The short answer is yes, probably. We like to think that toxic cultures are the exception. But they are not. Even the most sterling organizations will have toxic elements of culture and behavior. Such cultures have a very negative impact on individuals and the whole organization by producing stress, limited well-being, and, for some, a degradation in their mental health.
How does a toxic culture cause stress? By the behaviors it permits. These vary from severe and infrequent to often used and frequent. Both options can have a massive impact on the individual by triggering stress in the individual.
Types of toxic behaviors include arrogance, manipulation, cruelty, insincerity, stubbornness, sneakiness, misusing banter, compassion fade/fatigue, hypocrisy, lying/dishonesty, laziness, malicious gossip, prejudice, discrimination, hubris, jealousy, envy, pessimism, competitiveness, vengefulness, psychopathy, sociopathy, Machiavellianism, narcissism, self-sabotage, underperformance, bullying, harassment, fraud, corruption, wilful blindness, agnotology, suppression, plagiarism, fear and anger. One or many individuals can occasionally or frequently display each one.
The effect of these can sometimes be minor or major. Those who use these actions can show a range of characteristics: find it difficult to admit fault, apologize, and change, deny using toxic behaviors, function outside social norms and organizational rules, are emotionally intelligent, charming, and convincing—but focus on self, do not care about their impact on others, take risks and can be impulsive, seem immune to the effects of stress, can bully and harass and use other toxic behaviors.
The extent to which these actions influence or maintain the negative culture will depend on the leadership’s attitude towards toxicity, including overt or covert tolerance or ignorance of addressing them properly or using them to maintain control.
The impact of a toxic culture
It does lead to stress. Working in the presence of toxicity can lead to high levels of stress in individuals, teams, and leaders. People become demotivated and wary, waiting for the next incident of negativity. Productivity decreases, as does willingness to trust and collaborate.
Once triggered, the stress response comprises physiological, cognitive, and emotional layers. All of which can damage and be detrimental to the ability to think, pay attention, remember, and make good decisions. There can also be emotional and behavioral consequences. Prolonged and long-term exposure to these factors hurts well-being and mental health.
Negativity and the accompanying issues impact many parts of an organization, including its culture, the utilization of policies, the decision-making process, and decency and value-based behavior.
How do you know if you have a toxic culture that exacerbates stress?
This is usually a rhetorical question. We usually know whether there is a damaging ethos. We can sense it the minute we walk into the room. It is our reluctance to admit it that needs to be addressed head-on. Once we have acknowledged that and our role in maintaining it, we can begin investigating the levels of harm and stress present.
If people trust you, talk to staff about the negativity and its effects. If there is not sufficient trust, name it and say that you want to create a safe environment to explore the positive (there will be some) and address the negative. Having made that statement, follow through and devise a way of exploring.
This can be formal or informal, qualitative or quantitative. Involve the staff in working out how to review the culture. Be prepared for some sabotage, especially if toxicity and high-stress levels have been present for some time, mainly from the power brokers of negativity. They may feel intense, mainly if unchallenged, which is common. Please bring in the power brokers and help them feel safe enough to participate in the change. Let them know it is time for less stress and positivity.
Suitable areas to explore include the level of caring leadership, whether mistakes are permitted, whether skill and talent development occur, whether people matter, the presence or absence of true inclusion, whether mental health is honored, and how toxicity is named and addressed. Also, look at what is positive and working in the organization in terms of stress and well-being management—that will be your stage for making changes.
Once you know what is going on, work out with staff what needs to change to obtain a better culture. It is best to focus on expected values and associated behaviors—a code of practice. For example, gentleness—be approachable, ready to listen, and conscious of being a servant to the people.
Remember that change takes time. People don’t like change, especially those who have been maintaining toxicity. They may like the high levels of stress and often associated adrenaline. Think about what will help them let go of their security through toxicity and adopt a different way of having status.
Toxic cultures cause stress and have other effects on mental health and well-being. We know this and have done so for many years. Isn’t it time to move from knowing to doing? If only because toxicity and high levels of stress cause so much avoidable pain to those affected by them. Aren’t we better than this?
