Understanding and Avoiding Toxic Management

There's a deadly truth about bad management that many companies prefer not to talk about. The relentless pressure for profits and growth in many large companies has created a culture of toxic management.

The destructive management style of such companies is characterized by a pattern of demeaning, coercive, and manipulative behaviors that create a poisonous work environment. Managers prioritize their own needs over the well-being of their teams, often driven by deep-seated insecurities, personality disorders, or a ruthless desire for power.

Their actions can manifest in various ways: belittling subordinates, hoarding credit, blaming others for failures, fostering a culture of fear and intimidation. Such managers may be overtly aggressive and bullying, or they may operate through more subtle means like micromanagement, gaslighting, and passive-aggression. Regardless of their specific tactics, the hallmark of such management is the consistent erosion of trust, morale, and productivity within the team. Left unchecked, the corrosive behavior can lead to high turnover, decreased innovation, and a destructive ripple effect that permeates the entire unit or organization.

For over two decades, I've been helping leaders drive change and boost performance. Last October, I nearly died from a heart attack caused by a 90 percent blockage in my "widowmaker" artery. As I lay in that hospital bed, I had a profound realization and embraced a new mission: to save lives, by clearing the workplace of poisonous practices. Here's the ugly truth:

• In the relentless push for profits and growth, managers have become desperate to deliver short-term gains.
• Managers push their teams to the brink.
• The unrelenting stress that individuals absorb is as damaging to health as secondhand smoke

Some corporate leaders tell me that this message is too dangerous to share, that it could expose the company to legal liability if they acknowledge the health risks associated with poor managers. But I believe ignoring the problem exposes companies to greater risk.

Managers have a tremendous influence over the quality of life of their direct reports. They are the primary point of contact for most employees and play a crucial role in shaping the work environment. When managers prioritize their team's well-being, they can create a positive ripple effect throughout the organization.

Cheers to Detoxing Management

Source: Photo by Polina Tankilevitch

The Power of Human Connection

While the forces of capitalism may be powerful, there's an even stronger countercurrent: the power of human connection. Managers who tap into their natural empathy and prioritize their teams' well-being can create thriving, high-performing workplaces.

The Business Case for Revising Management

If saving lives isn't enough of an incentive, consider the business benefits of creating an environment in which people report they feel they have the support of their leadership:

According to the American Psychological Association's Work and Well-Being Survey of more than 1,500 U.S. adults, employees who feel their managers are committed to their well-being are more likely to experience positive outcomes:

• 91 percent of these employees feel motivated to give their very best, compared to just 38 percent of those without leadership support.
• 89 percent are more likely to recommend their company as a good place to work, compared to only 17 percent of those without leadership support.

The survey also found that companies with effective health and well-being initiatives see a 30 percent reduction in workers' compensation claims and 26 percent lower medical costs.

A Call to Action for Managers

Managers, you have the power to create a healthier, more sustainable future of work:

• Help your team gain a wider perspective to make more sense of their work. When employees understand how their individual contributions fit into the bigger picture, they are more likely to find meaning and purpose in their work, which can reduce stress and improve well-being.
• Provide clarity and focus, resolve mixed messages about priorities, and eliminate competing demands to alleviate workplace pressure. Clear communication and well-defined expectations can go a long way in reducing unnecessary stress.
• Embrace authenticity and vulnerability to foster healthier, more engaged teams. When managers lead with empathy and create an environment in which it is safe to share struggles and challenges, employees are more likely to feel supported and valued.
• Celebrate change and pivots to encourage sustainable, healthy innovation. Recognizing and rewarding adaptability can help teams develop resilience in the face of constant change.

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Your people will thank you, and so will your bottom line. As a manager, you have the unique opportunity to make a personal difference in your team's well-being, often in ways that can be more impactful than any corporate program.

Join the Detoxing Management Revolution

Together, we can save lives and create a brighter future for everyone. But I need your help to spread the love:

• Share your stories of unhealthy management and how it has impacted your well-being
• What strategies have you used to protect yourself from excess workplace stress?
• How have you, as a manager, prioritized your team's well-being while still driving performance?
• What one change could managers make today to begin the shift?

While managers play a crucial role in promoting employee well-being, they should not be expected to shoulder this responsibility alone. A holistic approach that encourages a caring climate among employees is essential for creating a truly healthy and supportive workplace. But you don't need to wait for the system to change; start today by sharing your experiences and insights. Together we can learn from each other and accelerate a revolution in healthy management.

Remember: happy hearts make for a healthy bottom line.