How can EU bosses do better?
To create a safe, seen, and supported workplace so that we can all deliver our best work.
Folks from the different spheres of the EU policymaking space took part in three listening sessions bringing to light some hard truths about Brussels policymaking workplaces. But it was not all sad news; it showed incredible talent, willpower to figure it out, and constructive suggestions on what is expected of EU bosses.
Major thanks to everyone who attended, shared their stories, and listened. Your contributions emphasised that the responsibility to create a healthy work environment should rest with those in power, not solely on those affected.
The need for change
In Belgium, one-year work absences have surged by 43%, costing nearly €2 billion—a stark statistic from the National Institute for Sickness and Disability Insurance (RIZIV).
A surge in new organisations like the Good Enough Company, Harassment Support Network, and Empower-EU signals a crucial shift.
Countless casual coffee conversations uncover horror stories, highlighting a lack of structured dialogue about workplace toxicity.
The absence of systematic conversation and support exacerbates the challenges, trapping many in silence.
Increasing expressions of regret — “I wish this group had existed at the time,” underscore the pressing need for proactive solutions.
Role of bosses…
Bosses are people managers who have the responsibility to ensure realistic workloads, psychological safety of their direct reports, and mentoring over management. #yestheyforgetsometimes
Why are we focusing only on bosses? This isn’t a blame game. We know that:
Bosses (in our case, policy experts) also have tremendous influence in Brussels orgs; they set the tone for the organisation's culture by their own actions, which is pivotal in modelling the behaviour and practices others follow.
Bosses also control resources (budget, time, etc.) and have the authority to prioritise initiatives in the office that build better well-being, professional progress, and a positive work environment.
Here’s what your team members are looking for from their bosses:
Clarity in roles and responsibilities
Ensure that roles, responsibilities, and boundaries are clearly defined, reinforcing that you, as the boss and people manager, are fully accountable for your team. This clarity establishes that while team members are responsible for their tasks, ultimate accountability rests with you.
Clearly communicate your organisation’s priorities, informed by your discussions with working groups, member conversations, and past experiences.
That is YOUR homework, not theirs.
2. Valuing contributions
See that your behaviour creates a culture where every team member’s contribution is acknowledged and valued, in the ways they prefer. The responsibility for the success of your direct reports rests with you as their people manager, underscoring your duty to ensure they feel recognised and encouraged.
As a people manager, trust in the capabilities of the team members you've chosen. You're not in competition with them but their enabler, valuing their approaches and perspectives to deliver your organisation's objectives.
3. Realistic workloads
Understand what constitutes a realistic workload for team members to prevent overreach. Being aware of each person’s capacity for maintaining a balanced and productive team environment.
Giving your team members all that they need to deliver their best work. This isn't about micromanaging but enabling them to deliver on objectives in ways you might not have foreseen.
4. Psychological safety
Strive to create workplaces where your team members can freely voice their concerns and share their approaches and perspectives without fear of retribution. This level of trust is foundational for a healthy, open workplace.
Building morale and uniting the team to achieve organisational goals is your job, not your office managers, executive assistants, or HR directors. If office chatter is negative or if you find your team siloed, the first place to look is in the mirror. Leadership is about introspection, not blame.
5. Mentorship over management
Shift from traditional management to mentorship and guidance to better support the development of team members’ skills and career progression (not only within the organisation but also in Brussels).
Listen and understand their perspectives and approaches because you hired them not just to nod along to your ideas.
If you're seeking affirmation, you’re not leading; you're dictating.
6. Fair compensation and safe environment
Ensure that fair compensation and safe working conditions reflect a commitment to employee welfare that extends beyond the basics. It's about affirming that every team member's health, safety, and economic security are fundamental to the organisation's ethics and success.
As leaders, it is imperative to regularly review and adjust these standards to ensure they match the growing needs of the team and demonstrate genuine care and respect for each person’s contributions.
Management is a choice, not a mandate
If you're viewing people management as just another chore or an additional task on your to-do list, it might be time to ask yourself some tough questions: "Do I really want to manage people? Can I inspire them to give their best? Am I choosing people for their ability to contribute uniquely, or just to follow my orders?"
Management isn't for everyone, and that’s okay. If your strengths lie in subject matter expertise, there’s tremendous value in that alone.
Being skilled in your field doesn't necessarily mean you should manage a team.
If your peers measure success by whether one manages a team, it's time to reconsider that perspective.
If you thrive on deepening your expertise without the added responsibility of leading others, that’s a valid—and valuable—path.
Leadership in Brussels, or anywhere for that matter, isn't about being a policy expert who receives people management responsibilities due to seniority or lack of alternatives.
It's about making a genuine impact, guiding your team to success, and growing together.
If you find the management hat doesn't fit, it's okay to pass it to someone who truly wants to wear it.
Dive into our resources to understand what makes a workplace toxic and how to create an enabling work environment.
Explore our resources
How can EU bosses do better?
A report summarising constructive feedback for EU bosses from our listening sessions.
Am I a toxic boss?!
A reflective self-assessment tool to help you gauge your leadership style, understanding rather than judgment.
Conversation starters
Specially crafted cards to guide meaningful and effective conversations with your boss during the end-of-year review period.
What makes a workplace toxic?
A toxic work environment is characterised by a pattern of harmful behaviors that can undermine people's dignity and well-being at work.
Spotting the signs of a toxic environment
From feeling dread about going to work to isolation or exclusion, what are these signs.
Your game plan for dealing with toxic workplaces
From documenting everything to getting out, what are the steps you can take while still struggling at work.
Red flags to look out for during interviews
Spot the signs before you sign! Learn how to identify red flags during interviews. 🚩
Our events
Check out our past events, as we will resume new listening sessions early next year….
There’s more
Discover additional resources, ranging from coaches to legal firms.