11/01/2026
Helping Clients Bounce Back after Workplace Incivility
By Tarae Terry
Workplace incivility consists of “subtle or obvious behaviors that disrupt harmony in the workplace” (McKenna, 2025). These behaviors can include gossiping, withholding critical work-related information that prevents the professional from doing their job, and other aggressive or disrespectful communication and interactions. Perpetrators can include anyone in the workplace from leadership to co-workers.
Fifty-six percent of US employees report having experienced uncivil behaviors at work (Popera, 2024). Several studies show that the targets are often minorities. Individuals with non-normative gender identity report high rates of incivility, and women encounter incivility more than men (Bogel et al., 2025). Furthermore, Black employees often experience more uncivil acts than their white co-workers (Asare, 2025).
The Impact of Workplace Incivility
Workplace incivility can take a toll on the employee’s health and well-being, their willingness to be present at work and remain productive, and their career as a whole (Brown, 2025). It is estimated that 26% of US workers are likely to leave their jobs due to their uncivil environment (Popera, 2024) and the lack of support from their employer (Asare, 2025). Individuals experiencing incivility may take time away from their work to regain emotional and physical wellness, with the intention of refocusing on what matters from a personal and professional perspective. Workplace incivility can also affect the employer, including its ability to achieve organizational outcomes (Agarwal et al., 2023), through the loss of critical talent and the development of a negative reputation. Additionally, employees across the organization often begin to model the same negative behaviors as perpetrators of workplace incivility (McKenna, 2025).
There is a gap in literature regarding the average length of time a worker remains unemployed after leaving their job in response to incivility, as well as for the career outcomes following their return to work (Athanasou, 2026). Nonetheless, this gap in employment can affect how an individual moves forward in their career. Career practitioners can support individuals seeking to re-enter the workforce by helping them regain the professional confidence they need to be successful.
Workplace Incivility in Action: A Case Scenario
Tracey T. (fictional name), a professional with extensive experience in higher education and human resources, was excited to pursue a mid- to senior-level role after earning her graduate degree. After experiencing several instances of workplace incivility in different positions over a three-year period, Tracey’s career and health were compromised.
The first instance of incivility occurred when Tracey started a new leadership role where she was responsible for enhancing programming and operations. She noticed that vital information about program processes, procedures, and tasks was being withheld from her that impacted her ability to perform effectively. Tracey also was the victim of sarcasm and gossiping by company personnel. At first she attempted to stay in the role to avoid being recognized as a failure, but after receiving advice from her friends and therapist, she resigned.
Tracey then pursued a leadership role with another company. Once again, Tracey found herself in an atmosphere of incivility. Her supervisor challenged the credibility of her education and work. Tracey began to experience imposter syndrome and believed she was not good enough to be in the workforce. She felt emotionally broken, physically exhausted, and suffered from health issues including depression, anxiety, and high blood pressure. She decided to take time away from the field to regroup.
Tracey spent a few years trying to piece her career and health back together, staying out of full-time work for four years. She pursued part-time work and volunteered, to remain current in the field. To rebuild her sense of self, she also worked with a therapist, who recommended that she hire a career coach once she was ready to return to work.
Tracey’s career coach helped her build her professional confidence and recognize the many contributions she had made to the field. She received assignments to complete, including making a list of all her accomplishments and the impact her work had on those she served. She also was instructed to refer to the positive performance reviews that she received from her previous employers.
Tracey received strategies from her career coach to address workplace incivility behaviors if they were ever directed toward her again. She learned to seek help to navigate complex issues right away, and to consider leaving a role when efforts to address the situation were unsuccessful. She also took steps to prioritize her health and peace of mind.
Re-entering the Workforce: How Practitioners Can Help
Career practitioners can assess a client’s ability to recognize uncivil behavior, including developing scenarios involving uncivil acts and then developing strategies to help them address the behavior, including reporting acts to leadership or HR.
Career practitioners can also help clients identify companies with a supportive work environment and leadership. This includes asking targeted questions during a job interview, such as:
- Can you describe your company’s culture?
- How do you address professional conduct in your organization?
- What training is provided on professional behaviors and managing conflict?
The client can also review the company, including its mission, values, employee reviews on career sites, customer satisfaction ratings, and handbooks and policies on professional conduct if available. The client may be able to learn about company initiatives like employee training on conflict resolution, and recognition for employees exemplifying professional behavior, including employee of the month awards.
Lastly, practitioners can help their clients understand the importance of making their well-being and health a priority, including seeking appropriate medical and behavioral health attention (Brown, 2025). If therapeutic support is needed, the career practitioner can make ethical referrals, such as encouraging clients to take advantage of their company’s Employee Assistance Program (EAP) or investigate local behavioral health services.
Utilizing these strategies can improve the client’s confidence in their professional abilities and their self-worth, increasing their willingness to reengage in the workplace. They will also have more confidence in using the necessary tools and support to address incivility in the workplace. This helps them to be more prepared to avoid future roles in environments that demonstrate those behaviors, which is also a boost to their confidence.
Moving On After Incivility
Workplace incivility can impact the employee as well as the employer. When an individual takes time away from the workforce to recover, they can focus on regaining their confidence and prioritizing their well-being. A career practitioner, sometimes in tandem with a therapist, can support this process. When the individual is ready to return to work, the practitioners can help workers identify potential workplace incivility and practice appropriate strategies for responding to those behaviors.
References
Agarwal, S., Pandey, R., Kumar, S. Lim, W. M., Agarwal, P. K., & Malik, A. (2023). Workplace incivility: A retrospective review and future research agenda. Safety Science, 158, 1-19. https://www.sciencedirect.com/science/article/abs/pii/S0925753522003290
Asare, J. G. (2025, October 16). What new research reveals how black employees are silenced at work. Forbes. https://www.forbes.com/sites/janicegassam/2025/10/16/what-new-research-reveals-about-how-black-employees-are-silenced-at-work/
Athanasou, J. (2026, March 27). Return to work after workplace bullying: An archival analysis of 35 medico-legal cases. Social Science Research Network. http://dx.doi.org/10.2139/ssrn.6368039
Bogel, I., Blanke, M., & Thorel, E. (2025). Who becomes a target? Personality, behavior and minority status as antecedents of workplace incivility. Journal of Work and Organizational Psychology, 41(2), 51-63. https://doi.org/10.5093/jwop2025a6
Brown, J. E. (2025, April 23). Bullying in the workplace. National Board for Certified Counselors. https://nbcc.org/resources/nccs/newsletter/bullying-in-the-workplace#42f4edd5-f3ca-402d-ac41-590a24e885fe
McKenna, K. (2025, February 24). Workplace incivility: A hidden stressor you can prevent. Lyra. https://www.lyrahealth.com/blog/workplace-incivility/
Popera, A. (2024, December 18). The cost of incivility: Addressing workplace challenges into 2025. SHRM Business. https://www.shrm.org/enterprise-solutions/insights/cost-of-incivility-addressing-workplace-challenges-into-2025
Tarae Terry, EdD, SHRM-CP, aPHR, PHR, CCSP, GCDF holds the Certified Career Services Provider and Global Career Development Facilitator certifications. She also has the credential of Certified Workforce Development Professional (CWDP). Dr. Terry earned her Doctorate in Education with a specialization in Human Resources Development from Drexel University. She also has a Master of Science with a focus in Adult Learning and Training from St. Joseph’s University. She has been providing career and academic advice/services for over 10 plus years through the mentoring of students and more recently has been providing coaching services to professionals in the field. She can be reached at linkedin.com/in/tarae-terry.