Creating a culture that discourages toxic behaviour is an essential element of working practice and it begins at the top. Make sure you lead by example, says Clive Lewis, author of Toxic
For a business leader who is working at management level within a large organisation, working by example is one of the most effective ways to ensure toxicity does not creep into leadership style. This does not mean simply giving your audience a talk about unacceptable behaviour. Leaders need to be taking demonstrable and meaningful action which leads to compliance from respect, rather than intimidation.
Toxic workplace environments can be described as follows:
- A toxic organisation exhibits low levels of trust, has misaligned organisation systems and incapable line managers who work hard to preserve their status at all costs. Employees are unwilling or fearful to take responsibility for their actions.
- A toxic line manager lacks the competence required to fulfil their role. Their ethical deficit is characterised by a pattern of behaviour which includes a demonstrable lack of regard and compassion for the wellbeing of others.
- A toxic employee is prone to seek opportunities to sow discord and division. They can be characteristically uncivil and are more likely to pursue retribution rather than offer forgiveness. Their delivery of results can be questionable. They may also endeavour to keep their furtive actions against colleagues away from attention.
It should be noted that implementing punitive policies in the hope that an authoritarian approach will force employees to work at a better level is likely to result in relationships becoming strained, eventually reaching breaking point.
Young leaders have a huge role to play in developing a positive culture from the moment they join an organisation. While an unhealthy culture may swirl around the company, it is the leader who needs to recognise, and take responsibility, to deter negative behaviour. Begin by building empathy into day-to-day leadership.
An instant change of atmosphere can occur when a leader makes an error that is observed among staff. Two of the main qualities of strong leadership are showing compassion and humility. Openly recognising personal mistakes and correcting them with transparency, instead of defensiveness, sends a powerful message to others in the company.
Be prepared for the challenge
It is up to leadership to ensure colleagues understand and respect company values. If unwanted behaviour has arisen between employees, it will deteriorate further into toxicity if management decide it is best to steer clear and not get involved. While wanting to avoid disagreement with all the accompanying stress, turning away from it will unintentionally nurture the belief that unkind behaviour is acceptable because it is tolerated, and no one says anything.
Communication is a good place to begin. In a large working environment, relationships between colleagues are of paramount importance. Informing or directing an employee using tactics such as belittling, bullying, or undermining, translates to ignoring their voice, idea, or opinion. This just negates motivation and puts up a barrier to team sharing. Individuals soon feel they are not represented. Cracks in relations will follow. This invariably leads to dishonest behaviour and trust begins to fragment.
If a strong leader sets the correct tone and follows up on their words with defined action, toxic behaviour will dissipate. Giving out kind and sympathetic words is not enough. Your response to discovering unwanted behaviour should address the underlying problem which led to it. Adopting a robust policy which encourages open communication between team members and leads to tangible change is the way forward. If you fail to act or if nothing changes after your action, employees will believe you do not care all that much about them and have no desire to protect them. A loss of faith quickly follows, productivity falls, and the psychological wellbeing of employees deflates at an alarming rate.
As a leader joining a large organisation at management level, if toxic behaviour is observed, there are steps that can be taken to eliminate it.
Respond, not react
Identify the problem to begin with. Speak to those affected and note down their experiences. Some employees may be reluctant to talk face to face if they feel the matter is sensitive or of a personal nature. Anonymity is fine. You will also need to confront the perpetrators of bullying or other behaviours.
It is rarely the fault of a few individuals. It will have erupted because leaders failed to notice warning signs or failed to communicate how serious things have become. Yet it is leadership that decides. Leadership sets the limits of behaviour deemed unacceptable. When team members go beyond the parameters, it may be because the message has not been clearly outlined. Yes, there are always those who will act deliberately, thinking they can get away with it. It still rests with you as a leader to deal with this.
Similarly, when you introduce change to tackle the problem, you are likely to encounter resistance. Some employees will not want to accept the changes. It is therefore imperative to involve employees in your plans. Ask them for their opinion, involve them collaboratively and welcome their ideas. Tell them what you want to do, how it will work and why it will be better. This helps to persuade them that change will be positive. Do not attempt to hide difficult issues and risk loss of trust.
Accept that the process will not be quick
Inform senior management and explain that plans for change are integrated with long-term value, not simply a quick fix. Ask for their support in supplying the resources you need to effect this change.
On entering a large organisation at management level, it is the responsibility of a good leader to recognise where things have ruptured and deal with difficult people in an appropriate, but not aggressive, way. Act swiftly to tackle any negative behaviour immediately. Approach the issue in a calm, professional manner and in such a way that indicates unacceptable behaviour or language will not be tolerated.
Take steps to develop an environment in which employees can recognise the emotions of fellow employees and respond to them with correct interpretation. This is a surprisingly effective tool to deal with toxicity before it becomes a problem.
An unhealthy working environment can be extremely stressful for everyone involved, not just the victims. It can spill into personal lives, wreck emotions and shatter morale. It can cause physical symptoms, leading to absenteeism and high employee turnover.
Ultimately, it is down to you. If employees are taking credit for the work of others, spreading gossip, speaking badly of others, or retaliating against an employee who confronts them, it is only you who can act to resolve this.
In summary
Set a strong example by aligning your own image to what is most desirable. Help the workforce to understand the importance of cleansing the workplace of toxic behavioural patterns. Demonstrate by your own thoughts, deeds, and actions how you adhere to the correct standard of behaviour. Illustrate by your manner, and the words you choose to address people, how individuals can strive towards higher levels of respect and understanding, leading to higher sales, productivity, and an enjoyable working atmosphere.
Clive Lewis is a business psychologist specialising in individual, team and organisation behaviour, and is the Founder and Chief Executive of Globis Mediation Group. He was awarded an OBE in 2011 and is Deputy Chair at the University of the West of England. He is also the author of Toxic: A Guide to Rebuilding Respect and Tolerance in a Hostile Workplace (Bloomsbury Business, 2021).
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