Pester Esther
On not being a bully, and whether reports should out-earn bosses
Q. I’m worried I might be a bully. What are the signs?
A. People running away from you, hiding, quaking as you approach, bursting into tears when you ‘speak’ with them, avoiding you at all times. Need I continue?
Actually, bullying can be very serious and sometimes very subtle and only obvious to those on the receiving end.
Why do you think you might be a workplace bully in the first place? What behaviours do you demonstrate at work? Are you in a position of authority such as a line manager, where you need to give clear instructions and be directional at times? Some can interpret this as bullying, when really it isn’t.
How do people react to you when you are around? Something must have happened to trigger your concern. Do you feel that your tone of voice can be loud and intimidating at times? Are you sending curt and aggressive emails, maybe even written in CAPITAL LETTERS?
If I were you, I’d ask for direct feedback from colleagues, maybe in the style of a 360. Ask people to be honest in terms of how you come across. Discover which areas might be improved, and whether they think you should soften your approach.
You might find that you’re only imagining you’re a bully, when really you’re just direct – which might be a necessity in your role. And if you are bullying, at least you’ll know and will be able to do something about it.
Q. Is it ever fair to pay a subordinate more than her/his manager?
A. Yes, it can be.
Much depends on the skills and experience required to do the work, and what the actual work is. Sometimes a ‘subordinate’ may need to be far more technically able and qualified than their line manager. Industries in which this is often the case include pharmaceuticals, medicine or some tech labs.
And don’t forget that salaries should be confidential in any case. In some organisations only HR have access to salaries and line managers are often unaware of their team salaries –unusual I know, but it does happen.
I suggest it’s justified if there is a skill shortage in the area in question, it’s a really hard-to-fill post and the technical experience required is critical. Sometimes, a situation like this can arise due to historical salaries and relocations.
Be clear as to why the higher subordinate pay is justified, and help the line manager understand that they’re doing a different role to their report.
And who knows – the manager mightn’t mind, particularly if the report would be a nightmare to replace.
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