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Praise for Toxic Workplace!
"Toxic Workplace! describes how to identify and best work with toxic personalities. It also provides a systemic approach for creating a culture that's positive and respectful while improving the bottom line. Kusy and Holloway share how their national research translates into real-world practices in organizations. I endorse their practical, concrete approaches that will make a significant difference in organizations today and in the future."
—Gregg Steinhafel, president and CEO, Target Corporation
"Toxic Workplace! brings a rare and valuable view of one of the great challenges facing leaders in today's organizations. It is a significant guidebook to the healthy enterprise of the future, not only because of Kusy and Holloway's systems approach to dealing with toxic personalities, but also their unique practice of creating communities of respectful engagement. This book demonstrates how this impacts both organizational social responsibility and the bottom line."
—Frances Hesselbein, former CEO of the Girl Scouts of the U.S.A.; founding president and chairman of Leader to Leader Institute, formerly The Peter F. Drucker Foundation for Nonprofit Management
"Transforming the culture to support the strategy and mission is the real stuff of leadership. Toxic Workplace! gives you the research-based tools to identify and deal with the 'dark side' of this important dynamic. Read it and you will engage your organization in new, more authentic, and effective ways!"
—Kevin Cashman, author, Leadership from the Inside Out and senior partner, Korn/Ferry Leadership & Talent Consulting
- Sales Rank: #84202 in Books
- Brand: Kusy, Mitchell E./ Holloway, Elizabeth L.
- Published on: 2009-04-20
- Original language: English
- Number of items: 1
- Dimensions: 9.30" h x .94" w x 6.30" l, 1.00 pounds
- Binding: Hardcover
- 256 pages
From the Inside Flap
"The day this person left our company is considered an annual holiday!"
This quote, taken from Kusy and Holloway's research on toxic personalities, echoes the frustration and confusion that come from working with or managing an extremely difficult person. Just one toxic person has the capacity to debilitate individuals, teams, and even organizations.
Toxic Workplace! is the first book to tackle the underlying systems issues that enable a toxic person to create a path of destruction in an organization, pervading others' thoughts and energies, even undermining their very sense of well-being. Based on all-new research with over 400 leaders, many from the Fortune 500 list, this book illustrates how to manage existing toxic behaviors, create norms that prevent the growth or regrowth of toxic environments, and ultimately design organizational communities of respectful engagement.
Kusy and Holloway's research reveals the warning signs that indicate a serious behavioral problem and identifies how this toxicity spreads in systems with long-term effects on organizational climate, even after the person has left. Their two-year, cutting-edge research study provides very specific actions that leaders need to take to reduce both the intensity and frequency of toxic personalities at work. No other book provides this menu of options from a systems perspective with practical relevance in real work situations.
You'll learn how to identify the toxic personality and describe the leader reactions and approaches that typically don't work. Toxic Workplace! provides hands-on approaches that work with research-based strategies at the individual, team, and organizational level.Toxic Workplace! will provide new insights on how leaders lead, how organizational cultures sustain themselves, and how teams deal with toxic personalities.
About the Author
Mitchell Kusy, PhD, is a consultant and full professor in the graduate program in Leadership and Change at Antioch University. A 2005 Fulbright Scholar in international organization development, Dr. Kusy consults globally in strategic planning, leadership development, 360-degree feedback, organization development, and designing organizational communities of respectful engagement. He is a visiting professor at several universities internationally.
Elizabeth Holloway, PhD, is a consultant and full professor in the graduate program in Leadership and Change at Antioch University. A Diplomate of the American Board of Professional Psychology and Fellow of the American Psychological Association, Dr. Holloway has had more than 25 years' experience as a practitioner, educator, and consultant with organizations, groups, and mental health clients. She consults globally on system approaches to mentoring, coaching, and creating organizational communities of respectful engagement.
Most helpful customer reviews
15 of 16 people found the following review helpful.
Toxic Workplace
By teamleader
The contents of this book provided me with a great understanding into the behaviours of my team that I couldn't find elsewhere, and why the team wouldn't deal with the toxic personalities that existed. It also highlighted some of the hidden effects on other individuals. I have now started the process of turning the team around and dealing with the specific problem individuals.
It is worth reading if you have trouble personalities in your work place and I have shared it with a number of other managers in my workplace.
23 of 25 people found the following review helpful.
You will never look at people the same way again
By Ralf Weiser
Hello there,
This book is really great in that it tackles the subject of toxic people by using the three-fold strategy - instead of the old and highly unreliable approach: "Just kick this or the other person off the team and thing will improve automatically". That does not work, or at least not well. The author did a great job in explaining that it does take addressing toxic people directly, and it recommends to also deal with the aftermath (usually the confusion and power vacuum) as well as with my favorite topic: Instill a great deal of integrity, honesty, but most of all purpose into your top leadership and thus the whole organization.
I found this book so captivating that I read it on a plane ride from Arizona to Philadelphia.
Ralf Weiser
7 of 7 people found the following review helpful.
