Describing Both the Unacceptable and Acceptable Behaviour

30-Jan-2025

No organization wants to work with a toxic employee. The effects of toxicity can range from lowering the morale of their colleagues to damaging the company's reputation. Fortunately, there is an option for these types of employees: employers simply need to be able to see them coming.

A toxic employee is an employee who creates a sad environment around himself and others. It is usually one who spreads sadness, which is hard to manage if you're working in an office setting with lots of other people. Toxic workers are hard to supervise because they do not accept responsibilities and also are not easy to get along with. Instead of trying hard to fix their behaviour, they explain it away and sometimes blame people around them for their issues rather than owning up to whatever issue is facing them in the workplace.

In every workplace, there’s a mix of personalities, work styles, and attitudes. While most employees contribute positively to the team dynamic, there are times when a toxic employee can disrupt the harmony, productivity, and morale of an entire organization. Managing toxic employees is one of the most challenging tasks for leaders and managers, but it’s also one of the most critical. The key lies in understanding the difference between unacceptable and acceptable behaviour and knowing how to address these issues effectively while maintaining a healthy work environment.

Typically, toxic employees create behavioural patterns that are unacceptable for their teams. From covert negativity to overt hostility, toxic employees can be in the form of constant complaining, gossiping, undermining, refusal to work in concert, or sheer disrespect toward others. Such actions create an unbearable work environment, leading to decreased productivity, increased stress, and significantly higher employee turnover. On top of all of that, such an employee will be very destructive by being passive-aggressive: ignoring people's emails without response, consistently missing deadlines so that he avoids work, or expressing sarcastic, belittling remarks about anyone. These result in hurting group morale and eroding trust, both of which interfere with teamwork cohesiveness.

However, not everything challenging is bad. There may be acceptable behaviours that are troublesome but still positively constructive. For example, an employee being overly critical at times might merely be passionate about his or her work and be striving for greatness. Another could have difficulty in communication but does indeed care and want the success of the team. It can be about what the intention and the aftermath are. Acceptable behaviour, though sometimes frustrating, usually springs from good intentions and can be improved with open communication, feedback, and support.

Handling toxic employees calls for a balanced step. First, the actualized behaviour and its impacts on the team need to be identified. The leaders are supposed to be observant and proactive, addressing issues even before they get worse. Ignoring toxic behaviour reinforces it, giving people the message that such actions are acceptable. Once identified, a candid conversation with the employee must be undertaken. This conversation should centre on specific behaviours, their impact, and expectations for improvement. For instance, instead of saying, "You're being negative," a manager might say, "When you interrupt others during meetings, it discourages collaboration and makes it difficult for the team to share ideas."

Setting up clear boundaries in managing toxic employees is another vital aspect. Employees need to know what is acceptable or unacceptable. This helps lay down clear boundaries and expectations to avoid misunderstandings and keep everyone level. Additionally, it's important to have support and resources for improvement. Sometimes, toxic behaviour can be developed out of personal battles, a lack of skill, and even as a result of misunderstanding expectations. Training, mentoring, or counselling can be provided to help the employees deal with these matters professionally.

At times, managing toxic employees requires firmer action. For instance, when an employee's behaviour continues to be unacceptable after repeated warnings and support, it may need to be escalated. This may be in the form of formal disciplinary action, reassignment, or even termination. Such decisions are never easy but sometimes are necessary to protect the well-being of the team and the organization at large.

On the other side, acceptable challenging behaviour needs handling with empathy and patience. First, leaders are supposed to look for the core reason behind this behaviour and address it together with the employee for a solution. For instance, an employee who cannot manage time or is poor in time management needs a structured schedule or check-in regularly. When the problem can be handled positively, the situation can become a chance for learning.

At its core, the management of toxic employees is creating a culture that encourages respect, accountability, and open communication. Leadership must also model the values and behaviours expected of the team and encourage workers to speak out on issues they perceive as affecting their work and others. With these factors, workers are much more likely to make positive contributions in the workplace.

In conclusion, managing toxic employees is a delicate balancing act. It requires the ability to distinguish between unacceptable and acceptable behaviour; it demands enough courage to stand up for an issue and, most importantly, the compassion to support those in growth. Through proactive and thoughtful action, leaders can ensure that everyone within their work ecosystem feels valued and respected. Well, a healthy workplace is not so much about productivity; it's about people. And when the people thrive, so does the organization.