Breaking The Cycle: Tackling Workplace Toxicity
Connecting the Dots Between Upward Bullying and Legacy Toxicity
In my previous blogs, I've delved into the complexities of upward bullying and legacy toxicity within organisations. Although seemingly distinct, these two challenges are deeply intertwined. In this follow-up, I aim to underscore the urgency of addressing how legacy toxicity can foster upward bullying and, conversely, how upward bullying can perpetuate a toxic organisational culture. We must understand and tackle these issues to create healthier work environments.
Legacy Toxicity: The Breeding Ground for Upward Bullying
Legacy toxicity refers to the harmful patterns, behaviours, and mindsets that persist within an organisation over time, often long after their original causes have faded into the background. These toxic legacies can include outdated power structures, entrenched cliques, and a culture of fear or competition. When an organisation is steeped in such legacy toxicity, it creates an environment where upward bullying can thrive.
In toxic cultures, employees often feel pressured to adopt aggressive tactics to advance their careers or protect their positions. The absence of trust and open communication fosters an environment where undermining authority becomes a viable strategy for those looking to gain power or avoid accountability. This can lead to a sense of isolation and vulnerability among managers, who may find themselves at the receiving end of upward bullying by their subordinates. It's important to empathize with the impact of toxic cultures on employees.
Upward Bullying: A Symptom and Reinforcer of Toxic Culture
Upward bullying doesn't just arise from legacy toxicity; it can also reinforce and deepen it. When employees successfully bully their managers, it sends a message that such behaviour is acceptable, or even rewarded, within the organisation. This can embolden others to adopt similar tactics, further eroding the integrity of the workplace culture.
Moreover, when upward bullying is allowed to persist, it can lead to a breakdown in leadership. Targeted managers may become disengaged, fearful, or even leave the organisation, leading to a vacuum of effective leadership. This lack of strong, supportive leadership can exacerbate existing toxic elements within the culture, creating a vicious cycle where toxicity and bullying feed into each other. It's crucial that we, as leaders, provide the necessary support and guidance to prevent such breakdowns.
The Empowerment and Fear Behind Upward Bullies in a Toxic Legacy
In organisations plagued by legacy toxicity, upward bullying often stems from a complex mix of empowerment and fear. Those who bully their managers in such environments are not just acting out of malice or personal ambition; their behaviour is often a product of the toxic culture itself, where they have been empowered by the dysfunction that undermines the organisation's health. Understanding this dynamic requires a closer look at how the toxic environment has shaped these individuals and why they might resist change, even when it could benefit them in the long run.
Empowered by a Toxic Environment
In a toxic legacy environment, power dynamics are often skewed in favour of those willing to manipulate, undermine, or bully others into achieving their goals. Over time, individuals who engage in such behaviours may be rewarded for their actions, either explicitly or implicitly. This could result in career advancement, protection from repercussions, or even a lack of accountability. The organisation's culture may be such that these individuals are seen as indispensable—either because they have aligned themselves with key decision-makers or successfully portrayed themselves as critical to the organisation's success.
This empowerment often stems from the dysfunctional structures within the organisation. For instance, if the organisation lacks effective leadership or clear accountability measures, it creates a vacuum that those with self-serving intentions can exploit. These individuals may develop a sense of invulnerability, believing their actions will go unchecked because they have ingratiated themselves with higher-ups or the organisation has historically turned a blind eye to unethical behaviour. As a result, they become emboldened to continue, or even escalate, their bullying tactics.
Moreover, upward bullies' empowerment often reflects a broader culture that values outcomes over processes. In such environments, bullies are likely to be protected if they are seen as delivering results—whether by meeting targets, driving profits, or simply maintaining the status quo. This sends a message to the rest of the organisation that the ends justify the means, further entrenching toxic behaviours and making it increasingly difficult to challenge the status quo.
The Fear of Change
Despite their apparent power, upward bullies in a legacy-toxic environment often harbour a deep-seated fear of change. Their position, after all, is closely tied to the existing power structures and cultural norms. Any shift in the organisation's culture, leadership, or processes threatens to undermine the very foundation on which they have built their influence. For them, change is not just a disruption but a direct threat to their survival within the organisation.
This fear of change is closely linked to a sense of insecurity. Many upward bullies have become so entrenched in the toxic behaviours that they have, in effect, deskilled themselves. Instead of developing the competencies that would make them effective in a healthy work environment—such as collaboration, empathy, and adaptability—they have honed their ability to navigate and exploit dysfunction. As a result, they may lack the skills needed to thrive in a more transparent, accountable, and supportive organisational culture.
The prospect of change is frightening for these individuals because it exposes their inadequacies. In a reformed culture, their bullying tactics would no longer be tolerated, and their lack of genuine leadership skills would be laid bare. This fear drives them to resist change, often vehemently, as they seek to protect their position and power. They may engage in further bullying, sabotage, or manipulation to prevent any shifts that could destabilise their control.
The Consequences of Deskilling
The deskilling of upward bullies is a significant consequence of legacy toxicity. By relying on manipulation and coercion rather than constructive skills, these individuals become increasingly ill-equipped to handle a healthy work environment. They may need help with fundamental aspects of leadership, such as building trust, fostering teamwork, or positively managing conflict. This limits their potential for growth and makes them a liability to the organisation in the long term.
As the organisation evolves—whether through new leadership, cultural shifts, or external pressures—these deskilled bullies may find themselves increasingly out of place. Their inability to adapt can lead to a loss of influence as others better equipped to navigate the new environment rise to prominence. This further fuels their fear and resistance, creating a cycle where they become even more entrenched in their toxic behaviours in a desperate bid to retain control.