Very applicable to churches
By JustinHoca
I stumbled across this book while trying to make sense of my workplace. This is the first book I've seen that takes a detailed look at what to do with a dysfunctional organization member and prescriptions for preventing future misbehavior. Like most business-related books, the prescriptions seem common sense but so few organizations implement them. A prerequisite for this book would be Crucial Conversations, as the authors promote some similar best practices in communication when alerting the toxic member to his behavior and how best to communicate to bring about results.
I looked at this book primarily through the lens of church discipline, as I found it quite relevant and I recommend this to anyone who reads the IX Marks literature. The authors surveyed managers and lower-level employees at hundreds of organizations to get feedback on "toxic" individuals and how they'd been dealt with. The result is a convincing argument about strategies that don't work, some of which seems counter-intuitive. Leadership intervening or confronting the person is not nearly effective as peer intervention. Firing the person, all else constant, will not solve the problem. There are cogent explanations that just to "expel the immoral brethren from among you" is not enough because you have to deal with the structures that were constructed both to enable and avoid the toxic personality. The entire culture of the organization has to be addressed. You have to build a culture with clear mission and expectations about negativity and acceptable behavior, so that everyone can be evaluated against clear standards. Exit interviews are crucial with anyone leaving your church to help identify organizational weaknesses that can be fixed.
Who is truly "toxic" or what is a "toxic environment?" Workplaces where illegal activity, like sexual harassment, are obvious but not the focus of the book. Toxic people are defined as having characteristics of intimidation, using subtle putdowns, negativity, shaming, and cynicism to assert their will on others. There is a "passive hostility" that everyone is aware of and would rather just avoid. He or she can be distrusting and territorial, often micromanaging if she's a manager, and taking an interest in other peoples' business as though its his own purview. There is a narcissism about them as well. The toxic are even willing to sabotage team efforts if things are not done to their liking. The authors find that, remarkably, the toxic individual is usually truly "clueless" of his or her toxicity. Most have lived their lives without anyone having the uncomfortable conversation with them about their behaviors.
Toxic people are often enabled because they are never confronted, or there exists no standard by which to confront the person. Many are kept on because their work is "necessary" and management is willing to put up with the toxicity so long as there is productivity. The authors write that this is a false choice-- while that individual may be productive, the overall effect on the organization is likely negative, hence he or she should be replaced with someone who could do the same job without the negativity. The authors don't mention professional sports, but after reading Michael Lazenby's biography of Michael Jordan it is clear that he is a toxic individual. I thought about him, Kobe Bryant, Barry Bonds, and others who were MVPs of their sports and often loathed by coaches, owners, and teammates for their toxic attitude. But in some cases, like Jordan, the toxic individual truly is the best at what he does and one cannot argue with a 72-win season. Toxic individuals often have "toxic protectors," a small group of loyalists who either fear or truly like the individual or at least seek his favor. Sometimes the structure of the organization or the lack of explicitly-stated values also protect the toxic.
I think there are times when I am the toxic individual. I know too much or perhaps am the "wet blanket" that extinguishes someone else's bright idea. There are individuals who I may think are toxic but many others seem to like. There are some in other departments who my own department interacts well with, but whose own department thinks are toxic. It's a bit tricky to put a finger on. But toxic people are generally avoided by others and eventually drive the "best" and most talented out to other organizations, leaving only the toxic in the organization. By the time management confronts them, if at all, it's too late-- the structures and defense mechanisms in place will still lead to organizational decay.
I most appreciated the comment recorded by the manager of a government agency, who stated that he bucked the stereotype of not being able to fire government employees. The manager set clear standards and values for his department by which every subordinate knew he or she would be evaluated. This allowed him to deal with problems and fire those who were unwilling to meet the standards could either quit or be fired. Simply restructuring, moving a person to a different position or changing the work assignments, was ineffective by itself. You must have a known system of values or the problem behavior will continue.
Part II of the book deals with how to change the culture of the organization, and communication strategies with the toxic organization member. The organization needs to include its values on the employee review form (what, conduct regular performance reviews?). "Respect" should be on the list of values, but management should also allow employees/members to state their own values and determine which values should be included on employee evaluations. (My government office actually has this, but some departments have abandoned doing them.) There need to be set rules for how feedback will be shared in the future.
The authors discuss team development surveys and 360 degree evaluation. If using 360 degree evals, do them with utmost confidentiality, with info kept even from the supervising manager. The authors have cautions about using a consultant; a consultant can help guide your organization through change (the authors are such consultants) but you cannot outsource dealing with toxic employees to a consultant. Above all, termination should be a last resort-- do the heavy lifting of changing your organizational culture and let the toxic person decide either to reform or leave. Research found that the toxic individual actually changed for the better, at least for a while, and many left when they decided they didn't like the reform. The authors discuss "renewal" and moving forward after a toxic individual leaves-- there needs to be a healing process and a time to deal with the various organizational weaknesses that were exposed. Like most business books, there are charts and diagrams for holding these types of discussions and formalizing a strategy.
I would recommend this book to anyone who has the power to influence an organization to which he is a member. It gets a bit wordy, but is very thought-provoking. I give it 4 stars out of 5.
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