Negative attitudes, poor communication, and unhealthy competition are only a few indications of a toxic working environment. Unfortunately, toxic working environments are not uncommon and can be harmful to both employees and the business as a whole. How well do you recognize the signs of a toxic workplace?
Employees who work in a toxic environment are more likely to feel unhappy and dissatisfied with their job, which is linked to low morale and engagement. In this way, a toxic work environment can decrease an employee’s motivation and focus, impeding their connection with the organization and their overall productivity.
5 signs of a toxic work environment
Here are some signs that may indicate a toxic working environment:
- High levels of stress and burnout: Employees who are constantly under stress and pressure, are the ones to demonstrate burnout, low morale, and high turnover more often.
- Lack of trust and communication: A lack of trust and poor communication can lead to misunderstandings and conflicts, which can further exacerbate a toxic work environment.
- Negative attitudes and behavior: Negative attitudes, such as bullying, gossip, and discrimination, can create a hostile and unpleasant work environment.
- Unhealthy competition: A toxic work environment can be characterized by unhealthy competition and a lack of teamwork, leading to a lack of collaboration and a focus on personal success over the success of the team or organization.
- Lack of support and recognition: Employees who feel unsupported or undervalued may become disengaged and lack motivation, further contributing to a toxic work environment.
6 steps to fix a toxic work environment
During a 2021 webinar, Dr. Timothy R Clark, author of “The 4 Stages of Psychological Safety”, shared his insights on toxic work culture.
1. Find the toxic source
According to Clark, there are two types of toxic work culture:
- First-generation toxic culture: It is the one that is created by the modeling behavior of the leaders in which a toxic culture did not previously exist.
- Multi-generational toxic culture: It is the one that is created by the modeling behavior of leaders in which a toxic culture did previously exist and the current leaders adopted and perpetuated the patterns of toxic behavior.
It becomes evident that it is harder to change a multi-generation toxic culture, as it is entrenched in the organization. Behavioral norms have been around for so long and they have been perpetuated.
2. Remove or coach
An actively toxic boss must be removed, says Dr. Clark. There is a 5% chance -or even less- that this boss will take responsibility for their behavior and change it. However, there is a possibility that this boss is coachable. Coachability is a function of willingness and self-awareness
3. Communicate psychological safety as a human right
Psychological safety is an environment of rewarded vulnerability. This describes a work environment where employees feel included and encouraged to contribute their best ideas, without being afraid of retaliation, punishment or embarrassment. Psychological safety progresses through four stages:
- Inclusion safety: This means you mean included, accepted and that you have a sense of belonging.
- Learner safety: This means you can engage in the learning process without fear that you’re going to be embarrassed or marginalized or punished in some way.
- Contributor safety: This means that you take what you have learned and apply it to make a difference, to contribute in the value creation process.
- Challenger safety: This means that you feel free and able and safe to challenge the status quo without retaliation or retribution; without jeopardizing your personal standing or reputation.
We consider psychological safety a human right; it’s not something that you earn, it’s something that is owed to you,
…said Dr. Clark.
4. Apply a worth test, not a worthiness test
For creating a healthy constructive wonderful culture, we apply a principle that says “worth precedes worthiness”. This means that inclusion occurs based on the inherent worth that we have as human beings -without any worthiness tests.
Generally, humans tend to govern themselves based on “junk theories of superiority”. Think about your own organization, how do you create that foundation of psychological safety and inclusion if you are applying worthiness tests? It has to be a worth-test to establish our foundation.
5. Model & Patrol the Boundaries of Respect
This is how we maintain a healthy culture, where people can thrive and do their best work. The spectrum of influence of a business leader starts with manipulation and ends with coercion.
Many leaders were taught to use these ends of the spectrum of influence and what they don’t understand is they’re not leading anymore they have abdicated leadership,
…said Dr. Clark.
In the middle of the spectrum, it is persuasion. Persuasion includes all of the legitimate tools of influence and starts with listening.
6. Incorporate psychological safety as a promotion requirement for management
Employees who do not have a demonstrated track record of creating psychological safety should not be eligible for promotion to management or higher levels of management.
An individual’s performance as an individual contributor is typically the most important factor when assigning a business leader or promoting someone in the organization. However, an additional factor should be included, says Dr. Clark: does this person have a track record of being able to create psychological safety for others?
When you move from an individual contributor role to a management role, the nature of your contribution shifts in a fundamental way. You go from direct contribution to indirect contribution, you have to go through a psychological transition in order to be able to contribute indirectly through others,
…concluded Dr. Clark.
Find more by watching the full webinar herebelow:
