The workplace should be a source of growth, collaboration, and fulfillment. But all too often, subtle behaviors and organizational issues foster a toxic environment that quietly erodes morale and productivity. It can lead to low team morale, silent resignations, and unplanned turnover. However, it can also increase stress levels, reduce productivity, and cause psychological trauma.
In APA’s 2024 Work in America survey, 15% of respondents said their workplace was somewhat or very toxic. The survey also found that nearly three in five respondents said their employer believes their work environment is more mentally healthy than it actually is (59%), and nearly two in five found that people said they would feel anxious if they told their employer about their mental health condition. It will have a negative impact on the workplace (39%).
Several factors contribute to workplace toxicity. These include lack of leadership, lack of communication, competitive work culture, micromanagement, unclear expectations, favoritism, resistance to change, and workplace bullying, just to name a few. These are contributing to an already unstable situation where groups of humans who did not necessarily choose to join a team together expect each other to work together to overcome change while remaining content to cooperate with each other. Masu.
In a recent conversation with Gladys Lars, founder of Clarity2 Group, a consulting and coaching firm, we delve into the complexities of toxic workplaces, uncover key indicators, and help both managers and employees provided important guidance on how to minimize and deal with troubling aspects 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 rely on others, almost as a survival strategy or a way to fit in. Over time, we risk losing our true selves and becoming a product of our environment.
What are the warning signs?
Lars goes on to explain that toxic work environments rarely emerge overnight. Rather, it often develops gradually through seemingly innocuous behaviors and is difficult to identify at first. Lars highlighted some important warning signs to be aware of.
Lack of open communication and diverse perspectives – A toxic workplace can be detected not only by observing the workplace, but also by observing behavior during meetings. When it appears that only a few people, especially those in power, are in a position to speak while others are simply expected to listen or agree, that is a major red flag of a toxic environment. Self-preservation behaviors between leaders and employees – A culture of blame, blame-playing, and credit hoarding in a workplace that pits individuals against each other and a “lack” mentality of working collectively toward a common goal. This is a strong symptom. goal. Lack of growth opportunities – More organizations have flat structures. Therefore, even a healthy and functional workplace may have fewer vertical roles for growth. However, they are still focused on evolving the skills and competencies of individuals to enable their staff and organizations to remain competitive within their industries. When development is not even discussed, a toxic environment is created. Transactional rather than collaborative relationships – In toxic workplaces, a lack of trust often results in tight control over how work gets done and a narrow focus on tactical operations. This mindset forces silos instead of encouraging transparent conversations and collaborative partnerships that can improve the entire organization. Without trust and understanding, these workplaces struggle to deal with the ambiguous and nuanced aspects of work that require cross-functional and cross-team collaboration. Lack of transparency during interviews – Toxic workplaces often withhold information about shortcomings, and this lack of candor can also show up during the interview process. Candidates may not be given the full picture and will only find out “what’s behind the curtain” once they’re hired. It’s entirely possible to be transparent without badmouthing the company. Candidates need accurate information to make informed decisions. But in a toxic environment, the facade tends to be maintained, no matter how empty it is.
What can leaders do?
Leaders play a vital role in preventing toxic workplace cultures. Their actions and actions have a huge impact on the overall environment and determine the trends in how employees interact and feel. A leader’s responsibility goes beyond simply achieving the organization’s goals. This includes fostering a healthy and supportive work environment where everyone can thrive. Lars highlights key actions leaders can take to avoid creating a culture that is toxic to employees and colleagues.
