By the time you realise that workplace puppetry has taken place, the damage may well be done. Here is how you can recognise the red flags.
Whether it is mindful manoeuvring or deliberate puppetry, manipulation in the workplace can have serious consequences, not just for the employee but for the wider organisation.
The individual may feel belittled, excessively anxious and unhappy at work, while the employer may find that the quality of work has gone down and there are ructions in the team. They may even find themselves open to potential legal strife, if it is felt that workplace behaviours and actions have crossed a line.
While the results of workplace manipulation can often be seen clearly, sometimes to disastrous effect, identifying the signs in order to circumvent them is not nearly as easy. So, when you are dealing with something invisible in the working environment, how do you spot those warning signals?
Behind the curtain
There is a huge difference between having a transparent discussion with someone to sell them on your point of view and using deceptive or confusing language to steer them in the direction you want. A classic sign of manipulation is if the other person skews facts and omits details to ensure that they get what they want out of an interaction, with little regard for how it might affect the other employee’s professional standing.
This can also develop into gaslighting where, when called out or queried, the manipulator denies their behaviour and deliberately makes the other person question what they know to be real or true.
Pet to threat
This is a tactic that can affect anyone, however, it is commonly used against frequently marginalised groups such as women and people of colour. It is where a manipulator, typically in a position of power, decides to take a co-worker under their wing, offering support and opportunities to succeed.
Then, without warning, the rug is pulled out from under them, usually because they are becoming more confident and rising in a way that makes the manipulator feel threatened. Hence, pet to threat.
Common signs of this particular tactic include withholding of relevant information, feedback that is overly critical rather than being constructive and exclusion from additional projects or career opportunities despite availability and the willingness to contribute.
This can also sometimes cross over into performative allyship where someone considered diverse is supported solely to give an organisation and its leadership the appearance of a positive culture, but often that support is minimal, sometimes non-existent.
Vague promises
If you are constantly hearing that you are due a pay rise, a promotion, a new opportunity or some change in fortune for the better, yet it never materialises, you are likely being manipulated or complimented solely to encourage you to keep giving the organisation your all, for the same compensation.
Vague promises are a sneaky way of ensuring loyalty without having to show loyalty in return and it may be a case that the organisation, despite its promises, has no intention of acting on its own words.
To avoid being manipulated or the victim of a vague and far off promise, employees should look to confirm changes in compensation or standing, so there is both proof and a reasonable timeline in which it should happen.
Unreasonable demands
For the most part we all love a challenge, as it is an opportunity to showcase growth and skill. However, if that challenge moves into a space where it is no longer an achievable objective and efforts to reach out for help go ignored, it could be a case that whomever you are working with has set you up to fail.
If you find that you are being tasked with too much work, that the deadlines are unrealistic, that the targets aren’t feasible, that resources are being withheld, or that communication has broken down, it is possible that you are being manipulated into a situation that makes it appear as though you are responsible for the projects failure.
This could be a tactic used by a co-worker to make themselves appear more competent, or even by a supervisor or employer looking to inspire an employee to quit without having to let them go themselves. It may even be the result of a poor workplace culture. Either way it is a particularly harmful form of workplace manipulation.
So, now you can recognise some of the signs of manipulation, but how do you address the problem? As with most awkward workplace dynamics, the best place to start is with an open and honest conversation, where you share your concerns and look for a solution that benefits you and the organisation.
Sharing any proof you have with a HR representative or your employer is a good idea, as is being willing to listen to the other side without getting too emotional or interrupting.
You may find additional training, conflict resolution exercises or policy changes are an ideal outcome, however, if you suspect that nothing is going to change, it may be time to consider moving on to an organisation that appreciates your loyalty.
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