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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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