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The shy and retired Zinedine Zidane, Captain of the 2006 French World Cup soccer team and attack mid-fielder (who played the Italian team in the finals of the World Cup on July 9, 2006) headbutted Marco Materazzi; a member of the Italian team, deliberately in the chest and in clear view of the watching soccer-crazed world. The soccer-crazed world largely excludes the U.S. for several reasons.

Apparently, the match referee did not see the headbutt; however his beady-eyed assistant referee confirmed the incident and Zidane was given a red card. For the uninitiated, a red card in soccer spells an immediate banishment from that game. Zidane was subsequently punished by his World Cup employer, Fédération Internationale de Football Association (FIFA) - the world cup overseeing body. His punishment was a 3-match ban and a fine of 7,500 French francs.

As Zidane is estimated to have annual income of around $15.8 millon from his salary (Real Madrid team) and his sponsorship deals, the 7,500 French francs was a bit like a wet noodle kick on the rear-end. The 3-match ban was a figment of FIFA’s imagination because Zidane had played his final professional game on May 7th for the Spanish team. He announced his retirement from football at that time. Zidane magnanimously agreed to do three days of volunteer service in lieu of the non-enforceable 3-match ban.

Now if you or I were to behave in such a way in our workplace; we would doubtless be handcuffed, carted off by the police, made to wear an orange or striped jump-suit for a while, and then be hauled before a judge to answer for our behavior. Neither could we use such obscure legal rituals as the Bill of Attainder nor the argument of provocation.

However, we may need to consider the issue a little further. The workplace is filled to capacity with provocation. Remember the numerous ‘going postal’ scenarios?

Granted, it would appear that Zidane was seriously provoked by Materazzi. In our case, the best we could hope for if we threw a Zidane wobbly would be a grave warning for ‘gross misconduct’ and/or summary dismissal.

You may have a stellar and long employment record. You may have been awarded and rewarded for your stellar and loyal employment. You may even have attained the status of executive-level employment. Further still, you may be the Chief Executive Officer. Does that give you the right to provoke fellow employees? I don’t think so. However, the daily occurrences of provocation, at every level of business management are, I believe, a matter for serious consideration and penitence, punishment and revision. Unfortunately, all too often such behavior – particularly at very senior executive level – is rewarded.

Frequently office-related provocation, a.k.a bullying, ends in an employee becoming ill and taking time off. Also, all-too-frequently this sick time-off period culminates in even more pressure, a.k.a bullying, and ultimately ends up with the hapless employee being terminated.

The slim company envelope through the letterbox is often a source of great alarm for the employee out on sick leave. So is the caller ID on the telephone. I fully understand and accept that the employer must, and should, keep in touch with the employee on sick leave for a variety of ethical and solid reasons. However, the calls and letters about “when are you coming back to work,” according to many reliable professional sources is a major reason for the prolongation of sick leave. On the other hand, employees are frequently the major source of pressure themselves. They should guard against becoming impelled on the sword of ‘problem denial’ and/or revenge.

Stress-related depressive symptoms should not be ignored by the sufferer. Nor should they be used as a cudgel by the employer to begin disciplinary or other proceedings. One such company sued the hapless employee for the return of the temporary disability benefits after it had mailed the employee a letter of dismissal. That employee is now unemployed, is probably unemployable; and as of the time this piece is written, the judge still has to rule on the case.

Headbutting employees is a dangerous and dirty business – moreso if done in the metaphorical sense. On the other hand, employees who consistently headbutt their management for no good reason, must be dealt with in a way that strictly adheres to corporate policy and booted out in short order.

My concern is with the manager who in his or her capacity as supervisor has an opportunity to foster and reward good employees in an inclusive, open, transparent and accountable way frequently chooses to headbutt, at times furtively, and destroy any sense of belonging, creativity, confidence and ability of an employee or a group of employees.

Zinadine Zedane may have had the power, financial wherewithal, prestige and ability to receive a punishment that amounted to naught in real terms; however, in public relations terms he destroyed, in an instant of rage, his public personae to an extent that even he would never have imagined.

In this age of instant communications and instant retribution, the all-intruding media is rarely given to mercy or ambivalence.

Ailish M. Nic Phaidin, MPRII ©
President & CEO
Access Link International, Inc.
Public Relations & Marketing Counselors
Phone: + 321-952-2978; Email: Ailish@AccessLinkInternational.com