Toxic workplaces: the silent career killer

The workplace should be a source of growth, collaboration and satisfaction. Too often, subtle behaviors and systemic problems cultivate a toxic environment, quietly eroding morale and productivity. It can lead to lowered team morale, silent quits and unplanned employee turnover. But it can also contribute to increased stress levels, lower productivity and emotional trauma.

At APAs 2024 Work in America survey15% of respondents described their workplace as somewhat or very toxic. The research also found that almost three in five respondents said their employer thinks their work environment is mentally healthier than it actually is (59%), and almost two in five said they worry that if they tell their employer would talk about a mental illness, it would have a negative effect on them in the workplace (39%).

Several factors contribute to workplace toxicity. Poor leadership, lack of communication, competitive work culture, micromanagement, unclear expectations, favoritism, resistance to change, workplace bullying – just to name a few. These contribute to an already tenuous situation where we expect a group of people who have not necessarily chosen to be on a team together, to collaborate and navigate change, while feeling good about working together with each other.

In a recent conversation with Gladys Larsfounder of Clarity2 Groupa consulting and coaching firm, we delved into the complexities of toxic workplaces, uncovering key indicators and providing crucial guidance for both managers and employees to minimize and navigate the thorny side of the workplace. When it comes to workplace stress, Lars warns: “Where we work has a huge impact on our sense of self. If we’re not careful, it can consume us – we can adopt the negative moods and behaviors of others, almost as a survival tactic or a way to stand out. Over time, we risk losing our true selves and becoming a commodity. of the environment.”

What are the warning signs?

Lars goes on to explain that toxic work environments rarely develop overnight. Instead, they often develop gradually through seemingly harmless behavior, making them difficult to identify at first. Lars highlighted some important warning signs to look out for:

• Lack of open communication and diverse perspectives – Toxic workplaces can be spotted by observing behavior during meetings, as well as by observing workplaces. When it seems like only a few people – especially those in power – are given the floor to speak, while others are expected to just listen or agree, that’s a major warning sign of a toxic environment.
• Self-preservation behavior among leaders and employees – a culture of finger-pointing, blame games and credit hoarding is a strong symptom of a workplace stuck in a ‘lack of’ mentality, pitting individuals against each other rather than working collectively towards a common goal.
• Scarcity of growth opportunities – more and more organizations are becoming flat in structure. So even a healthy and functional workplace may have fewer vertical roles to grow into. However, they still focus on developing individual skills and capabilities, keeping the workforce and organization competitive within their sector. When development is not even a topic discussed, it creates an environment ripe for toxicity.
• Transactional relationships instead of collaborative relationships – In toxic workplaces, a lack of trust often leads to a narrow focus on tactical operations, with tight control over how the work is performed. This mentality reinforces silos instead of encouraging transparent conversations and collaborations that could improve the organization as a whole. Without trust and understanding, these workplaces struggle to navigate the vague, nuanced aspects of work that require cross-functional and cross-team collaboration.
• Lack of transparency during interviews – Toxic workplaces often withhold information about their shortcomings, and this lack of candor can even show up during job interviews. Candidates may not get the full picture and should only discover “what’s behind the scenes” after they’ve been hired. It is entirely possible to be transparent without speaking ill of the company; candidates deserve accurate information in order to make an informed decision. However, toxic environments tend to maintain a facade, no matter how empty it is.

What can leaders do?

A leader plays a crucial role in preventing a toxic culture in the workplace. Their actions and behavior have a significant impact on the overall environment and set the tone for how employees interact and feel. A leader’s responsibility extends beyond simply achieving organizational goals; it includes promoting a healthy and supportive work environment where everyone can thrive. Lars highlights the key actions leaders must take to avoid creating a toxic culture for their employees and colleagues:

