A recruiter contacted me for an executive level position. The pay was amazing, the position right up my alley and best of all, the company was local. A few clicks on Glassdoor, I quickly determined that I would never work for this company due to a toxic culture. Granted, most reviews on Glassdoor stem from disgruntled employees yet most of the evaluations detailed specific instances of executives not respecting their employees. The recruiter tried to convince me that the culture was altering and I could be a change agent within the organization. Unfortunately, many of the Glassdoor reviews called out this very same line used by company recruiters to attract them.
A company’s culture is an extension of the founder. If the founder is dysfunctional, narcissistic, insecure, it will breed cattiness, individualism and an environment rife with back-stabbing and ass-covering. Yet, there is a growing chorus of experts that suggest that founders who practice behavior that publicly shames employees often times results in outcomes that are far and above what the employee ever thought of achieving (i.e. Steve Jobs). I don’t blame the founder. There is a reason that they are where they are and not many people can say they have started a company and taken it to $xx revenue. But, the company will most likely never reach its full potential as toxic cultures lead to unhappy employees who are less productive, make more mistakes and eventually seek employment elsewhere.
I have consulted for companies of all sizes, lead organizations and teams large and small, sold companies, integrated others and have seen my fair share of disfunction. I firmly believe that you can achieve greatness without breeding a toxic culture. Yet, fixing a toxic culture can seem daunting and nearly impossible BUT, it must start from the top. Without buy-in from the head honcho, any attempt to right the wrongs is a non-starter. So, how can leaders fix a toxic corporate culture? Start with RESPECT:
R – Responsibility. Leaders must look inward before they look outward and understand what role they have played in creating and allowing such a toxic environment to flourish. They must then face the music and take responsibility for their previous actions.
E – Empowerment. Once leaders have taken accountability for their part in the past, they must involve employees in finding the solutions and develop a plan. Without ownership and employee buy-in, changing a toxic culture does not stand a chance. Ensure that the plan emphasizes transparent communication, realistic workloads, solution inclusion and how to right some of the wrongs as they occur.
S – Speed. Move fast. If changes are not apparent or moving forward with 60-90 days there is a good chance that people will revert to their old ways.
P – Public recognition. Use public forums to show appreciation for work well done. Praise goes a long way in creating a positive culture and loyalty.
E – Equality. Employees must be treated fairly and equally. Setting the playing field on equal ground is essential. Playing favorites is a sure-fire way to create dissention and resentment. Make sure all employees follow the rules.
C – Cultural adaptation. A transformation of this magnitude will have its pitfalls. Ensure that there is a mechanism for leaders and employees to periodically evaluate and modify the plan.
T – Track. Ensure that the company tracks the wins and learns from the losses. Afterall, the best-laid plans of mice and men often go awry.
In conclusion, there are only a handful of Steve Jobs out there. For the rest of us, treating your employees with RESPECT will help create a positive culture and loyal employee base that will in-turn help your bottom line.