Toxic Workplaces: The Silent Career Killer

The workplace should be a source of growth, collaboration and fulfillment. Yet, far too often, subtle behaviors and systemic issues cultivate toxic environments, silently eroding morale and productivity. It can lead to lowered team morale, silent quitting and unplanned turnover. But it can also contribute to heightened stress levels, lower productivity and emotional trauma.

In APA’s 2024 Work in America survey, 15% of respondents labeled their workplace as somewhat or very toxic. The survey also found nearly three out of five respondents said their employer thinks their work environment is mentally healthier than it actually is (59%), and nearly two out of five said they worry that if they told their employer about a mental health condition, it would have a negative impact on them in the workplace (39%).

Several factors contribute to workplace toxicity. Poor leadership, lack of communication, competitive work culture, micromanagement, unclear expectations, favoritism, resistance to change, workplace bullying – just to name a few. These contribute to an already tenuous situation where we expect a group of humans who didn’t necessarily choose to be on a team together to collaborate and navigate change while feeling good about working with one another.

In a recent conversation with Gladys Lars, founder of Clarity2 Group, a consulting and coaching firm, we delved into the complexities of toxic workplaces, uncovering key indicators and offering crucial guidance for both managers and employees to minimize and navigate the thorny side of the workplace. When it comes to workplace stress, Lars cautions, “Where we work has a huge impact on our sense of self. If we’re not careful, it can consume us—we may start taking on the negative moods and behaviors of others, almost as a survival tactic or a way to blend in. Over time, we risk losing our true selves and becoming a product of the environment.”

What Are the Warning Signs?

Lars goes on to explain that toxic work environments rarely emerge overnight. Instead, they often develop gradually through seemingly innocuous behaviors, making them difficult to identify initially. Lars highlighted several key warning signs to look out for:

• Lack of open communication and diverse perspectives – toxic workplaces can be spotted by observing behaviors during meetings, as well as observing workspaces. If it seems that only a few people—especially those in power—have the floor to speak while others are expected to simply listen or agree, it’s a major warning sign of a toxic environment.
• Self-preservation behaviors among leaders and employees – a culture of finger pointing, blame games and credit hoarding is a strong symptom of a workplace that is mired in a ‘lack of’ mindset, pitting individuals against one another vs. working collectively towards a common goal.
• Scarcity of growth opportunities – more organizations are becoming flat in structure. So even a healthy and functional workplace may have less vertical roles to grow into. However, they still focus on evolving individual skills and capabilities, ensuring the staff and organization stay competitive within their industries. If development isn’t even a topic that’s discussed, it creates an environment ripe for toxicity.
• Transactional, rather than collaborative relationships – In toxic workplaces, a lack of trust often leads to a narrow focus on tactical operations, with rigid control over how work is conducted. This mindset enforces silos instead of encouraging transparent conversations and collaborative partnerships that could improve the organization as a whole. Without trust and understanding, these workplaces struggle to navigate the blurred, nuanced aspects of work that require cross-functional and cross-team collaboration.
• Lack of Transparency During Interviews – Toxic workplaces often withhold information about their shortcomings, and this lack of forthrightness can show up even in the interview process. Candidates may not be given the full picture and are left to discover “what’s behind the curtain” only after they’re hired. It’s entirely possible to be transparent without bad-mouthing the company; candidates deserve accurate information to make an informed decision. However, toxic environments tend to uphold a façade—no matter how empty it may be.

What Can Leaders Do?

A leader plays a pivotal role in preventing a toxic workplace culture. Their actions and behaviors significantly influence the overall environment, setting the tone for how employees interact and feel. A leader’s responsibility extends beyond simply achieving organizational goals; it encompasses fostering a healthy and supportive work environment where everyone can thrive. Lars highlights key actions leaders should take to avoid creating a toxic culture for their employees and peers:

