The losses incurred from not discarding the bad apple that then spoils the others in the fruit bowl metaphorically rings true when it comes to dealing with toxic workplace cultures. This article comes from Entrepreneur.
Toxic workplace cultures exist because leaders allow them to. Despite the alarming statistics, these studies tell us where and how change needs to start. It’s just as much about dealing with toxic behavior as it is equipping those with quality support who are affected by it.
It’s not enough to dictate to people the rules of engagement at induction then shelve the policy until circumstances turn awry. Regularly review and revisit your codes of conduct in team meetings, mass communications, and updates. Facilitate group discussions and create safe forums which protect individuals in their raising concerns.
Create different ways that allow all your team members to participate. Proactively discuss and regularly circulate clear examples of what’s ok and what is not ok. Create black and white rules in gray areas.
Expecting anyone who’s been subject to toxic workplace behavior– yelling, micro-managing, undermining, isolation, discrimination and/or harassment, bullying — to get over it and get back to work is unreasonable and poor leadership. You put your people in grave danger by expecting them to put their emotions to the wayside.
Research illustrates the deleterious suffrage — not to mention proof of our own lived experiences — unmanaged toxic behavior can inflict upon our physical, mental and emotional health not just at work but in our personal lives.
You don’t need to become a counselor, but you need to coordinate support for those affected to process what they have been hit with, directly or vicariously. Engaging strategies that support your people to emotionally resonate and inject their best energy into their work, you’re likely to harness their best performance.
From the lowest level employee to the CEO, every individual needs to receive equal opportunities to perform their best in their role. Investing time to discuss the goals and ambitions of your receptionist and set action plans in progress should receive as much focus as the senior partner who’s in grooming to become managing director.
Be wary that formal recognition programs can lose their potency. Not everyone wants a bonus or a tangible token of appreciation. Express thanks and gratitude to your people in ways that speak directly and are meaningful to them. Some want more time off to have quality time with their family. Others might want your quality time to discuss their work or personal topics of mutual interest.
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