems up (strength- seeking).
•
Genuine intent and passion for developing others and seeing others grow.
Bullying
•
Aimsto breakpeople/systems down (weakness critiquing only).
•
Focus on deliverables without any concern for development.
Total Leader and Coach Solutions Australia Experts In Leadership
Valuing Improvement | Generosity | Interdependence | Integrity
www.tlcsolutions.com.au

10. 7. Flexibility
Leading with Impact
•
Flexible in their approach (adapts to others).
•
Willingness to change and learn.
•
Courage to admit mistakes.
•
Humility to acknowledge that others know more.
Bullying
•
Inflexible (expecting others to adapt to them).
•
Unwilling to change.
•
Believe ‘I’ am right.
•
To proud to acknowledge others know more.
Total Leader and Coach Solutions Australia Experts In Leadership
Valuing Improvement | Generosity | Interdependence | Integrity
www.tlcsolutions.com.au

11. Leading with Impact
Regular Respectful Feedback
Structured, Consistent & Objective
Explains the ‘WHY’
Creates Clarity
Stretches & Develops Others
Builds People Up
Flexible (Adapts to others)

12. Regardless of the intent; bullying is the perception of the
actions.
If your action, even with the best intent, is perceived as a
bullying behaviour, then it may well be a bullying
behaviour.
Performance management and providing feedback as a
manager and leader is your job. As long as it is done with
respect & integrity, and delivered constructively and
effectively, it is NOT bullying.
http://www.fairwork.gov.au/employee-entitlements/bullying-and-harrassment
http://www.fairwork.gov.au/About-us/policies-and-guides/Best-practice-guides/managing-underperformance
Total Leader and Coach Solutions Australia Experts In Leadership
Valuing Improvement | Generosity | Interdependence | Integrity
www.tlcsolutions.com.au

13. Typical Rationalization
Bullying
TypicalRationalization (even with good intent)
1
Doesn’t provide any regular feedback over a period of time and thenreads through a list of critical corrective feedback items once every 6 months.
“That’s the way we have always done it.”
“Ishouldn’t have to tell staff how they are going every day or week.”
2
Gets personal when having a difficult conversationwithout a structured and consistent approach to all staff.
“Itwas not a good day and I had a lot on my plate.”
3
Tells people ‘WHAT’ to do without any explanation.
“Wedon’t have time to mess around; just get it done.”
4
Expects staff to deliver but doesn’t create clearexpectations or provide clarity on roles and accountabilities.
“Staffshould know what their job is and just get on with it.” “I expect everyone to work hard and deliver.”
5
Implements inappropriate stretch i.e. Eitheroverly stressed or alternatively completely bored.
“Someone has to doit.”
6
Aims to breakpeople/systems down (weakness critiquing only).
“We have allbenefited from criticism.”
7
Inflexible (expecting others to adapt to them).
“I have donethe hard yards.”
Total Leader and Coach Solutions Australia Experts In Leadership
Valuing Improvement | Generosity | Interdependence | Integrity
www.tlcsolutions.com.au

14. What Next?
Greg Bayne –greg@tlcsolutions.com.au
Alistair Box –alistair@tlcsolutions.com.au
Heather McGregor-Bayne –heather@tlcsolutions.com.au
www.tlcsolutions.com.au
Are you experiencing bullying in the workplace, or observing bullying in the workplace? Do your leaders need skills and strategies for being more effective leaders and having a greater impact on the business? If yes, then contact the TLC team below for a conversation.
Creating Sustainable Behavioural Change in
Teams & Organisations
Total Leader and Coach Solutions Australia Experts In Leadership
Valuing Improvement | Generosity | Interdependence | Integrity
www.tlcsolutions.com.au