By Dailysunr | Editorial Feature | August 2025

(This is a true story – 2014.) All names and identifying details in this article have been changed to protect the privacy of the individuals involved. Any resemblance to persons presently employed in the airline industry or elsewhere is purely coincidental. This article is based on a true account shared to raise awareness and promote a positive workplace culture.

Available for syndication

A Wake-Up Call for Every Workplace

They wake up like any other employee. They dress, commute, and clock in like everyone else. But beneath the surface, some carry a hidden agenda – one that quietly manipulates, isolates, and emotionally dismantles others. These are not just difficult colleagues. They are what Dailysunr calls workplace puppeteers – individuals who thrive on control, coercion, and psychological dominance.

And where there’s a puppeteer, there’s often a puppet – someone vulnerable, impressionable, or simply trying to survive the day. This dynamic, though rarely addressed, is one of the most corrosive forces in modern organizations.

This is not office politics. This is psychological warfare.

Defining the Puppet-Puppeteer Dynamic

Puppeteer: A manipulative employee. They use influence, gossip, exclusion, or subtle bullying. Their goal is to control others and shape team dynamics to their advantage.
Puppet: A colleague who becomes complicit knowingly or unknowingly. They echo the puppeteer’s sentiments. They allow such behavior or join in exclusionary tactics.

This isn’t just interpersonal drama. It’s a systemic issue that affects morale, productivity, retention, and mental health.

A Metaphor for Team Decay: The Rotten Tomato Analogy

Imagine a basket of fresh tomatoes. One cracks. If unnoticed, it leaks, infects, and eventually ruins the entire batch. But if caught early, it can be salvaged – turned into soup. The same applies to teams. A single toxic employee, if left unchecked, can erode trust, performance, and culture.

Case Study: Jane’s Dream Job Turned Nightmare

The First Poisonous Sentence:

Jane joined a prestigious airline’s Flight Operations department, thrilled to be part of a brand she admired. Her onboarding was warm, and Paula – her assigned mentor – seemed friendly. But beneath the surface, Paula was a seasoned puppeteer.

One day, Paula roared, “I don’t like Jane. I pretend to like her. Let’s just pretend we like her. I want her to leave.” This was discussed openly with Janet, the team leader. Paula had already shifted from “I” to “we,” signaling that she had recruited her first puppet.

Recruiting the Puppet

Janet giggled in agreement, abandoning her leadership role to please Paula. Though intelligent and well-educated, Janet revealed a vulnerability – what we call “puppet syndrome.” She agreed to dislike Jane without knowing why. Her team of five had worked well together before Jane joined as the sixth member. Why Janet allowed this behavior remains a mystery.

Social Exclusion Tactics

The team now consisted of three women and three men. Anyone can be a puppet – gender is irrelevant. After Paula’s declaration, some team members resisted the pressure to exclude Jane, but others complied without questioning the motive. Paula’s influence spread like a virus.

The men would speak to Jane when Paula wasn’t around. But when she appeared, the atmosphere changed. Janet, now fully indoctrinated, began recruiting the men. Jane was harder to manipulate. Paula used indirect tactics such as social invitations, after-work gatherings, and weekend events. All these events excluded Jane.

Cookies were brought in and shared among the five team members. Conversations about weekend plans flowed freely – plans Jane was never part of. Eats and drinks were passed around the table, deliberately skipping her. The exclusion was systematic and strategic.

Jane’s Survival Strategy

Jane, with a background in human resources, recognized the pattern. She tried to break through the cemented walls of exclusion, but Paula’s grip was firm. Jane found brief solace in chatting with the men – until Paula intervened. The environment would shift again, and Jane would be left out of conversations about events she hadn’t been invited to.

It felt like being back in school, surrounded by cliques and snobbery. These were adults – some with families – yet they succumbed to peer pressure. Jane sat at the same table daily, surrounded by colleagues who had silently agreed to isolate her. She didn’t know who to trust. The result was stress, isolation, and emotional fatigue.

The Hidden Cost of Workplace Bullying

Jane’s dream job at a reputable airline was now a source of daily misery. This airline marketed itself on “The Experience.” The experience she endured couldn’t be categorized simply as hatred or discrimination. It was bullying – direct and indirect.

Other departments were friendly and professional, suggesting that the issue lay within her team. The department manager and supervisors either didn’t notice or chose not to act. Worse, they have been puppets themselves.

Jane struggled with the decision to report the behavior. After just one month, she feared retaliation or disbelief. She didn’t know how many puppets were involved. She remains employed, but each morning is a battle against dread.

Legal Duties of UK Employers

Under UK law, employers must protect employees from harassment, bullying, and psychological harm. Key obligations include:

• Equality Act 2010: Prohibits harassment related to protected characteristics
• Worker Protection Act 2023: Requires employers to take “all reasonable steps” to prevent sexual harassment
• Employment Rights Bill 2025: Voids NDAs that silence victims of harassment or discrimination
• Whistle-blower Protection: Safeguards employees who report abuse, even if details are vague

Failure to act can result in tribunal claims, reputational damage, and regulatory scrutiny.

The Psychology Behind Puppeteering

Workplace manipulators often show traits linked to:

• Machiavellianism: Strategic manipulation for personal gain
• Narcissism: A need for admiration and dominance
• Insecure leadership: Supervisors who fear losing control allow puppeteers to keep their own status
• “Toxic employees cost companies an average of £9,500 per year in lost productivity, turnover, and reputational damage.”
  (Chartered Institute of Personnel and Development (CIPD), 2024)

Conclusion: Psychological Safety Is a Legal and Moral Imperative

Jane’s story is not unique. It reflects a broader issue in UK workplaces—where psychological safety is often overlooked. According to the CIPD, psychological safety is the confidence to speak up. It involves taking risks and expressing vulnerability without fear of punishment. Yet in toxic environments, this safety is eroded.

Legal reforms in 2025 have strengthened protections. But culture must evolve alongside compliance. Psychological harm leads to anxiety, depression, and disengagement. And it’s preventable.

Whether you’re a CEO, a student, or a new recruit, your silence or courage shapes the culture. Choose wisely.

Syndicate, Transform: This article is part of Dailysunr’s workplace ethics series. It is available for syndication, educational use, and organizational training. To license this article or ask for a branded version, see Dailysunr Licensing Desk

Let’s build workplaces where psychological safety is not optional – it’s foundational.

Support and Further Action

If you have been affected by workplace bullying, harassment, or psychological harm, you are not alone. Support is available, and your experience matters.

Regulatory Support in the UK

For confidential advice, legal guidance, or to report misconduct, please refer to the following organizations:

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