[This DrP article was first published on Next Evolution Performance]
Yes it is trendy to talk about narcissists, psychopaths and gaslighting. But it is not helpful to automatically slap labels unthinkingly. Sometimes, organisational cultures can be accidentally toxic, a product of the country of origin or the industry or the norms that a leader was used to decades ago.
And before we even talk about how cultures with unclear values accidentally produce toxic cultures, it is important to appreciate that not every organisation even knows what values really are, even if there are some official buzzwords chosen.
Symptoms your culture may be accidentally toxic
1. There is plenty of micromanaging.
Here, it is more important to work extra hours and signal diligence or dedication that way. Efficiency doesn’t matter, it may even be punished because it is a sign that you are lazy or not adhering to the official ‘process’. And new efficient and effective methods are ignored because ‘this is how we have always done things here’, even at the expense of wellbeing and productivity.
2. Wellness, ESG and DEI are about ticking boxes.
A fruit bowl, a yoga class, a claim to cater to diversity without ensuring that conditions are friendly enough for this to thrive. Things here feel more like a performance, or because these initiatives can be incredibly confusing and the recommendations out there can be black-and-white or noisy. Or, there is an understanding that yes, you are here as part of DEI initiatives, we acknowledge that you are different. . but buck up anyway like everyone else.
3. You are not allowed to take breaks.
Short breaks are frowned upon and monitored, for instance, by punching in time-stamped cards. Or, you are expected to take lunch at your desk and work through that, throughout the year.
4. If you say no to unreasonable work hours, you are told you’re replaceable.
Beyond your regular office hours and extra time, you might also be told to do a post-midnight slot regularly for a meeting or client servicing that interrupts your sleep hours. And you are expressly told to your face that if you do not comply, someone else will take your job.
5. You cannot speak up or even suggest minor changes.
In cultures where people are afraid to make small suggestions, lest they rock the boat, then agreeableness is merely to avoid trouble. In other words, there is low psychological safety.
How to avoid entering such an organisation
A fruit bowl, yoga lesson or mental health lecture does not solve accidentally toxic cultures. Even if a company has a great pantry or pods to sleep in, that doesn’t often mean they are great for your performance and wellbeing.
The best way is to do your research, speak to people in the organisation, or what is their reputation with other players in the industry.
Another big red flag is when people say ‘we are family here’ or ‘we go above and beyond’— these often suggest that there is little respect for boundaries.
How to sort out your accidentally toxic culture
GenZs and millennials are increasingly intolerant of cultures that are toxic, whether led by a narcissist or accidentally toxic.
This doesn’t mean that the younger generations are less hardy, because we shouldn’t expect others to suffer the way we may have to prove their mettle. Times change. To retain talent and build strong engaged cultures, then anything accidentally toxic must be sorted.
Key ways include:—
- Weeding out narcissists, if any. Even if they aren’t in the senior leadership team. One narcissist in a team of high performers will jeopardise performance to become poorer than that of a team made up of mediocre performers.
- Set KPIs, define behaviours that are encouraged and expected to minimise ambiguity, and leave people to do their jobs. Still, provide support for those who need clarification and certainty.
- Provide effective, actionable and relevant training on autonomy, trust and psychological safety.
- Provide coaching tailored to high performers, because high performers need High Performer Solutions.
- During prosperous times, do not hire willy-nilly because this bloats the organisation and allows poor performers, narcissists and free-riders to camouflage. This wastes resources and taints the culture. And during recessions, this would also necessitate massive cuts, which jeopardises the morale and engagement of an already frazzled workforce.
Keen to build a real mental fitness culture in your organisation or team? Get in touch here.