The phrase conjures images of stress, anxiety, and a pervasive sense of dread hanging over the office. Culture expert Colin D. Ellis shares how a workplace becomes toxic in the first place, and what can be done to ‘detoxify it’.
The Genesis of Toxicity
Toxic cultures don’t appear overnight; they’re cultivated over time, often through neglect or a lack of accountability. One of the most significant contributors is the failure of senior leaders to address poor behaviour and performance. When bad actors are allowed to thrive, it sets a dangerous precedent, signalling to others that such conduct is acceptable. This can manifest in various ways, from microaggressions and persistent profanity to outright bullying, harassment, and unethical behaviour. In extreme cases, toxic cultures can escalate to physical and emotional abuse.
Beyond individual bad actors, toxic social norms can contribute to the problem. When negativity, gossip, and blame become ingrained in the workplace, even well-intentioned individuals can be drawn into the destructive cycle. This is compounded by a lack of psychological safety, where employees fear speaking up about concerns or admitting mistakes. This silence allows toxic behaviours to fester and grow, further entrenching the negativity.
Addressing toxicity
Turning around a toxic culture – or taking positive steps to mitigate the risk of it occurring – requires a multi-pronged approach, starting with a commitment from leadership. Leaders must acknowledge the problem, take ownership, and actively work to create a more positive and supportive environment. As I often say to leaders, ‘You get the culture that you choose to build’. Choosing to do nothing dramatically increases the chances of a toxic culture arising.
For most organisations, the culture is driven through managers, who should be equipped with the knowledge and skills to build a vibrant place to work and to address toxic elements as they arise.
Actions managers can take include:
- Clearly defining expectations: Establish clear behavioural and performance standards, and ensure everyone understands the consequences of not meeting them. This requires moving beyond simply stating values on a website and actively working together to understand what it means to demonstrate them in daily practice.
- Promoting psychological safety: Encourage open communication, feedback, and a culture of learning from mistakes. Managers should be accessible, and demonstrate empathy to create a safe space for employees to voice concerns without fear of retribution. Addressing secrecy, which often benefits those in power at the expense of others, is crucial.
- Active performance management: Managers must be equipped with the skills to address poor behaviour and performance effectively, as it arises. This includes having difficult conversations, providing clear reminders of expectations, and being able to coach and mentor employees, without resorting to micromanagement. A manager’s willingness to address these issues is a defining characteristic of their effectiveness. Serial offenders should be investigated and exited from the organisation.
- Fostering empathy: Strong relationships are built on empathy, the ability to understand and share the feelings of another. Managers who display empathy can have a significant positive impact on employee performance. This requires understanding the individual needs and values of each team member.
- Building a culture of feedback: Regular feedback is crucial for growth and improvement. Prioritise continuous feedback over traditional performance reviews, which can be time-consuming, costly, and ineffective.
Spotting the early warning signs of a toxic culture arising provides organisations with the opportunity to address the potential ‘rot’ before it sets in. The consequences of not doing so can be disastrous. Negative outcomes of toxic cultures include:
- Reduced engagement
- Reduced productivity
- Reduced morale
- Increase in mental health issues
- Reputational damage
- Key targets or deadlines missed
- Increased turnover
- Unwanted media attention
Reaping the rewards
Investing in culture yields many benefits, impacting both the bottom line and the overall well-being of the workforce. These include:
- Increased productivity and performance: Studies have shown a direct correlation between a positive work environment and improved productivity. Employees who are engaged, motivated, and feel valued perform better.
- Enhanced engagement and morale: A vibrant culture fosters a sense of belonging, purpose, and pride in one’s work. This leads to higher levels of engagement and improved morale.
- Reduced attrition and improved retention: Employees who feel valued and supported are likelier to stay with the organisation. This reduces the costs associated with recruitment and onboarding.
- Improved reputation: A positive workplace culture attracts top talent and enhances the organisation’s reputation in the marketplace.
- Better innovation and creativity: Psychological safety is essential for fostering innovation and creativity. When employees feel safe to take risks and share ideas, they are more likely to contribute to breakthrough solutions.
- Improved well-being: A vibrant work environment reduces stress, anxiety, and burnout, promoting the overall well-being of employees. While wellness programs can play a supporting role, they are not a substitute for addressing the root causes of toxicity.
Actively choosing to detox your culture is not a luxury; it’s a business imperative. By actively addressing the root causes of toxicity and investing in the well-being of employees, organisations can unlock significant benefits that impact every aspect of their operations. Just as a rotting apple can contaminate the entire fruit bowl, a toxic culture can poison an organisation. But by cultivating a vibrant and supportive environment, businesses can reap the rewards of a vibrant, productive, and engaged workforce.
Also read: Seven culture killers – and how to stop them (part one) | Executive PA Media