Requested HR intervention regarding bullying but now...
Discussion
Be very, very careful in this hearing. If I were you then I would eat massive humble pie and say you were trying to propose a better solution for the company, but became flustered and a little defensive when you couldn't get your point across.
If you start arguing or getting shirty in the meeting, it will not go well for you, as you could be looking at gross misconduct depending on your company's rules, and dismissal may follow. Make sure to clarify immediately that you are happy to follow the directors' instructions.
If you start arguing or getting shirty in the meeting, it will not go well for you, as you could be looking at gross misconduct depending on your company's rules, and dismissal may follow. Make sure to clarify immediately that you are happy to follow the directors' instructions.
Tensioner said:
I'm finding it difficult to convey the situation - it's not exactly a 'he said' 'I said' scenario.
It's the way he expressed himself, and how he hadnled the situation.
I'm sorry I can't convey it any better.
I stand to be corrected but I think, to prove bullying, you would have to demonstrate a pattern of consistent negative behaviour intended to upset/humiliate you. Him telling you to do a certain thing in a certain way doesn't automatically count as bullying. You can suggest how you think something should be done but HE can insist it is done a different way. Equally he's entitled to put you in front of a disciplinary panel for not following a reasonable management request.It's the way he expressed himself, and how he hadnled the situation.
I'm sorry I can't convey it any better.
Sorry.
Tensioner, for future reference read 'How to win friends and influence people' which points out the problems with human nature that lead to this problem. Nobody wins an argument.
If I were you and I cared about doing the job my £0 way then I guess I would have accepted the Director's instructions in front of their peer. I might have later emailed the Director directly (not putting the director on the spot in front of their peer) to ask their opinion about whether this £0 option might be suitable for the business. Finish with 'Please let me know how you want me to proceed'.
Director may well convince himself of the £0 idea and quietly love you for bringing £0 ideas he can take credit for.
Failing that you have a paper trail at the early stage showing your other idea in case someone else kicks off about doing it the expensive way.
If I were you and I cared about doing the job my £0 way then I guess I would have accepted the Director's instructions in front of their peer. I might have later emailed the Director directly (not putting the director on the spot in front of their peer) to ask their opinion about whether this £0 option might be suitable for the business. Finish with 'Please let me know how you want me to proceed'.
Director may well convince himself of the £0 idea and quietly love you for bringing £0 ideas he can take credit for.
Failing that you have a paper trail at the early stage showing your other idea in case someone else kicks off about doing it the expensive way.
OP, the issue is that you have history of questioning decisions from senior people. I appreciate that you think you have the interest of the business as a whole by saving $1000. But, it has cost your company more that that to just have 2 directors and you talk about it. They should be able to just tell you to do something, even if it's not the best option, and you do it. By being involved in this minor BS you are taking them away from making the company successful. I'm sorry to say that your trip to HR will not have done you any favors because your name was already on their watch list to move out of the company.
I have a lot of experience in this area and it shows a lack of trust on both sides. If you want to come out of this with a job (and it may be too late now) tell HR that you want to build a relationship of trust where the director can say he needs something and you will run with it.
I have a lot of experience in this area and it shows a lack of trust on both sides. If you want to come out of this with a job (and it may be too late now) tell HR that you want to build a relationship of trust where the director can say he needs something and you will run with it.
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