Such progrress. I think I agree with everything you just said, except for the last line about Doug not caring. I know I, along with a thousand horses, could never drag your deep seated feelings about Doug out of you so I won't even try. For what it's worth, I would probably support a culture change program at US. If successful it might just save the $40m cost, but that would be up to the BOD. Have you ever seen this work at such a heavily unionized and regulated environment?
Parker needs to go. He is the cultivator of this toxic environment. Look around. Does your company resemble this???
Leadership & Toxic Work Environments
Posted on July 18th, 2011 by admin in Crisis Management, Leadership, Talent Management
By Mike Myatt, Chief Strategy Officer, N2growth
I have read a tremendous amount of information over the last several months on the topic of toxic work environments. While these articles tended to stir the pot a bit, they were in my opinion mostly missing the mark. The articles should have been written on the topic of poor leadership.
Toxic work environments can only exist where a lack of trust and respect are present, and this can only occur in the absence of sound leadership. Let me be as clear as I can - the phrase ”toxic work environment” is code for bad leadership, becasue a toxic culture simply cannot co-exist in the presence of great leadership. In the text that follows you’ll find the truth about toxic cultures…
A toxic work environment thrives off of everything that great leadership stands in opposition to. T
he fuel for toxicity is conflict not resolution, ego not humility, self-interest not service above self, gossip & innuendo not truth, social & corporate climbing not team-building, and the list could go on. Toxic cultures occur where arrogance, ignorance, ambivalence, and apathy are present, but again, not where sound leadership stands at the helm.
It’s also important to understand that a toxic culture cannot exist if toxic people are not allowed to take up residence. This is why a value based approach to recruiting is a key component when teaming-out the organization, and is especially important as you build a senior leadership group. Those team members who share the same core values will be predisposed to trusting one another at high levels. Those team members who share a commonality of core values will automatically assume “best intentions” in one another vs. assuming “worst intentions” or “motives/agendas.”
From my perspective there is no such thing as a toxic asset – toxic liabilities yes, but assets, no. Here’s the thing – leaders who allow toxic personalities to invade their culture put the health of their entire organization at risk. Toxic personalities will put a damper on morale, attempt to intimidate and/or manipulate co-workers for personal gain, and can even chase away a company’s best talent. Bottom line - toxic individuals kill productivity, and if allowed to run unchecked can have a much broader and deeper impact on an organization than one might think.
A bad attitude isn’t something good leaders take lightly. Smart leaders see themselves as protector of culture, defender of those under their charge, champion of brand, and steward of trust.