Undermined at Work? Practical Workplace Advice

Being undermined at work refers to actions or behaviours that intentionally weaken an individual’s authority, confidence, or ability to perform their role effectively. Examples include openly questioning someone’s decisions, excluding them from important meetings, spreading rumours, or sabotaging their work. Such behaviour can occur between colleagues or be directed by a manager towards an employee. In some cases, undermining management can constitute insubordination, which may result in a disciplinary procedure being pursued.

Employers must take complaints of undermining seriously and address them promptly. Being undermined at work is not only potentially distressing for the individual recipient of that unwanted conduct, it can also have a knock-on effect on overall morale and the workplace culture as a whole.

In this guide, we look at examples of undermining behaviours at work, and how to deal with them through positive and effective management.

 

What is meant by being undermined at work?

 

Being undermined at work refers to behaviour that diminishes the authority, confidence, or reputation of an individual, often someone in a senior position. While sometimes linked to insubordination—where an employee is disrespectful or disobedient to a superior—undermining behaviour is broader and not limited to outright defiance. It includes any actions or words that make others question the professionalism, knowledge, abilities, or work ethic of a manager, supervisor, or team leader.

Undermining can also involve subtle conduct designed to criticise or demean the recipient, even if it is not overheard by others. This behaviour may include passive-aggressive comments, spreading doubt about the person’s decisions, or deliberately excluding them from workplace activities.

Identifying undermining behaviour can be challenging because it often comprises a series of smaller actions rather than a single event. In many cases, it represents a pattern of negative conduct over time. However, it can also occur as a one-off incident.

Whether ongoing or isolated, undermining behaviour disrupts workplace dynamics, potentially affecting morale, productivity, and professional relationships. Employers should address such conduct promptly to maintain a respectful work environment and support effective management.

 

Examples of undermining behaviour

 

Undermining behaviour can take many forms and may not always be immediately recognisable. It often manifests in subtle or overt actions that aim to weaken the authority, credibility, or confidence of managers, supervisors, team leaders, or others in positions of authority within the workplace. Common examples include:

 

 

• Interruptions: Being interrupted while speaking, either in public settings or private discussions.
• Negative Challenges: Facing challenges in a personal or overly critical manner, whether in front of others or privately.
• Disrespectful Communication: Being spoken to in a dismissive, rude, or inappropriate tone, publicly or privately.
• Contradictions: Having statements or decisions contradicted, especially in front of colleagues, undermining confidence and authority.
• Public Shaming: Having mistakes or errors intentionally highlighted in front of others to embarrass or demean.
• Mockery: Being the subject of jokes about their work, skills, or expertise.
• Gossip and Rumours: Being mocked, mimicked, or discussed negatively behind their back, including the spreading of rumours or falsehoods.
• Criticism of Work Ethic: Facing unwarranted criticism about their work ethic, values, or commitment.
• Sowing Doubt: Comments or actions designed to make others question their ideas, leadership, or authority.
• Ignoring Instructions: Having simple instructions, orders, or warnings disregarded.
• Defiance: Experiencing deliberate disobedience of reasonable requests or workplace rules.
• Negative Attitude: Witnessing displays of negativity, such as cynical comments, eye-rolling, or exaggerated sighs.
• False Allegations: Being subjected to false accusations or malicious rumours meant to damage their reputation or standing.

 

In extreme cases, a manager or authority figure may be targeted with a malicious grievance, where a subordinate files false or exaggerated complaints intentionally designed to create trouble or harm their professional credibility.

Employers must remain vigilant to these behaviours and take appropriate steps to address them, ensuring a respectful and professional workplace environment.

 

Impact of being undermined at work

 

Managers and supervisors often handle conflicts arising from the differing priorities and expectations of team members as part of their role. While some level of conflict is inevitable, consistent or serious undermining behaviour from a subordinate should never be tolerated. Such behaviour can not only harm the individual targeted but also create a toxic workplace culture, impacting the entire team.

One of the most immediate consequences of undermining behaviour is the breakdown of the working relationship between the subordinate and the senior staff member. Beyond this, undermining actions can tarnish the reputation of the person targeted. Subordinates who undermine their managers, whether through direct influence or setting a poor example, may sway how others perceive or interact with that senior individual, potentially eroding trust and respect.

For the individual manager, supervisor, or team leader, being undermined can have a significant emotional and professional impact. Persistent undermining behaviour can lead to feelings of inadequacy or diminished confidence. Over time, this may contribute to work-related stress, reduced performance, and even burnout. In some cases, valuable employees may feel compelled to leave the organisation, leading to the risk of constructive dismissal claims.

Employers have a legal and moral duty to protect the health and wellbeing of all staff, regardless of their seniority. If employers fail to address the conduct of undermining subordinates, they risk losing skilled leaders, fostering an unhealthy work environment, and facing potential legal consequences. Proactively addressing these behaviours is essential for maintaining a respectful and productive workplace.

 

Does undermining a manager count as misconduct?

