Coaching practices for How to Address Bullying at Work
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For How to Address Bullying at Work, these are the strongest matches in the current practice library.
Does this sound like the set of challenges you might be facing?
- I’ve told my people a hundred times they can disagree with me, but they still don’t
- Someone got mocked or shut down in our last meeting and I let it slide to avoid the awkwardness
- Someone on my team is clearly going through something heavy and I’ve just been carrying on talking deliverables like nothing’s wrong
- There’s one person on my team everyone’s decided is just a complainer, and I keep noticing they’re actually pointing at the thing nobody wants to face
- I think my boss is about to make the wrong call and I’m biting my tongue to keep the peace, then quietly stewing about it after
Practices that may help
- Teach speak-up skills, not just encourage speaking up
Give team members specific language for raising concerns, not just permission to raise them.
Psychological Safety in Teams - Respond immediately and visibly to safety violations
When safety is violated — a person is mocked, shut down, or punished for dissent — address it in the moment.
The Four Stages of Psychological Safety - Show up for the person, not just the deliverable
Acknowledge what is happening in someone’s life when it is clearly affecting them — before addressing the work.
Caring Personally: The Foundation of Radical Candor - Give voice to those with uncomfortable perspectives
Actively surface and protect the dissenting or marginal voices the system wants to silence.
Adaptive Leadership, Made Practical - Disagree with your manager constructively
State your disagreement clearly, give your reasoning, and then commit to the decision — without sacrificing either honesty or loyalty.
Managing Up: Practical Skills for Working with Your Boss - Give and receive feedback with courage
Sit on the same side of the table: feedback as a shared problem, not an attack.
Daring Greatly, Made Practical - Bring a proposed solution when you bring a problem
Describe the problem and your recommended path before asking for a decision.
Managing Up: Practical Skills for Working with Your Boss - Use labeling across power asymmetries — with care
Labeling your senior’s frustration is more delicate than labeling a peer’s — name the stakes, not just the feeling.
Labeling Emotions in Negotiation, Made Practical - Develop challenger safety — dissent and challenge are welcomed, not punished
Create an environment where questioning decisions, challenging leaders, and dissenting are genuinely safe.
The Four Stages of Psychological Safety - Send proactive, brief status updates
Update your manager on important work before they ask — in the format and frequency they actually want.
Managing Up: Practical Skills for Working with Your Boss
Related concerns
- How To Handle Bullying At Workplace
Give team members specific language for raising concerns, not just permission to raise them.
Teach speak-up skills, not just encourage speaking up
- How To Tackle Bullying At Work
Give team members specific language for raising concerns, not just permission to raise them.
- How To Address Bullying In The Workplace As A Manager
Give team members specific language for raising concerns, not just permission to raise them.
- How To Handle Workplace Bullying
Give team members specific language for raising concerns, not just permission to raise them.
- How To Manage Bullying At Work
Give team members specific language for raising concerns, not just permission to raise them.
- How To Stop Bullying In The Workplace A Guide For Managers
Give team members specific language for raising concerns, not just permission to raise them.
Describe your situation in your own words to search the complete practice library.