toxic leaders
Post on 19-Oct-2014
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DESCRIPTION
The terms toxic leader, toxic manager, toxic culture, and toxic organization are receiving increasing levels of attention at business conferences and in literature on leader effectiveness. This session takes a broad look at the concept of toxic leadership, the potential causes, the environments that foster toxicity, the impact of toxic leadership on organizational effectiveness, and the actions organizations can take to thrive in toxic environments and transform them into healthy, thriving, and sustainable organizations.TRANSCRIPT
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Organizations That
Toxic Leaders: Mission Versus Management
a presentation brought to you by:
Sherry Perkins
Transform
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Sherry Perkins
•M.A. Organizational Development •30 Years Experience •Technology/Management/HR •Business Owner •Chair Waco WIB Alliance •SCORE Counselor •UOP Management Instructor
Vice President Enterprise Solutions
Consulting
imagine great people ®
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Who We Are
• Founded 1991 • Over 45,000 clients served worldwide • Offices in nearly 130 countries • Founding member of the Association of
Test Publishers • Microsoft Certified Partner
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We support our clients through the full employee life-cycle, helping them identify the best people for their jobs and then developing them to their fullest potential.
Creating Value for Clients
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• 11,000 + active clients
• Client base includes 152 Fortune 2000 companies
• Represented in nearly 130 countries
Client Highlights
Financial Services Travel & Hospitality
Technology Healthcare Energy & Utilities
Education & Government
Business Services
Retail & Consumer Financial Services Travel & Hospitality
Technology Healthcare Energy & Utilities
Education & Government
Business Services
Retail & Consumer
Diverse Base of Marquee Clients
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Clients We’ve Served
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Today’s Topic
– Definition of Toxic Leadership – Signs and Symptoms – Environmental/Organizational Contributors
And Enablers that Foster Toxicity – Impact of Toxic Leadership on
Organizational Effectiveness – Strategies for Transforming Toxic
Leaders/Cultures
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Toxic Corporate Culture Signs and Symptoms? (Chat)
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A Workplace May Be Toxic If . . .
• Mediocre performance is rewarded over merit-based output (Colligan & Higgins, 2006, Doyle & Kleiner, 1993)
• Employees avoid disagreements with managers for fear of reprisal (Jones, 1996)
• Personal agendas take precedence over the long-term well-being of the company (Atkinson & Butcher, 2003)
• Leaders are constantly on edge and lose their tempers often (“Middle,” 2003)
• Employees are treated more like financial liabilities than assets (Macklem, 2005)
Gilbert, Carr-Ruffino, Ivancevich, & Konopaske (2012). Toxic versus cooperative behaviors at work: The role of organizational culture and leadership in creating community-community –centered organizations. International
Journal of Leadership Studies, 7 (1), 29-47. 3
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Toxicity
The degree to which a substance (a toxin or poison) can harm humans or animals. Usually upon repeated or continuous exposure, sometimes lasting for the entire life of the exposed organism.
http://www.medterms.com/script/main/art.asp?articlekey=34093 4
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Life Indicators
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Life Indicators
Take in Nutrients
Grow or Develop
Heal and Protect
From Further Injury
Reproduce/Replicate
Themselves
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Organizational Toxicity
Hinders
Reproductive Potential
Inhibits Healing
Stifles
Growth and Development
Blocks or Sabotages
Nutrition Process
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• Excessive Employee Monitoring • Micro-Management • Employee Bashing • Overly Demanding and Unreasonable • Unappreciative • Abuse of Power (Bullying/Exploitation) • Self-Serving • Questionable Ethics Gilbert, Carr-Ruffino, Ivancevich, & Konopaske (2012). Toxic versus cooperative behaviors at work: The role of organizational culture and leadership in creating community-community –centered organizations. International Journal of Leadership Studies, 7 (1), 29-47.
Toxic Leader Behaviors
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Life Indicators
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Organizational Toxicity
• Practice Morale Disengagement • Institutionalize Poor Business Practices • Create a “Smokescreen” or Diversion • Foster Groupthink/The Abilene Paradox
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0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Gallup Towers Perrin EEE
16% 19%
55% 64%
17% 29% Engaged
Neutral
Bitter
Source: The Gallup Organization, Towers Perrin and The New Employee/Employer Equation, The Concours Group and Age Wave, 2004
Random samples of the U.S. working population over 18 years of age
18%
62%
20%
What will your workforce profile look like?
Today, Few Employees Are ‘Engaged’ in Work
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Levels of Engagement
Highly Engaged Great Match
Fully Accountable Contagious Enthusiasm
Enthusiastic Pursuit of Goals Fully Committed
Pro-active
Engaged Supportive of Goals
Good Match Easily Motivated
Involved Focused
Understands Expectations Secure
Dis-engaged Fair Match
Not interested Questions Expectations
Avoids Participation Easily Distracted Apathetic, Aloof
Dissatisfied, Insecure
Highly Dis-engaged Poor Match Destructive Disruptive
Discourages Others Aggressive Resistance
Fearful, Bitter Does not Know Expectations
Levels of Engagement
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…a 51% Gap in Operating Income!
