Most professionals will, at some point, deal with difficult managers who are rude, demanding or blunt (Photo: iStock)
Have you ever found yourself torn between staying silent or speaking up about a senior colleague, knowing your job and reputation could be on the line, yet also realising that silence can come at a far greater cost? So, when is it time to speak?
Before initiating a formal process, it is important to distinguish between a personality clash and a policy violation. Most professionals will, at some point, deal with difficult managers who are rude, demanding or blunt. The key is to recognise the difference and navigate everyday interpersonal friction without escalating unnecessarily.
A formal report becomes appropriate when behaviour crosses into structural misconduct. This includes repeated hostility or harassment, such as bullying, verbal abuse, belittling, or any form of technology-facilitated harassment. It also includes ethical breaches, where there is pressure or threats to ignore compliance, falsify reports or participate in practices such as the so-called “envelope” culture. Clear violations of company policy or the Employment Act also fall into this category.
Once escalation is necessary, start by documenting everything. In disputes between junior and senior staff, evidence is more reliable than memory, so keep records of dates, incidents, witnesses, and save relevant emails or messages.
