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CAREER







              I interviewed an individual over six months       In Monday meetings, Robert takes questions
              to learn about his toxic workplace. Robert        about his division, which delights his staff. To
              (pseudonym), a vice president in a medium-        date, it’s working.

              sized, multi-location corporation, is one of seven
              reporting to the chief operating officer (COO).   “Has Bill changed?” I asked Robert.
              Robert’s boss, Bill (pseudonym), a micromanager,
              reports to the chief executive officer (CEO).     “No, but we are at peace, and we continue doing
                                                                our best. We don’t expect him to change, and we
              Bill holds weekly meetings with fifty people:     don’t plan to leave.” He replied.
              Robert’s level (10 people) and the level below
              (40 people). At these “feedback” sessions, Bill   The culture remains toxic. Turnover is high,
              speaks 99% of the time, delve in minutia, often   stress rampant, and productivity low. Robert will

              criticizing the second tier for not meeting       not accept abusive language or behavior, and
              unattainable, inexplicable standards. Bill doesn’t   is considering meeting the CEO because of the
              see the harm in bypassing his direct reports.     rising stress and poor morale.


              He wants everything tomorrow and believes         TOXIC WORKPLACE CAUSED
              if you don’t have needed resources that’s your    BY OWNER/BOSS

              problem. You must deliver.                        Robert is an executive with options. What about
                                                                workers in a small business where the owner/
              Bill’s approach frustrates Robert because Bill    boss creates toxicity? He shouts, distrusts,
              goes directly to his team with specific tasks     throws tantrums, demands long hours, and
              without Robert’s knowledge. Asking Bill to stop   ignores tenets of healthy relationships? These
              hasn’t worked.                                    employees have no safety outlet where they
                                                                believe someone will hear and understand
              “Why do you stay?” I asked Robert.                them. I interviewed several such folks. A few of

                                                                them leave one toxic place for somewhere less
              “I believe I can make a difference in the bigger   bad, but still unhealthy! Others stay because
              picture.” Robert replied.                         they need the salary to survive. This is a real
              Robert follows the eight items above.             problem. Besides the eight points above, the
              He stays ahead of Bill, anticipates needs, and    other practical answer is prayer.
              provides quality information. Robert’s team
              funnels Bill’s requests to Robert who clarifies   WHAT HAPPENS WITH TOXICITY IN A TEAM
              them with Bill before he presents results to Bill.   This situation should be easier to fix because




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