 

Being undermined by a subordinate can be a serious matter, especially given the potential for this to damage working relationships, sabotage organisational authority, and impact wider team or workforce morale. Whether or not it is appropriate to formally discipline an employee for insubordination will depend on the circumstances involved.

In theory, disciplinary action may be warranted where there has either been a course of insubordinate conduct over a period of time or a single isolated but serious incident. However, this is fact-dependent and must be assessed in the context of what has happened and the effect the conduct has had on both the recipient and any witnesses.

For example, if an employee vocalises derogatory or abusive remarks about their supervisor during a virtual team meeting, not realising they are unmuted, this would almost certainly warrant disciplinary action. This is because the employee has openly criticised a senior member of staff, comments which were heard by the wider team and could easily cause reputational damage and harm team morale, even if the junior employee did not intend for those remarks to be made public. However, if a member of staff is caught secretly rolling their eyes after being asked to do something by their team leader, but no other team members witness this, and it is not part of an ongoing pattern of unacceptable conduct, this is better dealt with by way of a quiet chat.

In many cases, where insubordination is relatively minor, the conduct may warrant only a verbal warning, without the need for formal disciplinary steps, helping to maintain positive working relationships by dealing with the matter informally. Very often, an employee may be unaware of their negative behaviour or its impact, and a quiet word can prevent this from recurring.

However, where there is a clear pattern of insubordinate conduct over time, or the conduct is especially serious, formal disciplinary action, including dismissal, may be warranted. In very serious cases, even a one-off incident could justify summary dismissal for gross misconduct. This involves termination without notice, following a formal disciplinary process that justifies the dismissal.

For instance, in the example of the virtual meeting where an employee inadvertently makes derogatory or abusive remarks about their team leader, the seriousness of the remarks could potentially amount to gross misconduct—especially if the comments are discriminatory, such as being homophobic, racist, sexist, or otherwise unacceptable.

Other serious insubordinate actions that may justify summary dismissal could include instances where false allegations are made against a senior staff member as part of a malicious grievance. However, employers remain bound to investigate any formal grievance made by an employee, regardless of the seniority of the person implicated. A formal disciplinary hearing would then be required to allow the junior employee to defend any deliberate attempt to get their manager or supervisor into trouble before a decision to dismiss is made.

In less serious cases, such as where an employee is repeatedly disrespectful or disobedient despite being verbally advised not to, a first written warning may be appropriate. If this warning fails to resolve the issue and further disciplinary hearings are required to address ongoing behaviour, it could escalate to additional written warnings and eventually dismissal.

 

How to deal with undermining behaviours

 

When it becomes clear that an employee’s conduct is undermining a senior member of staff, it is essential to address the issue promptly. Ignoring or excusing such behaviour increases the risk of conflict, rifts, and the development of a toxic workplace culture. The approach to handling the situation will depend on the severity and duration of the behaviour in question.

There are a number of practical steps that can be taken to help deal with the matter, including:

 

 

• Avoid Taking it Personally: Experiencing undermining behaviour can feel personal, and sometimes it may be intended as such. However, managers or supervisors should aim to separate themselves emotionally from the conduct. By remaining professional, they can focus on addressing the behaviour constructively rather than reacting emotionally.
• Document Incidents: When undermining behaviour is noticed, it is crucial to document the occurrences. Keeping a record of dates, participants, and witnesses will be invaluable if the issue escalates and formal disciplinary action becomes necessary.
• Rebuild the Working Relationship: In some cases, an employee may act out because they feel undervalued or undermined themselves. Managers can take steps to improve the relationship by engaging in small acts of kindness, like making small talk, offering to collaborate on tasks, or acknowledging their contributions. A positive and professional approach may encourage a change in attitude.

 

Proactive measures can help reduce the likelihood of undermining behaviour and its impact on the workplace. Employers and senior staff can implement the following best practices:

 

• Set Clear Boundaries: Ensure the organisation’s code of conduct and staff handbook are accessible to all employees. Clear expectations around respectful behaviour should be communicated during onboarding and reinforced regularly.
• Provide Workplace Training: Conduct regular training sessions on workplace respect and the consequences of negative behaviour. This can help employees understand the impact of undermining actions and foster a culture of mutual respect.
• Promote Inclusive Leadership: Senior staff should model respectful and inclusive behaviour. Investing in leadership training can help managers create an environment where employees feel valued and respected, reducing the likelihood of undermining behaviour.

 

 

If you’re being undermined – what can you do?

 

Being undermined at work can be frustrating and demoralising, but there are practical steps you can take to address the situation effectively. Acting professionally and constructively is key to resolving the issue while protecting your reputation and relationships.

 

Identify the Behaviour

Start by identifying the specific actions or behaviours that are making you feel undermined. Consider whether these are isolated incidents or part of a recurring pattern. Examples might include being excluded from meetings, having your ideas dismissed, or facing disrespectful comments. Keeping a clear understanding of the situation will help you address it more effectively.