…a 39% Gap in Earnings per Share!
Source: Towers Perrin ‘Global Workforce Study’ (surveyed nearly 90,000 employees in 18 countries.)
…which equates to:
Engagement = Productivity & Profitability
…between high and low engagement organizations
Enhancing Your Leadership Charisma: A Step-by-Step Guide
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Enhancing Your Leadership Charisma: A Step-by-Step Guide
“…we looked at fifty global companies over a year, correlating employee engagement levels with financial results...
The companies with high employee engagement had a in operating income and in earnings per share.
Conversely, companies with low levels of engagement saw
and earnings per
Engagement = Productivity & Profitability
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To Combat Toxicity?
What Can Organizations Do
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Team Tendencies that Counteract Toxicity Leverage Diverse Ideas
Diverse viewpoints can lead a team to better problem-solving.
• You may have team members with
various learning styles and problem-solving preferences.
• You’ll need to ensure they have
opportunities to make their perspectives known.
• Strong teams find ways to ensure that
their solutions reflect a multi-cultural, multi-valued influence.
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Team Tendencies that Counteract Toxicity Strengthen Communication Channels
There’s no substitute for understanding the innate behaviors of your team
members. • Encourage active listening and ensure influence
based on task-relevant knowledge rather than on status or personal dominance.
• Apply your skills as a leader and facilitator to moderate the group and ensure that people have adequate opportunities to contribute.
• Consider communication and learning styles.
• A formal assessment of skills and strengths is an effective, time-tested method.
How to Avoid the Seven Biggest Team-Building Blunders | 25 17
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Team Tendencies that Counteract Toxicity Encourage Collaboration
It is important to create an environment that allows team members to voice their
opinions in an open & honest manner. • Solicit the perspective of individual members • Get all sides of the story; Avoid Groupthink or the Abilene Paradox (Janis,1982; Harvey,1988)
• Weigh arguments to make a decision
• Establish data and metrics to help you make decisions
• Practice strategies for “Crucial Conversations” (Patterson, Grenny, McMillan & Switzler, 2002)
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A certain amount of conflict is healthy. • Encourage collaboration and educated risk-taking
• Set the right tone and the right reward structure
that prompts everyone to contribute
• Tolerate reasonable levels of ambiguity. Testing different approaches and taking smart risks is necessary for achieving the best result.
• Most importantly, you should use failure as an opportunity to dig deeper toward a solution.
How to Avoid the Seven Biggest Team-Building Blunders | 27
How to Avoid the Seven Biggest Team-Building Blunders
Failure to Establish Appropriate Norms
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PXT Team Culture
• How do we learn?
• How do we work?
• What do we enjoy?
• How will we collaborate?
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Team Balance Table
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Open-Systems Team Model (Pre-requisites)
Dr. Oscar Mink, Open Organization, 1979
Effective Communications
Clearly Understood Goals Member Authority and Accountability
Equal Reward for Team versus Individual Achievement
Decision Level at Lowest Level of
Competency
Members Who Are Capable and
Committed
Inspire Continuous Learning
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Argyris, C. (1978) Retrieved from http://www.google.com/imgres?imgurl =http://www.leadershipnow.com/leadingblog/images/Double-LoopLearning. . . Also http://www.infed.org/thinkers/argyris.htm.
Double-Loop Learning
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Don’t Punish Your Leaders – Prepare Them
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CheckPoint 360°TM Multi-Rater System
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Competencies & Skill Sets Communication: • Listens & Communicates Effectively • Processes Information
Leadership: • Instills Trust • Provides Direction & Delegation
Adaptability: • Adjusts to Circumstances • Thinks Creatively
Relationships: • Builds Personal Relationships • Facilitates Team Success
Task Management: • Works Efficiently • Works Competently
Production: • Takes Action • Achieves Results
Development of Others: • Cultivates Individual Talents • Motivates Successfully
Personal Development: • Displays Commitment • Seeks Improvement
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Executive Competency Overview
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Continued
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Survey Summary of the 70 Items
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Development Summary Overview
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CheckPoint 360°TM Management Report
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CP360 Management Report Cont.
• Working with Sally Sample
• Accountability Process
• A Process for the Manager to Follow in Using the Report for Coaching.
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CP360 Management Report Cont.
A Process for the Manager to Follow to
use the Report for Coaching.
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What Next??
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30-Day Challenge
Effectiveness
Analysis
Leadership
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Our Gift To You (Poll)
A Leadership Effectiveness Evaluation Includes: 1. Profile XT 2. Profiles Performance Indicator 3. Checkpoint 360 Survey
Would you Like to Receive a Free Leadership Effectiveness Evaluation?
1. Yes 2. No For You
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Questions?
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