Toxicity

Toxicity of Culture

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Creating toxicity of Work Culture Is impacting the organizational Ecosystem

We are in a generation of the dynamic ecosystem and a disengaged employee can costs much on the scaling ladder of growth. Leaders may not consciously realize but much of disengagement is attributed to the “Toxic Leadership” that permeates within the culture and discourage productivity.

The Indian work culture is evolving yet at a slower pace to match international work benchmarks. We are still a least risk-taking community and bringing any Change to the organization has its own set of challenges involved. A lot of Old systems of running the organizations still continues to exist and is a major roadblock in creating historic growth stories.

While the blue-chip companies are still better as they have the peer pressure to match to their international counterparts, the traditional set of the organization are still the same.

Some of the key signs of “Toxic Leadership “includes:

  • Unsupportive Leadership: Today’s employee expects his voice to be heard and acknowledged at different levels .his goals, and growth does not get reflected in his work as a result and hence leads to disengagement. Leaders have to show support towards their performing employees and help them map their personal growth with the organization at large.
  • Negative outlook: Everyone in the office has developed a negative  outlook towards work. This could be because of fierce competition placed on co-workers, high turnover or over expectation from management. Bad attitude leads to bad behaviors and hence poor productivity. And negativity travels like wildfire. While leaders get too busy in ensuring a growing bottom line that this further permeates in the system hence creating damaging effects.

Leaders need to be extra sensitive about this and ensure an environment of open communication and mentoring.

  • Feedback: There is no or little feedback shared on an employee’s work. Most of it at times gets focussed mainly on fault finding rather than establishing constructive feedback.

Leaders need to be consistently mentoring their employees and share sandwich criticism that has a right balance of highlighting their positives and marking the improvement areas.

  • No Work life balance: If your employees have started to dread coming to work thanks to working beyond limitations, your culture is turning toxic for them with no show of enthusiasm. In times when numbers are the real game and all entrepreneurs are in the race to win this number game of profit margins, it’s automatic to overlook the emotional and physical wellbeing of the employees. But at the same time negating to concern about proper work balance can ultimately run down the system. 
  • Control Centre: It’s the time of creating Equal Opportunity Partners and elevating to growth unanimously. Top-down structure of the hierarchy is now an old school thought and organizations are evolving to a more lean structure of reporting and functioning.

Leaders who focus on having a centralized control are jeopardizing not only the space of creative liberty but also creating a functional hazard. Holding on to the control demotivates the employee as there is a consistent dependency for decisions on one or a few members.

With all the above-mentioned factors present in a dormant or active form in any organization, Toxicity can only increase and lead to unhealthy work culture.

As leaders, we need to be sensitive about these issues in all course of things and initiate dialogue at regular interval to understand such gaps and address them. Toxicity is dangerous and spreads like wildfire in the system and as leaders its better to control it well in time rather than issuing crisis management at the end.

Pls. share your comments if any below.

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