Time’s up for toxic workplaces
The workplace that runs the country is regularly cast into the spotlight amid allegations it acts as a fertile breeding ground for any number of toxic behaviours such as bullying, harassment and sexual misconduct and assault.
In response to the latest allegations, Prime Minister Scott Morrison has rightfully albeit belatedly demanded an investigation into what many consider a broken parliamentary workplace.
The latest disturbing – in fact, shocking – incident also serves as a reminder to leaders around the country that toxic workplaces do not simply appear overnight.
Broken workplaces evolve and develop over time when those in charge fail to recognise the cultural cracks appearing, even if some of those crevices appear right in front of their eyes.
A toxic workplace is created on the back of power imbalances based on position, gender, race and sexual orientation.
The toxicity takes hold of the workplace when the health, safety, respect and dignity of people are no longer a priority.
In the modern workplace, the biggest issue for most workers is the workload, or quantum of work that needs to be done.
Jobs are only hard to do because of poisonous office politics, a raft of disrespectful behaviours and the fearful energy that slowly seeps into our workplaces before completely engulfing them to make inhabitants feel unsafe.
A fractured workplace makes everything tougher to do, impacts the mental health of employees and results in plunging productivity.
Some experts even believe that hazardous conditions at work can flow into employees’ personal lives and are a catalyst for strained relationships with family and friends.
In the same way that a positive attitude and respectful behaviour are often contagious in the workplace, the opposite is also true.
While every office has its bad day, when a workplace is broken every day it has a black cloud hovering over employees to result in consistently low energy, reduced enthusiasm and a general feeling that something is simply not right.
Most leaders have a hard time acknowledging problems with their company’s culture. It is hard for them to accept they might have personally contributed to creating a toxic culture.
But the reality is those in charge are regularly provided with clues that demonstrate a workplace is more shattered than a dropped mirror.
One of the biggest tell-tale signs of a broken workplace is high staff turnover.
While employees will always seek out better opportunities, an increasing number of staff leaving after as little as six months is most likely a sign of a toxic work culture.
Low morale, unrealistic expectations for employees and a pervasive fear of making mistakes on the job are also all red flags.
And a general lack of communication and constant confusion and dysfunction are signs a workplace culture needs attention – and fixing.
Look out, too, for the workplace where public humiliation and criticism are tolerated, gossip and innuendo reign supreme and retaliation is often the consequence of raising a legitimate concern.
Other signs may include the absence of trust, excessive or cut-throat internal competition and the formation of noxious clichés.
And in a toxic workplace, it is hardly a surprise that complaints of bullying and harassment are often ignored or buried and lip service only is paid to matters of diversity and inclusion.
Every organisation has the potential to become toxic when quantities of suffering, inequity and disrespect flow liberally.
But addressing workplace culture issues needs much more than a probe or investigation.
What is required from those in charge is an acceptance their actions might have influenced a broken culture – and their commitment to act as role models and to improve communication across all levels of an organisation.
Only when repugnant behaviours are called out and acted upon can psychological safety be restored and a broken workplace begin the often arduous, painful and slow healing process.
Emeritus Professor Gary Martin commenced in the role chief executive and executive director of the Australian Institute of Management WA in 2012. He has overall responsibility for leading all aspects of the Institute’s business, which is focussed on building leadership, management and workplace capability both in Australia and internationally, and across the corporate, government, not-for-profit and community sector
Peter
March 12, 2021 at 4:10 am
Gary, great article and spot on. I rather foolishly put up with su h a toxic culture for 5 years. I left in the end but not without some scars and sone hard earned lessons!