Managers, here are 6 toxic behaviors that destroy the confidence of your employees
Despite the emphasis on corporate culture, toxic managers still exist in the workplace today. In fact, a Monster poll found that 76% of workers currently have or have had a toxic boss. While many argue that toxic managers have good intentions, the truth is that their toxic behaviors can destroy an entire business and scare away the best workers. Not only does their toxicity permeate the team, but it spreads throughout the organization, leaving employees feeling defeated, cautious, mentally exhausted, and as if they are constantly walking on eggshells.
I once reported to a toxic CEO who was concerned about his own importance. He used his position of authority to demean, demean, and abuse others, especially women. Although he ran the human resources department, he mistreated and attacked me, and had no intention of taking my recommendations seriously. When I tried to speak, I was reprimanded and suffered retaliation. To survive, I used my days of PTO to save what was left of my sanity and self-confidence. While its toxicity was primarily aimed at the management team, other employees also witnessed and experienced it. As you might expect, staff turnover has increased, causing some people to quit the industry altogether.
Here are six toxic behaviors that destroy the confidence of your employees.
While these subtle snapshots may seem like trivial comments, over time micro-attacks can have a real psychological impact on victims. Research from Georgia State University explained that “this suffering can lead to anger, depression, and even reduced work productivity and problem-solving skills.” Moreover, these seemingly innocent comments can undermine an inclusive culture.
Yvonne Morriss, co-founder and CEO of IP Toolworks, defined micro-aggression as “giving someone nicknames, treating people differently for similar situations, underestimating a person’s abilities as a professional in because of their gender or their origin and invade their personal space ”. Those who launch micro-attacks typically target women, blacks, LGBTQIA + members, minorities, religious groups, and people with disabilities.
A common microaggression among women and minorities is for white men to assume that they are not educated or as smart as they are. An example is a man assuming that a woman is a secretary or assistant when in reality she is a member of the management team. Another common microaggression is mansplaining. Mansplaining is when a male colleague patronizes trying to explain a concept to a woman which she never asked questions about. It’s his attempt to assert his dominance and show that he knows more than she does.
Here are some examples of micro-attacks:
- Tone police
- Blame the victim
- Sexual harassment
- Sexist / discriminatory language
- Wage gaps
- Implicit bias
- Offensive language (discriminatory, heterosexist)
Gas lighting is used to make the victim doubt their thoughts, experiences, memories and perceptions, causing them to question their sanity. It’s a manipulative tactic that managers use to instill fear and gain control over their victims.
Common expressions used to turn someone on are:
- “I never said that”
- “If you were listening / paying attention …”
- “You are the only person I have these problems with”
- “I’m sorry you feel like this”
- “You are too emotional / sensitive”
- “It never happened”
- “Don’t you think you are overreacting”
Managers who enlighten their employees always change what they say and dismiss the concerns of others. For example, the toxic CEO I worked for would question my views and lash out at me when I tried to defend myself against his abuse. Rather than listen to me, he became responsive and turned on me or pretended it never happened. It left me to question the situation and fearful of raising other concerns.
This same CEO never communicated his expectations, letting me anticipate what he wanted. Although I constantly tried to get him to clarify the expectations, he never recognized them. I did my best to meet his expectations even though I didn’t know what they were, but instead faced a lot of personal attacks. It wasn’t until he knew he had pushed me too far that he publicly acknowledged my efforts to keep me from leaving before insulting me again.
Uses bullying and fear to produce results
Traditionally, managers have used bullying to instill fear in their employees. Their belief was that employees would give their best if they constantly feared losing their jobs, being humiliated or punished. The reality is that bullying and fear have the opposite effect. Instead, employees are too busy worrying about disappointing their boss that they are unable to fully focus on their work.
Toxic managers are quick to punish employees for making mistakes rather than guiding them through it. It is impossible for employees to learn and grow in their role if they do not learn from the mistakes they have made. It is not surprising that their confidence deteriorates as they do not know what is expected of them and therefore remain stagnant in their role. In addition, they are reluctant to ask questions, ask for help, or suggest a better way to accomplish a task.
Toxic managers avoid acknowledging their mistakes or accepting responsibility for them. Instead, they accuse others of deflecting responsibility. On the contrary, this same manager holds his employees to account. However, their lack of accountability shows employees that managers are exempt from admitting their own mistakes. This is how toxic leadership is perpetuated. The “do what I say, not what I do” mentality is then passed on to employees who later move on to management roles. It is unlikely to promote a culture of ownership and responsibility when managers avoid mistakes and blame others.
Assume the worst
Rather than asking why a deadline was missed, an error was not detected, an employee is late, or the quality of their work suffers, toxic managers assume the worst. Their pre-existing distrust of the employee is justified and they are quick to view the employee as incompetent without ever speaking to him to understand what happened. Yet if the manager had taken the time to speak to the employee, they would have discovered the root cause of the error, such as the employee struggling with fertility issues, depression, health issues, or an abusive relationship. , to recite nobody else but them. a few. Managers who assume the worst not only devalue their employees, but make them feel like they’re always trying to shake off the negative assumption their boss has about them.
Micromanagement suffocates employees and makes them doubt their expertise and abilities. In addition, it increases stress which can lead to health problems. Daivat Dholakia, Director of Operations at Force by Mojio, said, “Micromanagement causes paranoia, causing employees to waste precious time combing through their work over and over again. It’s a very inefficient management style. Dholakia said, “You want your employees to feel trusted and respected, not like they’re being watched 24/7.”
The role of a manager is to coach, support, develop and help employees do their best job. This is done by delegating, appropriately stimulating, and empowering employees to make independent decisions. Jordan Nathan, Founder and CEO of Caraway, said, “Giving employees the freedom to make small, day-to-day decisions is essential to running an effective business. It also makes them happy and reduces turnover. Justin Nabity, CEO of Doctors thrive, added, managers who try to control everyone lose the ability to hold them accountable. When employers aren’t empowered, they don’t feel like they’re part of the company. In addition, it prevents them from taking ownership of their role and capacities, which makes them feel incapable and withdraw.