1. Dive deep into ongoing self-reflection – Leaders are crucial in shaping the work environment. But if they don’t understand their own moods, fears, and motivations, they won’t be able to connect how their behavior affects the people on their team.
2. Prioritize open communication – Promote a culture of open dialogue and diverse perspectives. Actively solicit feedback from employees and create channels for transparent communication so that all voices are heard. Avoid gossip and ensure that information is shared officially and in a timely manner. Leaders are the role models in this and if they don’t demonstrate a commitment to transparency and collaboration, chances are others won’t either.
3. Promote growth and development – Provide ample opportunities for professional growth, including training, mentorship and challenging assignments. Show genuine interest in the career ambitions of your employees. You don’t have to promise annual promotions to demonstrate a commitment to developing employees’ skills and supporting their growth, especially if you expect them to contribute to the company’s growth as well.
4. Lead with transparency and respect – Ensure transparency about challenges and decision-making processes. Respect employees’ time and value their contributions. When employees trust their leader to be transparent, they are more willing to navigate the unknown when changes occur.
5. Address Power Dynamics – Be aware of power imbalances and use power responsibly. No matter how relaxed your leadership style may be, remember that power dynamics exist as long as you have influence over your employees’ finances – whether through their career growth or job security. Create a safe environment where employees feel comfortable expressing their concerns without fear of retaliation.
6. Cultivate psychological safety – Foster a supportive environment where employees feel comfortable taking risks, sharing ideas, and admitting mistakes without fear of judgment or punishment. Prioritize learning the leadership skills that support this in a work culture. Developing a feedback culture keeps you connected to how team members experience your leadership approach.

Lars reminds us that “leaders have a critical responsibility to be self-aware and empathetic to the stressors their employees may experience. When a leader is stressed, it is important to recognize it and deal with it appropriately, without projecting unresolved issues, fear or anger onto their employees.

What can individuals do?

An individual’s role in navigating a toxic work culture is multi-faceted and crucial to their own well-being and professional development. It requires a combination of self-awareness, proactive strategies and a realistic assessment of the situation. Lars offers a few tips to help you identify and navigate a work environment that can feel like a minefield.

1. Start with the interview process – Pay attention to any red flags during the application process. Ask about the biggest challenges the role may pose and listen to any support actions or guidance offered. If they only seem to emphasize the bright spots and are unwilling to share challenges, this could be a red flag. Another way to assess culture is to inquire about any employee engagement surveys they conduct and see if you can see the most recent one.
2. Pay close attention during the first 90 days of your onboarding – Are you surprised by what unfolds, or do you feel that the interview has adequately prepared you to deal with what you encounter? The early days of any job can reveal deeper problems, such as unexpected budget cuts, discrepancies between what is promised and what is the reality for the job, information spread through gossip rather than through official channels, a lack of strategic onboarding, and a team’s outright rejection of a job. new rental.
3. Assess the situation: Honestly evaluate the long-term health of your work environment. Consider whether the toxicity is systemic or isolated to a particular individual or team.
4. Determine your path forward – If you think you are in a toxic environment, you have three choices: accept it, change it or leave it. If you want to change a toxic environment, first identify the specific change you want to make and the timeline you are willing to commit to that change. Be honest about your risk tolerance and deal breakers. Additionally, have an exit strategy that prioritizes both your well-being and your career credibility in case you are unable to make your changes.
5. Build your network – Recognizing a toxic work environment is the first step toward protecting your well-being. As you heed the red flags discussed above, take time for self-care and honestly assess the long-term health of the situation. Lars suggests “creating a ‘healthy board of directors’ – a trusted network of friends, family or mentors who can provide an objective perspective.” Determine whether the organization’s leadership and HR staff can be of any help or whether they are the core of the problem.
6. Prioritize self-care: Protect your mental and emotional well-being. Engage in activities that help you de-stress and maintain a healthy work-life balance. Avoid silent stops. It forces you to work under higher stress levels and can damage your reputation in the long run. It is better to be direct about the problems you are experiencing. If that doesn’t yield results, take charge of your career and find a better environment for your talents.

Building a healthy and productive workplace requires a collective effort from both managers and employees. By actively implementing these strategies, we can collectively create an environment that promotes growth, collaboration and mutual respect. Lars advises: “We often spend more time at work than with our family and friends. If we allow it, the work can become all-consuming. However, it is our primary responsibility to advocate for ourselves and ensure that we are in a safe, healthy environment that uplifts us and allows us to perform at our best.”