Navigating Toxic Workplaces as a Leader

blog Feb 15, 2023

When managing staff tests your grip on reality

Put a group of strangers together in a room. Give them some constraints and take away certainty. See what happens.

This is essentially the plot device of many a story by the master of meditating on human nature, Stephen King. It also happens in many workplaces where strangers haven’t been nurtured into a team cohesively and consistently. Leave a dysfunctional team alone for long enough and you might eventually think you’re living one of King’s horror stories as things get toxic.

This is why leaders are so important in the workplace. |The role and responsibility of leaders are to nurture their team members. It’s also to catch any issues that start out as weeds before they take firm root in company soil.

But how do you know when you, the leader, are the problem?

As leaders, it’s easy to absolve ourselves immediately and look outward for the issue. And sometimes it is an issue with a system, a process, a situation and another person. Sometimes it could be you. Developing a healthy sense of self-accountability is crucial for a leader.

There’s no one-size-fits-all when it comes to excavating the root of toxicity and dysfunction in workplaces.

Depending on the nature of the toxic culture and levels of dysfunction, if you’re tearing your hair out and turning into a paranoid insomniac – it’s time to get expert help.

Join the waitlist for our affordable monthly subscription, People Powered HR today.

What are common contributors to toxic workplaces?

Poor leadership: When leaders are inexperienced or unqualified to manage people or demonstrate a lack of emotional intelligence, they can create a toxic work environment that contributes to a dysfunctional workplace.

Lack of clear expectations and communication: When there is a lack of clear communication and expectations, it can lead to confusion and conflict among employees, causing a toxic work environment.

Inadequate resources and support: When employers and leaders do not provide their employees with the necessary resources and support, it can lead to burnout and low morale.

Inadequate training: A lack of proper training can lead to employees feeling unsure, unsafe and frustrated in their roles which can lead to workplace dysfunction.

High levels of stress: Workplaces with high levels of stress, whether it be due to high workloads, unrealistic deadlines, or a high-pressure environment, can contribute to a toxic work environment.

Workplace discrimination: Workplaces that discriminate against certain groups of people, whether it be based on race, gender, age, or sexual orientation, can create a toxic and dysfunctional work environment.

Resistance to change: When companies resist change, it can lead to a lack of innovation and progress, and employees may feel like their ideas and efforts are not valued.

Bad matchmaking: When the personality and the culture clash, the role and the skills don’t align, or the person just isn’t ready to take accountability for their actions and any skill gaps.

This list isn’t exhaustive, but it’s a good place to start investigating the source of your workplace dysfunction and toxicity.

Why do leaders find it hard to cure toxic workplaces?

If you’re a leader who’s experienced a toxic workplace or dysfunctional team, you’ll spot the signs.

You start ruminating. Second-guessing yourself. Wondering what’s going on. Unable to quite put your finger on it. Take action only to find the same dysfunction popping up elsewhere in the business. Suddenly you’re losing sleep. This issue is all you can think about. You can’t see the forest for the trees. You start to think maybe it’s you (and it might be – but more on that later).

There are a number of reasons why leaders find it hard to diagnose the root of their workplace dysfunction.

We want to see the best in people. Innocent until proven guilty. Not believing someone would take advantage of you or the business or anyone else in the team.
We are risk averse. Conflict isn’t everyone’s cup of tea but if you’re a leader, you have to learn to get comfortable with having tough conversations and making difficult decisions.
We don’t have clarity. The source of your dysfunction might be doing just enough work but you know, and they know, they’re stopping shy of the full scope of their responsibility.
Inconsistent performance. It can be tempting to absolve underperforming or undesirable behaviour based on the small percentage of time people get things right (or close to right).
Tough hiring market. It’s definitely easier to retain staff than to find and train new staff – but if you’re holding on to people who are causing you, your other staff and your business harm over the long term it’s not worth it.
We can’t put our finger on it. It’s subtle. They haven’t been overtly racist/sexist/ableist. They haven’t crossed a line, but they’re dancing right next to it. They might even be gaslighting you.
They never demonstrate accountability. No matter what the issue is, they have an excuse or answer for why it went wrong or didn’t happen. They are never in the wrong.

One of the classic signs is that it's subtle. It's kind of hard to put your finger on what's actually going on with this person. You’re left feeling like, oh it's me, I'm overreacting, I'm overthinking it, I'm micromanaging, I'm expecting too much from them. You adjust your behaviour. The systems. The processes. Maybe even some of the people around this person.

But the problem persists.

Dysfunction in the workplace can be obvious like with a toxic culture, or so subtle you can’t even articulate what it is. It’s good to consult your internal or external HR for support on how to tackle this before it festers and destroys your team, your business and, ultimately, your peace of mind.

What if the problem is me?

As leaders, we need to set the bar for holding ourselves accountable and demonstrating how this is done internally to our team so they have a blueprint.

We might be leaders because we’re good at what we do. We got a promotion – but we didn’t get any training in people management.

A lot of leaders simply lack the skills to be effective in their leadership role and this is where the cookie can crumble in a team.

From the list of dysfunctions in the workplace we listed earlier, did you notice a lot were actually within our control? Training our people, effectively onboarding them, refining our systems, processes and structures, communicating clearly, and managing the team effectively and compassionately.

Reflect on your actions: Take some time to think about your behaviour and what might be causing problems for others. Try to be honest with yourself about what you're doing that might be causing harm. Step into other people’s shoes to get an objective view.

Seek feedback from coworkers: You can approach coworkers you trust and ask for feedback on your behaviour. Be open to constructive criticism and try to see things from their perspective.

Talk to a manager or HR representative: If you feel that your behaviour is affecting your work, you can speak with a manager or HR representative. They may be able to offer support or guidance on how to address the issue.

Seek professional help: If you believe your behavior is rooted in deeper issues, such as stress, anxiety, or a mental health problem, consider seeking the help of a mental health professional.

Make a plan to change: Based on the feedback you receive, make a plan to change your behaviour and start implementing it. This could involve making a conscious effort to be more patient, communicating more clearly, or seeking additional training or resources to help you improve.

Remember, change takes time, so be patient with yourself and don't be afraid to ask for help if you need it.

What if the problem is my staff member?

If a staff member is creating dysfunction and disharmony in the workplace, it's important to address the issue promptly and effectively.

Here are some steps you can take to uncover if they’re playing above or below the line:

Gather information: Observe the staff member's behaviour and confidentially gather information from other staff who have been affected. Document incidents and keep a record of the impact on the team.

Schedule a meeting: Schedule a private meeting with the staff member to discuss the issue. Be clear and specific about the behaviours that are causing problems and their impact on the team.

Listen to their perspective: Give the staff member an opportunity to share their perspective. Try to understand their point of view and listen to their concerns.

Identify a solution: Work together with the staff member to identify a solution to the problem. This could involve changing their behaviour, seeking additional training, or adjusting their work environment to better support their needs.

Agree on a plan: Agree on a plan of action and set specific goals for improvement. Be clear about the consequences if the behaviour doesn't change.

Follow up: Follow up with the staff member to monitor their progress and provide support as needed. If the behaviour doesn't improve, consider taking additional disciplinary action, up to and including termination.

Remember, it's important to approach the situation with empathy and a desire to find a solution that benefits both the individual and the team.

Need help?