A listener asked Modern Mentor for strategies on how to change a toxic workplace culture. Here are 5 actions that listener might take.
A listener asked Modern Mentor for strategies on how to change a toxic workplace culture. Here are 5 actions that listener might take.
Modern Mentor is hosted by Rachel Cooke. A transcript is available at Simplecast.
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Hey, it’s Rachel Cooke, your Modern Mentor. I’m the founder of Lead Above Noise—a firm specializing in activating workplaces. We find your blind spots and opportunities and build you the custom blueprint to get your teams delivering their best work. Efficiently, collaboratively, with full engagement.
Today I’m going to be answering a listener question. And remember – you too can leave me a voicemail with your questions at 201.677.8113. I can’t wait to hear what’s on your mind.
OK – so here’s the question (I’m paraphrasing): I’m curious how, as a new leader, someone would go about changing a toxic workplace culture. A leader should have some ability to do that and I’m interested in strategies or methods for making real change.
It’s an excellent question. And listener – if you’re listening now – just know you’re not alone. Not even close. A lot of people are struggling these days. And yes, leaders absolutely should be in a position to create change. So let’s talk about some strategies.
1. Find your toxic
The thing about most workplaces is, there’s a lot not to love. From the vaguely irritating (like, the office is always 12 degrees too hot or cold) to the annoyingly obstructive (like, it takes 17 rounds of interviews to get a new person hired) to the truly toxic (like, I just asked a question in a meeting and that leader screamed at me for not listening well).
There’s often a spectrum of things that aren’t our favorite. But sometimes, the irritating and even obstructive things have a purpose. Like the office thermostat may be set based on environmental guidelines. And that hiring process may be long because some bad hires have come through and the company is trying to fix that.
But a toxic workplace is defined by the truly inexcusable.
And this distinction is important because if the things we’re struggling with are more irritating than toxic, then we might need to focus on building tolerance or finding new strategies.
But if you’re dealing with disrespect or abuse or burnout or just a complete lack of recognition, then let’s keep going.
2. Focus on behaviors over feelings
Sometimes I hear people say things like “our workplace is toxic – there’s just no trust.” Or “The burnout at work is extraordinary – and things have gotten toxic.”
These are all likely true. But they’re also kind of intangible.
Creating real change requires us to focus on observable actions and behaviors.
Listener, you refer to a toxic workplace culture. So let’s assume you’re dealing with burnout and overwhelm. And this is what you want to solve.
I want you to think about specific actions and behaviors leaders around you are exhibiting to cause this experience.
Maybe senior leadership is doing a terrible job of prioritizing. They keep adding to the list without ever removing anything.
Or maybe senior leaders aren’t aligned, so the head of Marketing is asking for one thing, the head of sales for another, the head of Finance for another, and your team is being run ragged trying to keep everyone happy.
By focusing on the inputs (behaviors) rather than the outputs (your experience) you’ll be in a better position to create change. Because it’s specific and tangible.
3. Don’t demand. Advocate
As a new leader, you may not feel empowered to drive change on your own.
But certainly you can – and should – advocate for yourself and your team members.
As your team is grumbling and complaining (and that’s normal), give them some space to do so. But then, ask them for ideas on what “better” would look and feel like. Even in small increments.
So, maybe you’re all juggling a dozen priorities right now. And ideally, you’d have no more than 3 or 4. That’s a big change.
But what if you could knock just one or two off the list? Or even just build a little more space into the timeline? Or what if you could outsource some of the admin work to a contractor?
Strive for progress over perfection. And make sure your team sees the small wins.
Your job here is to do just a bit of research and make the case. Not to complain to senior leadership but to say “hey, my team is struggling hereher and I’m concerned -that we’ll lose talent, or miss a deadline, or fail to delight a customer. But I think if we delayed X priority by a month we’d still be able to deliver. Or it would cost Y dollars to bring in a contractor for 5 hours a week, and if my team got that time back, here’s what we’d be able to do with it.”
This is a big part of being a leader. It’s representing your team’s needs to senior leaders through a business case that’s really hard to deny.
Give it a shot.
4. Make choice within your control
Advocating up is important. But so is managing down.
As a new leader of a team, there will be lots out of your control. But always, also, there will be some things within it.
So what choices are you in a position to make in support of your team and their needs?
Again, if burnout is the issue, some helpful choices within your control might be:
· Take a look at their calendars and help them choose a meeting per week they can opt out of
· Where they’re struggling for resources, reach out to your peers on other teams to see if they have any hands or skills to offer up
· Point them toward resources your company might offer – mental health benefits or a time management course – anything that might help them manage through
Remember, the goal is small victories – not crossing a giant finish line. And there is always something small you can do.
5. Build a grassroots coalition
A single leader’s circle of influence might be small. But a dozen leaders? Now we’re talking.
As you put your finger on the pulse of what’s driving the toxic culture; as you advocate for your team and make choices to support them. Start to bring your peers into the conversation.
When some and then many and maybe even all of the leaders at the middle level of an organization join arms and start working together, it becomes nearly impossible for executive leadership to ignore the movement.
So who are your immediate peers? Who would you trust to bring into this conversation? What value might they add? And who might they invite along for the ride?
There’s power in numbers. A community there to join you, to support you, to do their part? This will become your secret sauce.
So, listener. Have I delivered delivered to you a silver bullet? No. Frankly those are only real in werewolf movies. But I do hope I’ve given you some food for thought. And if it’s not too much to ask, give me a call back after you’ve given some of this a try. And let me know how it’s gone for you.
Join me next week for another great episode. Until then, visit my website at leadabovenoise.com if your workplace could use an activation boost – a talk, a workshop, a pulse check – you choose. You can follow Modern Mentor on Apple Podcasts, Spotify, or wherever you listen to podcasts. Find and follow me on LinkedIn. Thanks so much for listening and have a successful week.
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