1. Dive deep into continuous self-reflection – Leaders are pivotal in shaping the workplace environment. But if they don’t understand their own moods, fears and motivations they will not be able to connect how their behavior is impacting those on their team.
2. Prioritize Open Communication – Foster a culture of open dialogue and diverse perspectives. Actively solicit feedback from employees and create channels for transparent communication, ensuring all voices are heard. Avoid gossip and ensure information is shared officially and in a timely manner. Leaders are the role models of this and if they don’t demonstrate a commitment to transparency and collaboration, chances are others won’t either.
3. Promote Growth and Development – Provide ample opportunities for professional growth, including training, mentorship and challenging assignments. Demonstrate a genuine interest in your employees’ career aspirations. You don’t need to promise annual promotions to show a commitment to developing employees’ skills and supporting their growth, especially when you expect them to contribute to the company’s growth as well.
4. Lead with Transparency and Respect – Maintain transparency about challenges and decision-making processes. Respect employees’ time and value their contributions. When employees trust that their leader is being transparent, they are more willing to navigate the unknown when changes occur.
5. Address Power Dynamics – Be mindful of power imbalances and use power responsibly. No matter how laid-back your leadership style may be, remember that a power dynamic exists as long as you have influence over employees’ finances—whether through their career growth or job security. Create a safe environment where employees feel comfortable raising concerns without fear of retribution.
6. Cultivate Psychological Safety – Foster a supportive environment where employees feel comfortable taking risks, sharing ideas and admitting mistakes without fear of judgment or punishment. Prioritize learning the leadership skills that support this in a workplace culture. Developing a culture of feedback helps you stay connected to how team members are experiencing your leadership approach.

Lars reminds us that “leaders have a critical responsibility to be self-aware and empathetic toward the stressors their employees may be experiencing. If a leader is stressed, it’s important to acknowledge that and manage it appropriately, without projecting unresolved issues, angst or anger onto their employees.

What Can Individuals Do?

An individual’s role in navigating a toxic workplace culture is multifaceted and crucial for their own well-being and professional development. It requires a combination of self-awareness, proactive strategies and a realistic assessment of the situation. Lars suggests a few tips to help you identify and navigate a work environment that can feel like a minefield.

1. Start at the interview process – During the interview process, pay attention to any potential red flags. Ask about the biggest challenges the role may involve and listen for any supportive actions or guidance that are provided. If they seem to only highlight the bright spots and are unwilling to share challenges, this could be a red flag. Another way to assess the culture is inquire about any employee engagement surveys they conduct and if you can see the latest one.
2. Pay attention during your first 90 days of onboarding – Are you surprised by what’s unfolding, or do you feel that the interview adequately prepared you to handle what you’re encountering? The early days of any job can reveal deeper issues, such as unexpected budget cuts, disparities between what was promised and what’s reality for the job, information spread through gossip rather than official channels, a lack of strategic onboarding and a team’s outright rejection of a new hire.
3. Assess the Situation: Honestly evaluate the long-term health of your work environment. Consider whether the toxicity is systemic or isolated to a particular individual or team.
4. Determine your way forward – If you believe you are in a toxic environment, you have three choices: accept it, change it, or leave it. If you want to change a toxic environment, first identify the specific change you want to create and the timeline you’re willing to commit to that change. Be honest about your risk tolerance and deal-breakers. Additionally, have an exit strategy in place that prioritizes both your well-being and your career credibility in case you are unable to implement your changes.
5. Build your network – Recognizing a toxic work environment is the first step toward protecting your well-being. If you observe the red flags discussed above, take time for self-care and honestly assess the long-term health of the situation. Lars suggests, “creating a ‘sanity board of directors’ – a trusted network of friends, family, or mentors who can provide objective perspective.” Gauge to see if the organization’s leadership and Human Resource employees can be of some help or if they are the core of the problem.
6. Prioritize Self-Care: Protect your mental and emotional well-being. Engage in activities that help you de-stress and maintain a healthy work-life balance. Avoid quiet quitting. It sets you up to operate in greater levels of stress and could hurt your reputation in the long run. You’re better off being direct about the issues you’re experiencing. If that fails to get results, take charge of your career and find a better environment for your talents.

Building a healthy and productive workplace requires a collective effort from both managers and employees. By actively implementing these strategies, we can collectively create environments that foster growth, collaboration and mutual respect. Lars recommends, “We often spend more time at work than with our family and friends. If we allow it, work can become all-consuming. However, it is our primary responsibility to advocate for ourselves and ensure we are in a safe, healthy environment that uplifts us, enabling us to perform at our best.”