Continue deep self-reflection – Leaders are critical in shaping the work environment. But if you don’t understand your own moods, fears, and motivations, you can’t understand how your actions are impacting the rest of your team. Prioritize open communication – Foster a culture of open dialogue and diverse perspectives. Actively seek feedback from employees and create channels for transparent communication to ensure all voices are heard. Avoid gossip and ensure information is shared officially and in a timely manner. Leaders are role models, and if they don’t demonstrate a commitment to transparency and collaboration, others may not either. Accelerate Growth and Development – We provide ample opportunities for professional growth, including training, mentorship, and challenging assignments. Show genuine interest in your employees’ career aspirations. Especially if you expect your employees to contribute to your company’s growth, you don’t need to promise them promotions every year to demonstrate your commitment to developing their skills and helping them grow. Lead with transparency and respect – Be transparent about your challenges and decision-making processes. Respect your employees’ time and value their contributions. When employees trust their leaders to be transparent, they are more willing to navigate the unknown when change occurs. Deal with power dynamics – Be aware of power imbalances and use power responsibly. No matter how laid-back your leadership style is, remember that as long as you have influence over your employees’ finances through their career growth and job security, a power dynamic exists. Create a safe environment where employees feel comfortable raising concerns without fear of retaliation. Foster psychological safety – Foster a supportive environment where employees feel able to take risks, share ideas, and own up to mistakes without fear of judgment or punishment. Prioritize learning leadership skills that support this within your workplace culture. Fostering a culture of feedback helps you stay in touch with how your team members feel about your leadership approach.
“Leaders have an important responsibility to be aware of and empathize with the stressors their employees may be experiencing. If leaders are feeling stressed, they should be aware of unresolved issues, It is important to recognize and deal with anxiety and anger appropriately, without projecting it onto your employees.
What can individuals do?
An individual’s role in navigating a toxic work culture is multifaceted and important to personal well-being and professional development. It requires a combination of self-awareness, proactive strategy, and a realistic assessment of the situation. Lars offers some tips to help you identify and deal with work environments that feel like minefields.
Start with the interview process – Be aware of potential red flags during the interview process. Ask questions about the biggest challenges associated with the role and listen to any supportive actions or guidance provided. If they only highlight the bright spots and are reluctant to share their challenges, this could be a red flag. Another way to assess culture is to ask if an employee engagement survey is conducted and if you can see the most recent survey. Be careful during the first 90 days of onboarding – are you surprised by what’s happening, or do you feel the interview prepared you well to handle what you’re facing? Even in the early stages of work, more serious problems can occur, such as unexpected budget cuts, a disconnect between job promises and reality, information spread through gossip rather than official channels, lack of strategic onboarding, and complete rejection of the team. may be revealed. New employee. Assess the situation: Honestly assess the long-term health of your work environment. Consider whether the toxicity is systemic or limited to a specific individual or team. Decide on your future direction – If you believe you are in a toxic environment, you have three options. You can accept it, change it, or walk away from it. If you want to change a toxic environment, first identify the specific changes you want to make and the timeline you plan to commit to those changes. Be honest about your risk tolerance and trading decisions. Additionally, have an exit strategy in place that prioritizes both your health and career credibility in case you can’t make the change. Network – Being aware of toxic work environments is the first step to protecting your health. If you notice any of the red flags discussed above, take the time to self-care and honestly assess the long-term health of your situation. Lars suggests “creating a ‘sanity board,’ a trusted network of friends, family, and mentors who can provide an objective perspective.” Determine whether your organization’s leaders or human resources employees can provide some help, or if they are the core of the problem. Prioritize self-care: Protect your mental and emotional health. Participate in activities that help you relieve stress and maintain a healthy work-life balance. Avoid quitting quietly. You’ll be working under more stress, which can damage your reputation in the long run. It’s better to be upfront about the problems you’re having. If you still don’t get results, take responsibility for your career and find a better environment for your talents.
Creating a healthy and productive workplace requires both managers and employees to work together. By proactively implementing these strategies, we can jointly create an environment that fosters growth, cooperation, and mutual respect. Lars recommends: “We often spend more time at work than we do with family and friends. If we allow this to happen, we can become consumed by work alone. Our primary responsibility is to advocate for ourselves and ensure that we are in a safe and healthy environment that uplifts us and allows us to perform at our best.”
