Alleged toxic culture sounds strictly not OK

When we think of Strictly Come Dancing, we think of the end of summer, the glitter, fake tan, the celebrities, the dancing. And now, sadly, bullying.

Strictly has recently been hit with a barrage of negative stories, from celebrities reporting being bullied by their professional dance partners, and now some of the production crew are talking about the toxic atmosphere and a hostile work environment.

It’s a sad state of affairs when one of the most loved shows on TV is marred by reports that all is not the fun, glitzy world of learning to love dance, but is, for some, a pressure pot of toxicity and tension. When the BBC has such a shadow across it, from presenters’ horrific acts previously covered up, trusted news reporters sacked for illegal activity and now, the shiny, smiley world of Strictly being darkened by these kinds of stories, we need to ask ourselves if the pressure of the Glitter Ball is too much for those creating it.

The world of dance, and performance is a pressured world. The long days, the physical work and mental load of learning a new routine every single week and then having to perform it live to millions of people watching must be immense. There are hundreds of people queuing up for your job – and if you do complain, or make a fuss, you might be replaced with someone who won’t. It’s no wonder that some crack under the pressure.

Workplace bullying exposes employees to a health and safety risk which can have a significant impact on their health, as well as their work and family life. Studies of those who have been harassed or bullied at work have found an increase of physical illnesses, such as heart problems, neck and back pain, as well as mental health conditions such as depression, anxiety, sleep problems, and even thoughts of suicide.

Sometimes we don’t even recognise negative behaviour for what it is. A recent survey by Wright Hassall, a Leamington-based UK law firm, found that around 57 percent of employees think that shouting at work doesn’t count as bullying.

So how do we stop pressure devolving into stress and creating an environment where that pressure is able to boil over into bullying and disrespectful behaviour?

For me, it starts from the top. How a leader behaves sets the tone for the rest of their team or their business. So, if leaders are feeling the pressure, how do they ensure that this isn’t passed down to the rest of the team? When your leader’s mood determines the day you are going to have, is that really the atmosphere you want?

Mostly, it’s about creating a culture where people are expected to be cordial and respectful of each other - meaning leaders must demonstrate that behaviour as a minimum. Working hard and having tight deadlines doesn’t mean things have to spiral to the point where your people are scared to come into work, fear someone else’s mood and the way it would impact everyone around them or scared to report being bullied, witnessing bullying or providing feedback to leaders that the environment isn’t what they think it is.

A BBC Studios spokesperson has said they don't recognise the claims, nor will "hundreds of production personnel" who have worked across the two decades the show has been on air. This statement, for me, is concerning. Just because someone else’s experience of the same environment is different to others’, does not mean that it isn’t just as valid. A lack of desire to even recognise that some people have had poor and negative experiences tells us all that this is not a work environment where you can report bullying and be listened to or believed.

Has the BBC not learnt from previous cultural coverups, or do the leaders there still think that if you ignore the negative that it will just simply go away? Or do they genuinely believe that you should just be so grateful to work on the show that everything else pales in comparison? Actions always speak louder than words. Pledges, policies, processes mean nothing if your leadership is not prepared to walk the walk as well.

Recognising that there’s an issue is the first step towards fixing it. Listening to your people, taking complaints and concerns seriously, and believing that their experience is true and valid for them is essential. Investigating those complaints and concerns builds trust with your people, irrespective of the outcome. Without trust, you’re bound to fail.