Crisis Management
Webinars

Bullying is intolerable. But are bullies always bad?

The complexities of workplace bullying, and how organisations can tackle it

Webinar
|
July 2, 2025
Roger Taylor
Share
“Bullies have a scarcity mindset. They believe the world is fundamentally hostile. They tend to be overplaced to their actual abilities. They have this deep, deep hunger for status and recognition.” - Amy Cuddy

he first year, I was quite good—although my boss didn’t share that opinion.
In the second year, he may have had a point.
By the third year, he was right: I was sh*t at my job.The swearing and public dressing-downs, the interminable caustic criticism, and the brutal humiliations had all taken their toll. My self-worth had been blitzed. I constantly had to second guess what he may want to avoid being shouted at, meaning I’d lost my ability to make clear, assertive decisions. In its place, all I could offer was a hesitant, nervous, foggy paralysis. I was a pale imitation of the bright, imaginative, emotionally intelligent man who had entered the company a few years earlier.

Section Title

In the first year, I was quite good—although my boss didn’t share that opinion.
In the second year, he may have had a point.
By the third year, he was right: I was sh*t at my job.

The swearing and public dressing-downs, the interminable caustic criticism, and the brutal humiliations had all taken their toll. My self-worth had been blitzed. I constantly had to second guess what he may want to avoid being shouted at, meaning I’d lost my ability to make clear, assertive decisions. In its place, all I could offer was a hesitant, nervous, foggy paralysis. I was a pale imitation of the bright, imaginative, emotionally intelligent man who had entered the company a few years earlier.

Section Title

In the first year, I was quite good—although my boss didn’t share that opinion.
In the second year, he may have had a point.
By the third year, he was right: I was sh*t at my job.

The swearing and public dressing-downs, the interminable caustic criticism, and the brutal humiliations had all taken their toll. My self-worth had been blitzed. I constantly had to second guess what he may want to avoid being shouted at, meaning I’d lost my ability to make clear, assertive decisions. In its place, all I could offer was a hesitant, nervous, foggy paralysis. I was a pale imitation of the bright, imaginative, emotionally intelligent man who had entered the company a few years earlier.

About the author

Roger Taylor

Hi, I’m Roger. Advisor and coach to the UK’s top CEOs, co-founder of Famn, and former punk rocker. I’ve been a coaching psychologist for 20-odd years, working with a wide range of executives, CEOs, leadership teams, and the occasional rock star.  I believe the world would be a significantly better place with more emotional intelligence; which I want us to stop seeing as a fluffy, “soft” skill, and start utilising as a hard-nosed, commercial asset.

All articles by
Roger Taylor

Get more of this

The latest thinking on executive coaching straight to your inbox