Preventing the Spread of Power Harassment Throughout the Organization

Every time a power harassment issue arises, there is something I feel keenly.

It is that the atmosphere of an organization is greatly influenced by the attitude of the person at the very top.

In an organization where the top leader is always under intense pressure and takes that pressure out on their subordinates, that atmosphere spreads surprisingly quickly.

From department manager to section manager.
From section manager to unit chief.
From unit chief to staff member.

In this way, pressure chains from the top down, and before long, the entire organization prioritizes 'not getting scolded'.

As a result, 'not displeasing the boss' ends up being prioritized over safety, quality, and providing the best service to customers, which should be the top priorities.

So, how can we stop this chain reaction?

Ideally, the top leader themselves should change.

However, in reality, there are many situations where that is not easy.

At such times, there was something I kept in mind as a manager.

That was to become a breakwater against the pressure.

Looking back on my own corporate life, the bosses I could trust were the ones who acted as a breakwater.

Even if they received harsh words from above, they did not pass them on to their subordinates as they were.

They took responsibility themselves.

They left an environment for their subordinates where they could think about 'how to do the job safely' rather than feeling intimidated.

Of course, it is not easy. At first, I couldn't do it well either, and there were times when I passed the pressure on and caused my subordinates to feel intimidated.

Reflecting on that, I steeled myself to stop it at my level no matter what.

I myself have been severely reprimanded and have been placed in disadvantageous positions.

Even so, I thought, 'If I don't absorb it here, this pressure will flow down to my subordinates.'

A manager is not just in a position to manage work.

Sometimes, becoming a breakwater to protect subordinates from organizational pressureis also an important role.

Because that breakwater exists, subordinates can have the courage to make the right decisions for safety, quality, and the customer, rather than worrying about their boss's mood.

I believe that preventing harassment is not just about 'eliminating verbal abuse'.

It is about breaking the chain of pressure somewhere.

If even one more manager takes on that role, the atmosphere of the organization will definitely change.

And I believe that this accumulation is what leads to building a workplace with high psychological safety.