Turn Toxic Employees Into Culture Champions

Whether you have one toxic employee or many, the solution to their problematic behavior is likely readily accessible. The hard truth is that these employees are often not the only problem. If we, as leaders, are tolerating or ignoring toxic behavior instead of addressing the issues head on and holding our employees accountable, we are also responsible for the toxicity that has formed within the organization.

But don’t fret; you can create an amazing new work environment that will transform your team. Once you shift your mindset to envision a workplace in which your team can work in harmony, anything is possible. Here’s how.

WHAT IS TOXIC BEHAVIOR?

Before we get started, let’s first talk about what might be considered a toxic behavior. Some behaviors that we believe are toxic are constant negativity, an inability to accept feedback or admit to making mistakes, or time spent gossiping.

Toxic behavior often stems from feelings of inadequacy and powerlessness within your staff. This does not excuse bad behavior, but employees should have a space in which they can professionally express their concerns and have the opportunity to flourish. When staff members feel that they are heard and are part of the solution, the toxic behavior often dissipates. Consider the course of action discussed below before writing off a toxic employee as a lost cause.

SOLUTIONS

Below are 10 strategies we have used in our practice to transform our culture from toxic to engaged.

1. Build a solid foundation. Does your organization have core values and are staff held accountable for them? If your values are merely a few words written on the wall but not really lived by, it’s time to revamp them. Consider what values are truly meaningful to your organization. This does not mean non-negotiable values, such as integrity and punctuality—everyone should be honest and on time. Rather, these values define who you are and what your culture is all about. For example, one of our practice’s core values is practicing humility. As an organization, this means we yield to others’ ideas and suggestions, try new things, ask for help, admit when we are wrong, say “I’m sorry,” and participate in something bigger than ourselves.

2. Hire for character, train for skill. During the hiring process, assess whether the candidate is a good fit for your organization, keeping in mind your core values. Many times, the hiring process focuses too heavily on hard skills and certifications. At our practice, we first ensure the candidate is a good cultural fit; then, we focus on what kind of technical training program they may need and make a plan to teach them. We have all experienced a bad hire who caused more social issues than their technical skills could make up for.

3. Immerse the onboarding. A robust orientation sets your employees on a fast track to understanding how they fit into your organization. Go beyond the required documentation to allow new team members to see the bigger picture. We created an onboard process in which each new hire, regardless of their role, has the opportunity to:

A) shadow each department,

B) meet the managing partner and CEO,

C) participate in customer service and lean training, and

D) become a patient for a day.

This program allows our leadership to show the new hire who we are and the community we serve and provides valuable insight into the inner workings of the practice.

4. Create a career growth ladder. Employees feel more secure when they have a clear understanding of how they can expand their knowledge and grow in the organization. Create a career ladder that allows for transparent growth options. This promotes retention and eliminates the appearance of favoritism because it defines actionable skills everyone must learn to get to the next level. We provide career ladder information to employees at orientation and hold routine check-ins to discuss their progress, remind them of expectations, and set goals for the future.

5. Teach relational skills. The relationships that employees must build within the practice are important, as is understanding how to build them. Such training helps employees to address conflicts, which will dramatically lower their chance of landing in the manager’s office. Consider teaching them relational skills early on. An important example is how to accept feedback. Teach your employees to view feedback as a gift that is routinely given and received for all team members to grow.

6. Build high-functioning teams. The five pillars of success are trust, conflict resolution, commitment, accountability, and results.

• Trust forms when team members are willing to be vulnerable with each other and have confidence that their team members’ intentions are good.
• Encourage conflict resolution by requiring each side to engage in respectful dialogue using the LEAP method.
• A team-first attitude of commitment to common goals is imperative.
• Each member should practice accountability by admitting to and learning from their mistakes.
• Be sure to measure results using metrics that appropriately gauge each team’s success.

To support these pillars, we use team-building tools, such as cross training, group meetings, open agendas, and appropriate delegation. In addition, we encourage our staff to have fun and develop stronger bonds outside of work.

7. Practice subsidiarity. The members who work on the frontline tend to be closest to the problems and are often the best equipped to resolve them. Use the talent you have to help come up with creative operational ideas and changes, instead of always leaning on leadership. This will help you better understand the root cause of the issues and will provide the employees with a voice and a learning opportunity. In addition, this method will save those in leadership the extra workload of finding a solution on their own.

8. Find the right seat. Sometimes you have a great employee who belongs on the company bus but is simply in the wrong seat. They may show all the characteristics that embody your culture but are struggling in their position. Engage in a frank conversation about their strengths, weaknesses, passions, frustrations, and the areas that may not bring them joy at work. Perhaps they shine during administrative work but are less than productive on the floor working with patients. Maybe this team member is naturally introverted. This doesn’t mean they can’t be a great employee in a more behind-the-scenes role. Be open to moving employees to different positions—or even creating a new one that best suits their strengths

9. Appreciate and recognize. Foster an environment of appreciation and recognition. For example, our managers write and mail handwritten thank-you notes to employee’s home, and not necessarily for specific reasons. Send thank you notes “just because,” to thank your staff for their hard work and dedication to their role. Remember, you don’t always need a reason to say thank you. Our office uses a software program that allows staff to celebrate each other’s accomplishments, and we hold regular employee-of-the-month and years-of-service recognitions. We have celebrations for personal achievements, such as having a baby, graduating from a program, or becoming a US citizen. Show your employees that you care about them, and don’t make everything about work. Remember, appreciation is about who someone is, and recognition is about what someone does—it’s important to celebrate both.

10. Put your mask on first. We have all heard the pre-flight instructions, “If needed, oxygen masks will be released overhead; secure your own mask before assisting others.” We cannot ensure the success of our team and the best care for our community if we do not first take care of ourselves. Prioritize your own health and needs so that you are at your best when others need you.

PLANT THE SEEDS TODAY

Creating an environment in which each employee feels heard and appreciated and has the opportunity to grow is integral to minimizing toxicity in the workplace. When you create a growth mindset, it’s easier for your staff to behave in a positive way. Changing systems within your workplace can be a daunting task, and it will not happen overnight. Just keep in mind the saying: “The best time to plant a tree was 20 years ago. The second best time is now.”