Comments on: Leadership & Toxic Work Environments

By: Mike Myatt

Mike Myatt — Mon, 10 Oct 2011 15:42:00 +0000

You took the proper action by attempting to resolve the situation directly with your peer. That didn’t work, and now you have a decision to make – live with it, or do something about it. People tend to make these matters much more complex than they really are. You really only have a few choices. If you cannot or will not live it, then you can either take a final crack at revisiting the discussion with your peer, escalate the issue up the chain of command, or pursue other opportunities. To directly answer your question it is an issue of leadership. The person in question isn’t performing as a leader, your supervisors aren’t performing as leaders by allowing this situation to exist, and you have not done everything within your power as a leader to resolve the matter. Surfacing an issue is not the same as resolving it. Best of luck.

By: HOLLY CIERVO

HOLLY CIERVO — Wed, 24 Aug 2011 18:39:00 +0000

Unfortunately I am now I think the cause of the toxic environment. I have worked here for four years and I am told I am a great employee, however when advancements arise, I am never considered and they have even hired from outside. After the third time, I now feel like I have nothing to give any more. I have been searching for other jobs, however the economy is not helping. I don’t know how to keep a positive attitude when I am told one thing, but actions show something completely different.

By: Mike Myatt

Mike Myatt — Fri, 12 Aug 2011 16:45:00 +0000

Thanks for your comment and questions. The scenarios you describe are more typically what I’d refer to as dysfunctional more than they are toxic. That said, dysfunction can easily become toxic over time when not addressed. Both “A” and “B” exhibit traits of leadership that is neither focused nor engaged. The best path to resolving this is to find out why…Does the leadership team have blind-spots, lack specific skills or competencies, or are they simply apathetic? Understanding the landscape, as well as the motivations behind the actions are two of the keys to finding a solution that will stick. I hope this has helped…

By: Softwareguy

Softwareguy — Thu, 11 Aug 2011 05:13:00 +0000

Hey Mike,

When I hear “toxic”, what comes to mind is a culture that is demeaning or condescending. Can “toxic” also be a culture that a) avoids focusing on a few strategic/wildly important goals, b) one where execs avoid conflict/difficult conversations with one another even if it would help the company execute better? What do folks in your profession call that type of culture and what advice to you give to folks in that situation?

Thanks

By: Mike Myatt

Mike Myatt — Thu, 28 Jul 2011 16:04:00 +0000

Hi Stephen:

Thanks for your comment and the kind words. You said “The huge leadership gap in corporate America presents unending opportunities.” I agree! Nothing, and I mean absolutely nothing, has the potential to positively influence the future of corporate America more than improved leadership. Thanks for sharing Stephen.

By: Stephen VamVaketis

Stephen VamVaketis — Thu, 28 Jul 2011 15:54:00 +0000

Well stated and all good points. You leave me with nothing to add other than a nod of complete agreement. The only comment I will offer is one of both discouragement and opportunity.

Throughout my 25-year career, I am amazed how poorly managed and dysfunctional I found most companies to be. Schools teach math, science, English and other standard subjects. Companies offer training on the topics safety, harassment, quality and a few others including leadership and teamwork. These tend to be built upon one 8-hour training course, if even that. Just about every first time supervisor or manager assumes their critical role with little to no training or qualification of abilities.

When an animal is afraid or threatened, it becomes aggressive. Similarly, when an incapable supervisor or manager feels unsure or is put in an uncomfortable situation, he/she also becomes aggressive or dysfunctional in some way. Perhaps an oversimplification and a bit dramatic, but true nonetheless. Without any real training, attainment of skills or simply having the “right stuff” of true leadership, we revert to a common denominator when threatened. Too often, this relegates us to the muck and thicket of our ego and fears.

The huge leadership gap in corporate America presents unending opportunities. As a human resources professional, I am committed to and thrive on helping organizations achieve excellence. As this process often begins with top management, the challenge is both significant and compelling.

By: Mike Myatt

Mike Myatt — Fri, 22 Jul 2011 01:34:00 +0000

Hi Mads:

I appreciated your insights, and am particularly thankful that you pointed out the importance of setting clear expectations.

By: Mike Myatt

Mike Myatt — Fri, 22 Jul 2011 01:32:00 +0000

Thanks for the comment Tom. I agree with your thoughts about stealing morale and momentum – good insights.

By: Mads

Mads — Thu, 21 Jul 2011 19:26:00 +0000

Correct Mike, think most people would agree with you on that.
People with a bad attitude effect much more then just them self and their performance, but risk pulling the team down.
1 to 1′s, setting clear expectation for the expected behavior and give frequent feedback.
/Mads

By: Thomas McDaniels

Thomas McDaniels — Wed, 20 Jul 2011 15:07:00 +0000

Yes Mike, employees that turn toxic steal momentum, create a huge distraction and steal morale and unity. Your suggestions were stellar, get them healed or get them out. Like you said; It is the only solutions.
Tom