According to the literature, deliberate and continuous actions intended to push someone out of a company are defined as mobbing.
Mobbing is a technique used by an individual who believes someone else in the workplace is stronger, more knowledgeable, more capable, more successful, younger, more intelligent, more attractive, taller, slimmer, wealthier, or superior in some way. In contrast, behavior that lacks conscious continuity but aims to belittle someone due to ego-driven impulses is considered harassment. Harassment is mostly subconscious and reactive. In practice, the difference between the two is minimal: whether conscious or unconscious, the objective is the same—to intimidate someone who is perceived as a threat and to pressure them into doing or not doing certain things. Mobbing and harassment are realities that almost everyone encounters, to varying degrees, in professional life. Avoiding them entirely is impossible; the only protection is awareness. If you are not aware that you are being mobbed, it is already too late—stress, psychological crises, and emotional breakdowns become inevitable.
Like many undesirable dynamics in organizational life, mobbing often stems from ego. Certain situations bring out hidden egos in people, pushing events into irrational territory. We tend to assume that individuals will act rationally, but they frequently behave irrationally, surprising us in ways that also harm themselves.
A newly hired employee becomes, often unknowingly, the target of many colleagues. Those at the same level begin judging:
“He has only three years of experience and they put him in the same position as me. I’ve been here for six years!”
“They’re paying her more just because she speaks another language. She’ll see soon enough.”
If the new hire is an attractive woman, other women in the company may begin criticizing her makeup or clothing, and small groups may form with malicious gossip. In the event of even a minor issue, these groups already have a response prepared:
“You’ve only been here two weeks and you’re already complaining. We’ve been dealing with this for years.”
Employees working at lower levels frequently compare themselves with the newcomer and become upset: “What does he have that I don’t?” Some approach the newcomer pretending to be friendly, claiming they have contributed so much over the years but have gone unrecognized or underpaid. Others claim they were about to resign but decided to give the new manager a chance.
Superiors—watching quietly—evaluate whether the new employee is more competent than they are and whether they pose a threat. Everyone’s insecurities surface, and people begin questioning whether their roles will be endangered by this new arrival. A wide array of balancing dynamics unfolds behind the scenes whenever someone assumes a new position.
If you begin performing well, unfortunately the first people you need to be cautious of are not the subordinates but your managers—the very people you are trying to prove yourself to. While you believe you are generating value for the organization, you may also be creating fear. Those who previously convinced everyone of their indispensability may now feel threatened by your presence.
In companies lacking strong corporate structures, mobbing between owners and senior managers is quite common. When a professional manager has leadership traits, is well educated, can unite a team, and is seen as effective, the business owner may feel their authority slipping and become uneasy, triggering harassment. One manager resigns, another is hired, and the cycle repeats. For some owners, mobbing is also a deliberate tool to force out employees whose contracts they wish to terminate without compensating them. These same individuals may hire employees—especially attractive women—based solely on appearance, then push them out through mobbing if expectations are not met.
Once a company decides to remove someone, the process is often structured: The target becomes ignored, belittled, and publicly criticized. Their ideas are dismissed, their words interrupted. Eventually, the individual becomes so distressed that they leave voluntarily, forfeiting bonuses, severance, or other entitlements. Or they react impulsively, giving the aggressor exactly the excuse they were waiting for. Many who experience mobbing suffer a loss of confidence, burnout, psychological trauma, and significant emotional distress.
There is much more to say about mobbing and harassment, but space is limited. It is an extremely difficult situation to resist, and available options are few. Legally proving mobbing is nearly impossible. Even if proven, the outcome rarely benefits the victim. No matter how much evidence is collected, it may be legally useless. Mobbing resembles guerrilla warfare: subtle, strategic, and difficult to counter. For instance, someone may walk through the office greeting everyone except you. What can you say to that?
There are only two real protections against mobbing:
- Having the financial strength not to fear losing your job.
- Being aware of what is happening.
You may not recognize mobbing at first. Isolated incidents are not enough—everyone occasionally behaves inappropriately. What matters is continuity. If a pattern of repeated negativity forms, you must activate your emotional radar and stay alert. Awareness allows you to prepare psychologically. Protecting your mental state must be your priority. You may be genuinely successful, but someone may treat you as if you are incompetent. You may receive unfair criticism for meaningless reasons. You may be excited about an innovative idea, only to be immediately belittled. You may deliver the year’s highest sales, only to be scolded for low margins.
Most people subjected to mobbing eventually become fearful, withdrawn, and subdued out of concern for job security. They hope that being passive will ease the aggression. This rarely works. Once a mobber senses victory, the intensity increases. Eventually, the individual experiences a severe psychological collapse.
Mobbing cannot be escaped by retreating. You must take all necessary precautions and begin a discreet counter-strategy. If the mobber has a superior, target that person—build visibility with them, document issues, find the aggressor’s mistakes, and discreetly spread awareness. Do not be afraid to fight. If the perpetrator feels the same fear, they may stop.
If your boss is the mobber, the situation is far worse. There is no escape. You will eventually lose your job. The best strategy is to accept this early, protect your mental state, and navigate the period with minimum emotional damage.
An example illustrates this well: A manufacturing company restructured its organization and created two new senior positions, filling them with professional managers. The long-time general manager felt so threatened by these new roles that he spent nearly a year mobbing them until they resigned. By breaking promises, withholding authority, holding meetings behind their backs, and rejecting their proposals, he pushed them into isolation. Finally, he portrayed them as ineffective, ensuring their removal. Afterward, the positions were permanently closed, and the restructuring abandoned. The general manager retained full control. Yet, to maintain his dominance, he now works twelve hours a day, six days a week, spending Sundays at the office and continuing work each evening at home. From the outside, this appears as admirable dedication. In reality, the entire company is confined to the limits of a single person’s vision.
When faced with such a situation, awareness is your only protection. Do not focus solely on your tasks; keep your senses open. Try to see what lies beneath the surface. Recognize what is being done to you early so you can take timely precautions.
That article comes from the experiments we have conducted over the years.
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