How to kill an organizational culture? Compensate high-performing toxic employees. This means, toxicity in the company is due to behavior demonstrated by one or several members in the organization. In fact, some adopt it as the correct mode of conduct, as a way to survive in the organization. Here is the danger and adverse impact.
A toxic company is an organization in which a negative and unhealthy work environment prevails. In these environments, the primary focus is on short-term financial results, which often translates into poor treatment and leadership styles, and leads to questionable business practices and a culture that fosters distrust.
Toxic companies demonstrate a consistent pattern of behavior. Among the most common:
– Culture based on perceptions. Perceptions ARE NOT REALITIES. FACTS ARE REALITIES. Labeling someone or a group based on perception has adverse impacts on motivation, satisfaction, and engagement of the collaborators.
– Rumor culture. Gossip, gossip, and gossip are devastating at an organizational level. They create a negative, toxic dynamic and directly impacts the well-being and mental health of those impacted.
– Talent attraction. When the organization already creates a (negative) reputation in the market, it will be difficult for them to attract high-performance, high-potential talent. They will always find resources, but it is difficult to attract high-impact resources to advance the business agenda. They find those who “get to do” and commonly those who have to be “told what to do.”
– High turnover levels. In a toxic company, employees often leave the organization at an alarming rate. This is because the work environment is unsustainable, resulting in a constant loss of talent. High turnover carries significant talent acquisition and training costs, as well as negatively affecting team morale and cohesion.
– Culture of fear and mistrust. Toxic companies often promote a culture of fear in which employees are afraid to express their opinions, question decisions or make mistakes.
Leaders have to be aware of the organizational culture in which they are immersed.. So what can they do to transform the organization?
1. Leadership. It all starts in the I! Leaders have to work on themselves; and at all levels of leadership. Develop effective leadership strategies that promote balance, effective communication, collaboration and teamwork, and trust. Today these are mandates, nor is it an option. They must demonstrate a firm commitment, spoken and demonstrated, to promote change.
2. Cultivate a culture of solid values. The second step to reducing toxicity is to establish and communicate strong and ethical corporate values. Demonstrating an unwavering commitment to these values in all decisions and actions.
3. Promote transparency and open communication. It is essential to foster an environment where employees feel free to express their concerns, ask questions, and share their ideas without fear of retaliation.
4. Promote collaboration and teamwork. Essential for success. It is achieved through joint projects, shared goals, and rewards based on team performance rather than individual competition. When collaborators work together toward common goals, team cohesion is strengthened and toxicity is minimized.
5. Reward ethics and responsibility: Employees who make ethical and responsible decisions must be recognized and rewarded, even if these decisions do not generate immediate profits. By doing so, the company sets a clear standard for ethical conduct and motivates others to follow that example.