Myth: Don’t mess with toxic persons who are successful (as I read it they mean the argument that goes – sure they may be really obnoxious and make our stomach churn when we have to deal with them but they make lots of money so lets keep them on ).
Fact: It often costs more to do nothing (e.g. productive staff quitting) The study showed that productive employees often leave because of a toxic individual, leaving behind a mass of emotional and bottom-line destruction. I add here that sometimes the person may make a lot of money but is it worth it if they ruin your enjoyment (or your employees) enjoyment of coming into work each day?
Myth: HR and other consultants can solve the problem.
Fact: Only changes within the system can support HR effectiveness. Consultants and others get into the trap of giving the toxic person feedback, which often fails, because of two reasons—there is not a systems approach and most toxic people are clueless they are toxic (hence, feedback rarely works).
Myth: Toxic persons know exactly what they’re doing.
Fact: Most toxic persons are clueless that their behaviours are toxic, as this quote from the study demonstrates: “We have invested tens of thousands of dollars, hundreds of hours of HR and executive coaching interventions with no discernible results. I have never encountered such profound and robust resistance to feedback and coaching.”
I asked the authors how to “sort it” and one way they suggest is to include “Values” in strategic planning and during performance evaluations both “real” work and “values” should be addressed.
For example they said “integrity” could be defined as including such things as not talking behind others backs and giving and receiving feedback in a respectful way. They suggest that if an organization has Values that are identified and evaluated it makes it much easier to stamp out toxic behaviour at all levels of the work place.
And before you all think I am going all wishy washy on you one thing I do know as an employer is that if people are happy they work harder – they work harder then hopefully everyone makes more money. The other thing I know is that you don’t have to best friends with everyone you work with but you need to be given respect ( and give respect) to people whether they be your boss or your subordinate. So often people confuse a good employment relationship as requiring friendship and “liking” – it doesn’t. It does however require respect.
Dr. Mitchell Kusy
Dr. Mitchell Kusy, a Fulbright Scholar in International Organization Development and professor at Antioch University, Ph.D. Program in Leadership & Change, was head of leadership development for American Express and director of organization development at HealthPartners. Author of several business books, he consults in strategic planning, organization development, and the design of organizational communities of respectful engagement. He received the Minnesota Organization Development Practitioner of the Year Award in 1998.
Email:mitchellkusy@gmail.com
Website: www.mitchkusy.com
Cell phone: 612-770-8091
Dr. Elizabeth Holloway
Dr. Elizabeth Holloway, a Fellow of the American Psychological Association and Diplomat in Professional Psychology, is a professor at Antioch University, Ph.D. Program in Leadership & Change. She consults with leaders worldwide on systems approaches to supervision, mentoring, coaching, toxicity, and building communities of respectful engagement. She has published extensively in research and training of supervision in professional practice, culminating in many articles and several books.
Website : www.elizabethholloway.com
Cell phone: 805-637-2231
