FURTHER READING…

Anna shares how to spot toxic behaviours, and how to create psychologically safe environments in the workplace

We know toxicity and we recognise it damages those who are targeted, the organisational culture and productivity. Most of us, as women, have experienced toxicity. Unfortunately, a few of us have used these behaviour, and the long-standing evidence tells us that none of this is new and has been going on for years. What can we do?

NOTICE, ACKNOWLEDGE AND NAME TOXICITY WHEN WE ENCOUNTER IT

It is di cult to identify people who use these behaviours as they are often adept at not using them in public settings. ey utilise actions that are low intensity, e.g., negative comments or withholding resources, but at high levels of frequency and so the impact is massive. If they are going to discriminate against someone’s di erence, they are more likely to use negative behaviours indirectly. Spotting these actions will be easier if we make e orts to ensure sta feel they can come to managers to talk about any concerns they may have.

An indirect e ect of toxicity is high sta turnover and sickness rates, especially if the medical certi cate shows that stress is the reason. Huge numbers of sta resigned during Covid and afterwards. e main reason they cited was toxicity.

It is worth looking at patterns of sickness and turnover, bearing in mind the need for con dentiality and respect for privacy. Other HR data sources, such as appraisal systems, are rarely used to address negative behaviours. erefore, they may not provide much helpful information.

Other signs will be cliques, especially if there is mobbing. You are unlikely to see relaxed communication and friendliness. You may notice a lack of compassion, respect or decency. Some people will keep quiet and just go about their work. Limited creativity will exist.

ere could be an atmosphere of intimidation with subservience to certain individuals. Especially if they have used threats to assert their power. “Well, you know your appraisal is next month and your contract renewal depends on it.”

You can notice these subtler signs by paying extra attention to the culture and the non-verbal and verbal behaviours. Stepping outside your o ce and talking to sta can help you understand the di erent aspects of the culture.

Another very important sign of toxicity is the leader’s reluctance to even acknowledge it if you bring it to their attention. ey may delegate, knowing that others will not address it. Or say that the latest ndings on toxicity are awful, even arrange meetings to discuss the research but then not take any further action.

Creating A Psychologically Safe Environment

Change is always easier if leaders show their willingness to adjust. Promoting psychological safety begins with you. We all have positive and negative behaviours. Most times, we work from our golden side and not the shadow. Carrying out a self-exploration of your leadership style will help you see if it promotes safety or not. ink about what you need to keep and what you need to let go of. Ask other leaders to do the same in a safe and challenging manner. is will facilitate others’ desire for change. Sustain all the exploration and planned change post re ection.

ink of how you will introduce collective accountability where ethics and values guide, where praise is normal. And where you handle negativity, collectively both publicly and sensitively. Do this through building trust. en people will name and work together to tackle any toxicity.

Help people to understand that those who use these behaviours will also need help even if they are reluctant.

ey are unlikely to have been given support to adjust and change. e targeted individuals will also need assistance to recover. All of this takes time.

True respect for di erence and how people want to live their di erence is important. Now people are more willing to be open and discuss diversity, but we should not see them as token experts. True inclusion enhances psychological well-being and safety.

An internal justice system helps mediation, reporting, investigation, access to legal services, counselling and welfare. Review all HR policies and take steps to ensure that there is fair use of them.

Leadership needs to be courageous enough to address all the suggestions above. Only then will toxicity diminish, and psychological safety embedded. If not, we will continue to let sta su er the pain of negativity. No-one will bene t from this.

Anna Eliatamby is Director of Healthy Leadership, CIC and co-author, with Blueprintforall of the Decency Journey pocketbook series.

Published by Healthy Leadership, 2022.

The artworks of Jemma Gowland.

By KELLIE MILLER