Coaching practices for How to Move on From Workplace Bullying
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For How to Move on From Workplace Bullying, these are the strongest matches in the current practice library.
Does this sound like the set of challenges you might be facing?
- I could list ten things that went wrong at work today without blinking but I’d struggle to name one that went right
- I keep telling myself to just move past what they did and not make a big deal of it, so I never actually look the hurt in the face
- Once a fight gets going I can feel I’ve passed the point where anything good comes out of my mouth, but I don’t know how to step away without it looking like I’m storming off or quitting on the person.
- Something a coworker did landed way harder than it should have and I’ve been stewing on it all day
- Someone on my team is clearly going through something heavy and I’ve just been carrying on talking deliverables like nothing’s wrong
Practices that may help
- Apply three good things to work contexts specifically
Use the exercise to rewire what you notice about your work day — contribution, competence, and collaboration.
Three Good Things: The Evidence-Based Gratitude Practice - R — Recall the hurt
Face what happened deliberately and calmly, without minimizing it or replaying it as a victim.
Forgiveness: The REACH Model - Take a structured time-out
Exit the provocation situation temporarily with a plan to re-engage — not as avoidance, but as arousal regulation.
Novaco Anger Management, Made Practical - Downward arrow for interpreting others’ behavior
Use the arrow technique to identify the core belief driving your worst-case interpretation of what someone did.
The Downward Arrow: Uncovering the Core Beliefs Behind Distress - 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 - Debrief after each stressful encounter
Within 24 hours of a challenging event, review what you did, what worked, and what you will adjust.
Stress Inoculation Training - Unpleasant events calendar: observing difficulty without catastrophizing
Track one unpleasant event per day for a week, noticing how you automatically relate to discomfort.
Mindfulness-Based Cognitive Therapy (MBCT), Made Practical - 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 - Repair a damaged leader-follower relationship deliberately
Take active steps to reset a deteriorated relationship, rather than allowing avoidance to compound the damage.
Leader-Member Exchange (LMX), Made Practical
Related concerns
- How Can I Deal With A Disgusting Coworker
Take active steps to reset a deteriorated relationship, rather than allowing avoidance to compound the damage.
Repair a damaged leader-follower relationship deliberately
- How To Deal With Bad Treatment At Work
Use the exercise to rewire what you notice about your work day — contribution, competence, and collaboration.
Apply three good things to work contexts specifically
- Best Way To Handle Toxic Coworkers
Actively surface and protect the dissenting or marginal voices the system wants to silence.
Give voice to those with uncomfortable perspectives
- Coworker Touched Me Inappropriately How Can I Get Her Fired For This
Use the arrow technique to identify the core belief driving your worst-case interpretation of what someone did.
Downward arrow for interpreting others’ behavior
- Feeling Disrespected By Colleagues
Give team members specific language for raising concerns, not just permission to raise them.
Teach speak-up skills, not just encourage speaking up
- How Should Hr Handle Harassment In The Workplace
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.