 

Document Incidents

Keep a record of any incidents, noting the dates, times, what occurred, and who was present. This documentation can provide valuable evidence if you need to escalate the issue later. Focus on objective details rather than subjective feelings.

 

Stay Professional

Even when faced with undermining behaviour, it’s important to remain calm and professional. Avoid reacting emotionally or engaging in similar behaviour, as this may escalate the situation. Instead, focus on maintaining your composure and continuing to deliver high-quality work.

 

Communicate Directly

If you feel comfortable, consider speaking directly to the person involved. Address the issue in a private and respectful manner. For example, you might say, “I’ve noticed a few instances where I felt my contributions weren’t valued, and I’d like to understand if there’s something I can improve.”

 

Seek Support

If the behaviour persists or worsens, seek support from a trusted colleague, manager, or HR representative. Share your concerns and provide the documentation you’ve collected. Most organisations have policies and procedures to address workplace issues, and HR can guide you through the process.

 

Know Your Rights

Familiarise yourself with your organisation’s code of conduct and policies on workplace respect. If the behaviour constitutes harassment, discrimination, or bullying, you may have grounds to take formal action under workplace or employment laws.

 

Need assistance?

DavidsonMorris’ HR specialists provide expert guidance to employers on all aspects of positive workforce relations, such as delivering training to enable managers to deal with difficult personnel and situations. Contact us for advice.

 

Undermined at work FAQs

 

What does it mean to be undermined at work?

Being undermined at work refers to actions or behaviours that deliberately weaken an individual’s authority, confidence, or ability to perform their role effectively.

 

What are examples of undermining behaviour?

Examples include openly criticising or questioning someone’s decisions, excluding them from important meetings, spreading rumours, or sabotaging their work.

 

How can undermining behaviour affect the workplace?

Undermining can lead to reduced employee morale, decreased productivity, and a hostile work environment. It may also contribute to higher staff turnover and reputational damage.

 

What responsibilities do employers have in addressing undermining behaviour?

Employers are responsible for fostering a respectful workplace culture and addressing any behaviour that undermines employees, in line with the Equality Act 2010 and workplace policies.

 

How should employers handle complaints of being undermined?

Complaints should be taken seriously and investigated promptly. Employers should follow a clear grievance procedure and ensure impartiality during the investigation.

 

Can undermining behaviour amount to bullying?

Yes, repeated and deliberate undermining can be classified as workplace bullying. Employers must address this behaviour to comply with legal obligations and maintain a healthy workplace.

 

What steps can employers take to prevent undermining?

Employers can provide training on workplace respect, implement clear policies on conduct, and establish open communication channels for employees to raise concerns.

 

Can being undermined lead to legal claims?

If undermining behaviour is linked to discrimination, harassment, or breaches of employment contracts, employees may have grounds for legal action, including constructive dismissal claims.

 

How can employers support employees who feel undermined?

Employers should listen to employees’ concerns, provide access to support services (e.g., HR or counselling), and take appropriate action to address the situation.

 

What if a manager is accused of undermining behaviour?

Managers should be held to the same standards as other employees. Employers must investigate fairly and take necessary steps to address any misconduct.

 

Glossary

 

Term	Definition
Undermining Behaviour	Actions or words that weaken an individual’s authority, confidence, or ability to perform their role effectively.
Workplace Bullying	Repeated, harmful behaviour directed at an individual, including undermining actions, which violates dignity and respect.
Professional Integrity	Upholding high standards of professionalism and ethical behaviour, even in challenging situations.
Documentation	The act of recording incidents, including dates, times, participants, and details of behaviour, to provide evidence if needed.
Conflict Resolution	Strategies or processes to resolve disputes and improve workplace relationships, often involving direct communication.
Human Resources (HR)	The department in an organisation responsible for managing employee relations, including addressing workplace issues.
Code of Conduct	A document outlining acceptable behaviour and workplace rules that all employees are expected to follow.
Workplace Policies	Formal guidelines set by an organisation to manage issues such as harassment, bullying, and workplace respect.
Discrimination	Unfair treatment based on protected characteristics such as age, gender, race, or disability, prohibited under the Equality Act 2010.
Workplace Respect	The principle of treating all colleagues fairly, valuing their contributions, and avoiding behaviour that undermines others.
Constructive Feedback	Feedback provided in a respectful and supportive manner to help improve performance or address concerns.
Escalation	The process of reporting an issue to higher levels of management or HR when it cannot be resolved informally.
Colleague Support	Assistance or advice provided by a trusted coworker to help navigate workplace challenges.
Formal Action	Steps taken under organisational policies, such as lodging a formal grievance or initiating disciplinary procedures.
Protected Characteristics	Traits safeguarded by the Equality Act 2010, including age, race, gender, religion, disability, and sexual orientation.
Harassment	Unwanted behaviour that creates a hostile or intimidating work environment, often related to a protected characteristic.
Workplace Culture	The shared values, norms, and practices that shape behaviour and interactions in an organisation.