We were tasked with investigating an allegation of bullying within a medium-sized Not-For-Profit organisation. Confidentiality in many NFPs is always complex, particularly if they are in small towns where professional and social circles often overlap.

The Investigation Process

The complainant and respondent had a history of disagreements and conflict. To ensure confidentiality and prevent interference with evidence or witnesses, we recommended both parties work from home during the investigation. Interim communication protocols were also implemented.

Evidence collection involved:

1. Interviews with the complainant and their witnesses.
2. Document Review, including relevant emails and other materials.
3. Complainant and Respondent Input, allowing them to present their side and provide witnesses.

Key Findings

It is not uncommon to find that one or more parties demonstrate low self-awareness, with no intention to be difficult, but practice an overbearing leadership style. This is especially common as we continue to see technical leaders being promoted quickly to address skills shortages, or because organisations continue to measure success based on hard results (sales, cost reduction, efficiencies, etc) and overlook the importance of influence, respectful communication and teamwork.

Senior leaders in organisations are commonly seen to praise traditional workplace cliches such as working long hours, being ‘tough’, being detail orientated and factual, rewarding measurable KPIs and ignoring behavioural shortcomings. This inadvertently reinforces problematic behaviours.

The most common finding in matters related to bullying is that managers do nothing to correct inappropriate behaviour because they cannot afford to upset who they consider to be a high performing employee.

Recommendations for Organisational Improvement

To foster a healthier workplace culture and prevent similar incidents, we proposed:

• Policy Revision and Process Change: Update and clarify policies on workplace behaviour and leadership standards, and emphasise the importance of demonstrating positive workplace behaviours.
• Team Training: Provide training and continued education on appropriate behaviour, communication and workplace expectations.
• Leadership Development: Invest in coaching, mentoring and leadership programs for current and future leaders. Prioritise a shift from an ‘old school’, control-heavy leadership style to one that emphasises collaboration and psychosocial well-being.
• Feedback Systems: Encourage regular, well-documented feedback from senior managers.