If there was one thing I learned from my own ‘shedding’ journey, it’s that, in order to understand why someone behaves the way they do and be successful in getting them to change, you have to genuinely want to know them and want to help them.
That sounds easy, but for many people, especially in the workplace, they feel there’s no time for that… they need the issue to go away so they can get everyone back to work, as if it is like turning off a switch.
It’s not that simple.
Confronting toxic behavior in the workplace is complex, often uncomfortable for peers, managers and even HR leaders.
What everyone needs to keep in mind daily is that toxic work environments severely impacts morale, productivity, and employee retention, at best. At worst? The workplace culture becomes unbearable for individuals as well as entire team, if not culture.
According to Gallup, toxic workplaces lead to increased burnout, and nearly 52% of employees experience burnout at least sometimes. Recognizing toxic behavior and addressing it proactively is essential to preserving a healthy workplace culture. CHECK OUT our recent podcast episode – Toxic Bosses Kills Teams and Businesses.
Results from not confronting it –
- Loss of Respect: Whether it is team members dealing with a toxic peer, or a boss is wreaking havoc on their team and culture, when people in authority; including managers and HR, do not address and work to resolve the issue, those around them lose complete faith and trust in them. Afterall, how can you be loyal and work hard for someone who doesn’t have your back or put the health of the team and company first.
- Modeling Lack of Leadership: Your people are watching you for what is acceptable behavior or not, so any lack of dealing with difficult people and situations tells those around you that the behavior and performance is acceptable. Therefore, you run the risk of others taking on the same behavior.
- Impact on Team Morale and Performance: No one should be surprised if team members become disgruntled, complain alot, or fail to perform the way they have in the past, when they allow a toxic individual, including a senior manager, to erode the people, processes, and profits of the team and business. Studies by the Harvard Business Review found that exposure to toxic behavior led to a 25% increase in team stress levels and a 30% decrease in team productivity – and it grows the longer the behavior is allowed.
What can you do?
- Establish a Clear Code of Conduct: A well-defined code of conduct that explicitly outlines acceptable behaviors and consequences for bullish behavior, attitude, and performance helps set expectations and boundaries. So, be sure to understand and model your company’s values. Ensure all employees, including managers, understand your expectations are, and the consequence if there are any breaches that will be addressed regardless of position.
- Use Data-Driven Assessments: Facts, examples, illustrations, and data can serve as a foundation for confronting individuals about their behavior, making the conversation less about personal opinions and more about the actual experience others are having. Keep in mind, a toxic individual may have little self-awareness or even care about their behavior. Quantifiable measures, like 360-degree feedback, can help provide that clarity while addressing the attitude and lack of empathy impacting both them and those victimized by the behavior.
- Provide Training and Support: Often more times than not, I have found many professionals simply lack the knowledge and expertise when it comes to communicating their feelings, shifting their mindset, or engaging with others. Proactively put a development plan in place for all managers, and targeted toward the toxic individual, that focuses on communication, conflict resolution, and emotional intelligence. It will help employees, at all levels, to develop the skills needed to listen to understand, challenge to identify the source of any issue, and craft plans to handle difficult personalities.
Specifically for Employees:
- Document Instances of Toxic Behavior: Keep a written record of each instance, in great detail, that negatively impacts you or your team. Use this documentation to lay out the effects and frequency of the behavior to HR or management which will make it harder for the issue to be ignored.
- Set Boundaries: Don’t engage with a toxic individual beyond what’s necessary. Be polite and professional while limiting interactions. The Harvard Business Review suggests that setting firm boundaries is essential for maintaining mental well-being and job satisfaction.
- Seek Support: Whether it is a peer or even a boss, if you are dealing with a toxic individual, seek guidance and support from those who can guide you through it. Don’t rely on others who have not dealt with conflict. When it comes to a boss or other person of authority, seek guidance from another manager or HR. The key is to approach it as a concern or risk, not as a complaint or bitching about someone. Be factual, not emotional.
Specifically for Bosses:
- Address Issues Early: Don’t wait for toxicity to become pervasive. Get with the individual as soon as you recognize concerning behavior. Be direct and cite specific instances with detailed examples, descriptions, and experiences, using the impact on team dynamics and productivity to support your points. More importantly, seek to understand why they are behaving the way they are, what their desires and goals are, and how they view potential risks and consequences to their behavior. All of this information will help you navigate a solution, on your own, or preferably, together.
- Invest in Development: This is critical – if an employee shows toxic traits but is skilled, expert, and valuable to the team and business, don’t ignore or avoid them, invest in coaching and training for them. Provide targeted training, particularly in communication and emotional intelligence, that can transform challenging personalities into positive influences.
- I have always wondered where I would be today if I was not simply dismissed, but given the feedback and the opportunity to change. Don’t dismiss a potential contributor. Get them the support they need.
- Hold Accountable with Regular Check-ins: From your discussion, an action plan with next steps and timeline should be established. Be sure to follow through and account for the steps the individual is taking or not, and the changes in behavior and performance expected. Do not assume your discussion addressed the issue. Put an accountablity plan and timeline in place, i.e. 90 Day Plan with scheduled check-ins and a goals-met timeline.
- Engage the Team: Ensure you’re engaging regularly with your team to discuss morale, team dynamics, and potential concerns and risks to team functions. You should lay out the values expected, the benefits to the team and business, and the impacts that could potentially occur. These check-ins help managers stay attuned to any underlying issues and allow employees to voice concerns without fear of retribution.
Breakout Tips for Lasting Change
- Use External Support: Sometimes internal efforts aren’t enough. The Society for Human Resource Management (SHRM) recommends seeking third-party mediators to help resolve severe toxic situations. These professionals bring neutrality and can facilitate open, productive conversations.
- Seek Openness and Transparency: Implement an open culture of transparency that encourages employees to speak up without fear. Surveys, anonymous feedback forms, and open-door policies help create an environment where concerns can be raised without personal risk.
- Prioritize Your Teams Mental Health: Beyond addressing any toxic behavior, ensure employees have access to self-care and wellness resources that can help them be at their best physically, mentally, and emotionally. Happy employees make for happy cultures. Many organizations, including Deloitte, report that mental health support contributes to a 22% increase in productivity and can significantly alleviate the negative effects of toxic environments.
It is never easy confronting a difficult employee or boss, but it’s absolutely crucial that you do, if you want a positive, productive workplace that is high-functioning and delivers powerhouse results.
By taking proactive steps, both employees and managers can prevent toxicity from spreading, creating an environment that fosters trust, respect, and collaboration. Remember, change begins with action, and addressing toxicity directly is one of the most impactful actions leaders can take.
Be the powerhouse leader you were meant to be and eliminate anything that will drive down team performance.
If you need guidance and support, don’t hesitate to reach out and let’s talk. Schedule time with me HERE.
