Toxic Managers – causes, signs, impact and resolutions

To begin on an optimistic note, two points are worth remembering:

1. Most individuals don’t go into a management role with the aim of creating toxicity, it tends to be a reaction to the working environment they find themselves in.
2. Toxic managers are likely to be found alongside a toxic workplace culture; they don’t survive in workplaces with healthy cultures.

Toxic workplace cultures see negative behaviours such as manipulation, bullying, silencing and a lack of inclusion become commonplace. High expectations of performance can lead to constant pressures for managers. Without learning and then applying a skillset for dealing with such demands in a healthy way, they can instead resort to toxic behaviours in the belief this will achieve their goals. This style of leadership can become accepted and entrenched by both the perpetrator and those that report to them. Employees feel they have only two options – to tolerate it, potentially resorting to such behaviours themselves, or to leave the organisation.

Ultimately, it is a no-win situation for any of the three parties – the staff, the organisation or indeed the manager themselves.

What causes a toxic workplace culture?

There are several elements which can be detrimental in the workplace and can work individually or collectively to create toxicity. These include:

• Organisational customs - if expectations are unclear, pressure escalates, and managers and their employees become overwhelmed. The result can be conflict and the emergence of toxic behaviours.
• Inadequate communication – aside from losses in productivity through confusion over unclear demands, poor communication at any level in an organisation also fires up pressure and feelings of inadequacy, insecurity plus fears of losing control or status.
• Excessive stress – either work related or personal. If stress isn’t managed proactively in a workplace, individuals can become reactive and less perceptive with a decreased ability to regulate their emotions.
• A personality disorder – such as narcissism or antisocial personality disorder can be the cause of toxic behaviour. This should not be assumed but is an example of the importance of being aware of and getting to the bottom of any toxic behaviour. A different solution may be required to someone displaying toxic behaviour through a different cause.
• Poor-quality or no training – leads to individuals not feeling confident or supported in their roles. Managers can resort to learned toxic behaviour used by their predecessors or more senior leaders. Staff are not aware or knowledgeable about mechanisms for speaking out or negotiating change.

What are the signs of a toxic manager?

Poor communication skills – those working for toxic managers regularly find information has been withheld, that ideas are discouraged, and any feedback unwelcome.
Unpredictability – not knowing how the manager will be at any set moment as they display erratic behaviour with frequent mood swings, a seemingly inflated ego, and a lack of empathy and emotional intelligence.
Micromanaging and taking excessive control – they blame others for mistakes or anything that goes wrong, whilst taking full credit for team successes and the work of others.
Individuals being isolated – they may create cliques and treat team members unfairly or inconsistently. For example, excluding them from meetings where they could have useful input, make unreasonable demands, use name calling, finger pointing or belittling individuals in front of others. They may use non-verbal gestures such as pulling faces and eye rolling for the same patronising effect.
Behaviours allegedly put down as banter which are demeaning and often discriminatory. For example, referring to a protected characteristic such as age, sex.
The early warning signs for an organisation that employees are finding their workplace toxic can include reduced performance, increased absenteeism, turnover or complaints against individuals or teams .

What is the impact of toxic behaviour in the workplace

The impact on individuals and teams is startling. It’s sadly something that too many of us experience, with an estimated third of employees having encountered a toxic manager in the past five years.

Individuals and teams may be frustrated and upset that they are silenced or not listened to. This can lead to a range of unhelpful feelings, increased stress, decreased morale and job satisfaction. Unsurprisingly it can result in a lack of engagement and creativity, performance is affected, productivity reduced, and confidence depleted with the knock-on effect of decision-making being harmed. On occasion, this miscellany can lead to individuals employing toxic behaviours in the workplace themselves.

Toxic behaviour creates a psychologically unsafe workplace. Reporting to a toxic manager can increase stress and the risk of burnout. Individuals don’t feel safe to speak up. Teams suffer damaged cohesion and cooperation.

The impact for an organisation can be reduced productivity, higher staff turnover rates, potential legal issues through possible harassment claims and any ensuing reputational damage these may bring.

Are there any resolutions to toxicity in the workplace?

The encouraging news is that although toxic behaviour can affect organisations across any industry, in any location and of any size, it can be resolved as it is often the upshot of 3 common workplace sources – individual reactions to stress, promotions without upskilling and inadequate communication.

• Organisation’s values – ensure these are clear and well explained to help reduce doubt and improve clarity around acceptable behaviours and creating a positive culture which values respect and empathy. Clarity around values can also usefully be used to inform recruitment and selection decisions.
• Policies and procedures - implement comprehensible disciplinary and grievance policies and procedures clearly explaining that toxic behaviours will not be tolerated. Back up if this is working in practice with suitable surveys regarding respect and dignity in the workplace.
• Reporting systems – regularly assess employee satisfaction and engagement. Have a simple, clear and impartial reporting system that staff can feel confident using to report any instances of unethical or toxic behaviour. Ensure toxic behaviour is addressed promptly and consistently.
• Communication - encourage open communication at all levels with effective channels for feedback without fear of recrimination.
• Induction and manager training – the top driver behind the 2022 great resignation were toxic environments. The damage accidental managers can cause to staff and organisations has been likened to the carnage that could ensue by allowing someone to drive on public roads with neither practice nor passing a test. Ensure managers are equipped with the skills needed to support a positive working environment and, if appropriate, managing a hybrid workforce e.g. training in emotional intelligence, effective communication skills, conflict resolution, building growth mindsets, change management, workplace wellbeing, mental health, coaching skills, as well as those listed for all employees below.
• Training for all - training for all employees in an organisation covering the signs and impacts of toxic behaviours including dignity at work, EDI training and creating a speak up culture.
• Support - provide support for anyone facing a difficult situation and consider if mediation services may be appropriate. Encourage a healthy boundary between work and life outside work. Signpost to sources of help such as counselling or mentoring services. Consider restructuring teams or reassigning a problematic manager.
• Coaching - can be effective for toxic managers or employees. Often, the individual is unaware of their behaviour as this feedback we received highlights,
  “When I came onto the course I was 100% I was not a bully but now looking at things differently, sometimes possibly I am”.
  360 degree feedback can also help enlighten a manager as to how their behaviour is being received. Coaching can help toxic managers or employees explore different ways to behave and learn to work more constructively with others.

In summary

Building a healthy, psychologically safe workplace culture is known to be much better for wellbeing, productivity and growth than resolving toxic behavioural situations once they have occurred. We don’t live in an ideal world, and it may never be fully possible to prevent any occurrence of toxic behaviour at work. However, organisations which value open communication, positively help manage stress, encourage wellbeing for all, support the professional development of managers, and ensure a speak up culture within an inclusive environment are far less likely to encounter toxicity and the damage it ravages.