Breaking the Cycle
To break this cycle, organisations must address both the empowerment and the fear that drives upward bullying. This means dismantling the toxic legacy that allows such behaviours to flourish while also providing opportunities for personal and professional development. By fostering a culture of accountability, transparency, and continuous learning, organisations can help these individuals build the skills they need to succeed in a healthier environment.
Moreover, creating a supportive transition for those resistant to change is essential. Coaching, mentorship, and training can help them develop the competencies they lack and reduce their fear of losing status or power. By doing so, organisations protect themselves from the damaging effects of upward bullying and offer a path for redemption for those willing to change.
In summary, upward bullying in legacy toxic environments is a complex issue rooted in both empowerment and fear. Understanding these dynamics is critical to addressing the problem effectively and creating a workplace where all employees can thrive.
Breaking the Cycle: A Unified Approach
To address these interconnected issues, organisations must take a holistic approach that targets legacy toxicity and upward bullying. Here's how:
Culture Audits: Regularly assess the organisation's culture to identify and address toxic legacies. This involves listening to employees at all levels, analysing communication patterns, and pinpointing areas lacking trust and respect.
Leadership Development: Equip managers with the tools to navigate and dismantle toxic cultures. This includes training in conflict resolution, emotional intelligence, and systemic coaching, which can help managers build resilience and foster a healthier work environment.
Clear Policies and Accountability: Establish clear, enforceable policies against all forms of bullying, including upward bullying. Ensure that these policies are communicated effectively and that there are mechanisms for reporting and addressing incidents.
Promote Psychological Safety: Foster an environment where employees feel safe speaking up about concerns without fear of retribution. This can help disrupt the cycle of toxicity by encouraging open dialogue and collaborative problem-solving.
Systemic Coaching: Engage in systemic coaching to address the underlying dynamics contributing to upward bullying and legacy toxicity. This approach can help realign the organisation's culture with its core values and create a more supportive environment for all employees.
Breaking the Cycle with Systemic Coaching
To effectively break the cycle of upward bullying in legacy toxic environments, organisations must address both the empowerment that fuels such behaviour and the underlying fear that perpetuates it. This requires a comprehensive approach that dismantles the poisonous legacy and provides personal and professional growth pathways. Systemic coaching plays a crucial role in this process by helping to reshape the organisational culture and support individuals through the transition.
Dismantling the Toxic Legacy
The first step in breaking the cycle is to dismantle the toxic legacy that allows upward bullying to thrive. Systemic coaching can be instrumental in this process by helping organisations identify and address the deep-rooted issues that have been normalised over time. Through a systemic lens, coaching can uncover the hidden dynamics and power structures that empower bullies, bringing them to light in a way that encourages constructive change rather than punitive measures.
Systemic coaching facilitates conversations that might not otherwise happen, creating a space where leaders can openly discuss the toxic behaviours and mindsets that have been perpetuated. Doing so fosters a culture of accountability and transparency, where unethical behaviour is no longer tolerated, and the focus shifts to creating a healthier, more supportive environment.
Addressing Empowerment and Fear
Systemic coaching also helps address the dual forces of empowerment and fear that drive upward bullying. For those empowered by the toxic environment, coaching provides an opportunity to understand the impact of their behaviour on the organisation and their colleagues. Coaches can guide these individuals through self-reflection and awareness, helping them recognise how their actions have been shaped by the toxic culture and how they might develop more positive and collaborative ways of interacting.
Systemic coaching offers a path forward for those who are fearful of change and have been deskilled by their reliance on manipulative tactics. Coaches can work with these individuals to rebuild their confidence and equip them with the skills they need to succeed in a more transparent and accountable environment. This might include leadership, communication, and conflict resolution training—areas where they may have previously struggled due to the toxic culture's influence.
Creating a Supportive Transition
Transitioning out of a toxic environment can be challenging, particularly for those who have been deeply ingrained in its dynamics. Systemic coaching provides the support necessary for a smoother transition by offering tailored mentorship and development opportunities. Through coaching, employees who have engaged in upward bullying can learn to adapt to the new cultural expectations, reducing their fear of losing status or power.
Moreover, systemic coaching helps to create a more inclusive culture by encouraging continuous learning and development across all levels of the organisation. This approach ensures that everyone, from top leadership to entry-level employees, has the opportunity to grow and contribute positively to the organisation's success. By embedding a culture of learning and development, systemic coaching reduces the likelihood that toxic behaviours will re-emerge, as employees are continuously encouraged to develop their skills and adapt to changing circumstances.
The Path to Redemption and Organizational Health
One of the most potent aspects of systemic coaching is its ability to offer a path to redemption for those willing to change. Rather than punishing individuals for past behaviours, coaching focuses on helping them evolve into better leaders and colleagues. This approach allows individuals and strengthens the organisation, fostering a culture where mistakes are seen as opportunities for growth rather than just failures.
In summary, breaking the cycle of upward bullying in legacy toxic environments requires a multifaceted approach that addresses both bullies' empowerment and their fear of change. Systemic coaching is a key tool in this process, helping to dismantle toxic legacies, build new skills, and create a culture of accountability and continuous learning. By investing in systemic coaching, organisations can protect themselves from the damaging effects of upward bullying and pave the way for a healthier, more productive workplace where all employees can thrive.
Conclusion: Towards a Healthier Workplace
The link between upward bullying and legacy toxicity is a clear reminder that organisational health cannot be addressed in silos. By understanding how these issues are interconnected and by taking a comprehensive approach to tackling them, organisations can break the cycle of toxicity and bullying. This protects individual managers and promotes a healthier, more productive workplace where all employees can thrive.