3 Myths holding Brussels workplaces back
What Brussels leaders need to know about employees who speak up or take legal action
In Brussels, legal action against toxic work environments or leadership may seem rare, even distant. While we often hear about progressive movements like Von der Leyen’s gender agenda, the InclusiveEU project, or initiatives like The Brussels Binder, direct actions exposing toxic work environments in Brussels organisations remain few and far between. However, behind closed doors and in informal coffee chats, a different story emerges— tales of toxic bosses and workplace environments that leave colleagues in tears from bullying and harassment, with a disregard for mental health, is the scoop you get.
Sometimes, these conversations lead to colleagues courageously speaking out or taking legal action against harassment and toxicity. Reactions to these brave acts vary—some label these folks as "foolish," fearing the burning of professional bridges in the tightly-knit community in Brussels. But we’ve all learned that some bridges, especially with toxic employers, are worth burning. Still, misconceptions about those who speak up persist.
While some view these acts as bold, others, including immediate supervisors or HR personnel, might resort to making false assumptions about the motives of these outspoken employees.
I spoke to a few pros in Brussels organisations to find out:
Myth #1: Employees who speak up or take legal action are out to hurt their employers.
This couldn't be further from the truth; speaking up is usually about seeking resolution rather than revenge. Sure, while it's natural for employees to feel vengeful initially, many move past these feelings once the initial hurt subsides.
We need to remember that these people have likely had countless conversations with their colleagues about how poorly they were treated, how micromanaging their boss is, and how many lies a manager told to get ahead.
Inspite of these challenges, they often remain committed to the organisation they leave behind, driven by belief in the product or dedication to the cause. Leaders and HR professionals need to reconsider this assumption and make employee well-being a key focus of their strategic goals.
What We Don't See:
Behind their courage, these employees often wrestle with fear and doubt, unsure if the law is truly on their side.
They may make excuses for the very managers they are calling out (due to self-doubt), resulting in them forgetting the instances of ill treatment, plagued with self-doubt. It's a vicious mind-f&çk.
Myth #2: Employees who speak up are the only ones treated unfairly.
Ah, the good old "this one person" stereotype! Let's unpack this. Many times, those who speak up are not only concerned about their own experiences. In reality, speaking up is an act of solidarity, aiming to amplify the voices of others who have been silenced or mistreated.
Those who raise their concerns aren't asking for special treatment; rather, they're advocating for a level playing field for all those who are still there, whose diversity of thought should have been embraced and confidence shown in employees' ability to generate ideas and execute. After all, a progressive and inclusive workplace is beneficial for both employees and the organisation as a whole.
What We Don't See:
These employees receive messages from others who have faced similar issues, revealing the extent of the problem.
Emotions run high as former colleagues and clients reach out to congratulate them for their contributions to the organisation.
They find it surprising to see how oblivious their former employer's correspondences can be, as leaders and organisations attempt to take comfort in alleviating their own consciences.
Myth #3: Speaking up or the legal action reflects poorly on the entire organisation.
A common misunderstanding is that calling out inequity or ill treatment in a workplace implies condemnation of the entire organisation or all of its employees. In reality, it's about identifying specific issues and seeking opportunities for improvement.
Those who speak out have experienced prolonged denial of a toxic environment; harassment or abuse has exacerbated the problem. However, after speaking out, no actions are taken against that one toxic manager; it is a reflection of the organisation’s leadership and its “people” priorities, not only of the entire organisation. So, rather than taking it personally or denying the problem ever existed, leaders should view their actions as an opportunity for introspection and change.
What We Don't See:
Employees often battle disbelief and self-doubt, as they never imagined experiencing such toxicity in the workplace.
Many hesitate to label their experience as bad, especially if the problematic manager holds power and charisma. It's essential to acknowledge their callouts as a means to improve, rather than a personal attack.
Final thought
It's complex, folks. The journey of stepping up for oneself in the face of disparity is filled with complex emotions for everyone involved. From disbelief and self-doubt to surprise, frustration, and a mix of empowerment and fear, each emotion shows that, importantly, employees who take this stand do not aim to harm their former employers. They seek positive change.
You may think these people are weak and wimpy, but when you actually get to know them, you will find that they are strong and frustrated that they couldn't do more. Leaders need to ask themselves: has toxic leadership become fashionable? Ignoring the problem only harms the organization’s reputation, increases turnover, and undermines the very values they preach in their position papers. It’s time to listen, take meaningful action, and pay closer attention to workplace cultures. Leaders in Brussels orgs really need to go beyond fruit basket tokenism and take action against toxic managers or policies that have been swept under the rug for way to long.
Published on LinkedIn to reach the Brussels crowd
