There's a toxic behavior that can wreak havoc in workplaces of all sizes - a refusal to accommodate other people's styles. This issue is particularly damaging when it permeates the management and leadership ranks. The negative ripple effect spreads far and wide when the message from the top is, "This is who I am; deal with it."
Picture this: a senior manager who constantly blames the owner and a few key people for all the organization's problems. But when you talk to his subordinates, you realize that he is doubly guilty of the same toxic behavior he accuses others of. His employees describe him as the worst boss they've ever had, and he only interacts with them to publicly criticize them.
Arrogance and ignorance form a lethal combination. The worst offenders, who display blatant arrogance and ignorance, are often the first to complain about others exhibiting the same traits. They are masters of professional deflection, staunchly believing that their management style is impeccable, even when evidence points to the contrary.
This attitude of arrogance and intentional ignorance is particularly troublesome because, as the saying goes, employees don't quit companies; they quit bad managers. Organizations facing retention issues often have managers who treat their people poorly but fail to comprehend why they are losing talent. Ironically, these same managers swiftly point fingers at their colleagues as they remain oblivious to their own detrimental behavior.
This problem is not limited to a select few behavioral styles; it occurs across the board. However, the higher one sits in the organization, the greater the negative impact and visibility of the issue.
This kind of attitude often arises from insecurity, fear, and an inability to see the bigger picture. Regardless of its origin, this behavior won't change without direct confrontation or intervention, usually from someone in a higher position. Sometimes, sugar-coating the issue won't suffice, and a more assertive approach is necessary.
Confronting these problems is challenging, especially when the offending party is at the very top of the organization and there's no one above them to intervene. However, addressing the issue is essential for the health and success of the organization.
Training can be a good starting point to improve interpersonal skills, but it's rarely the ultimate solution. Offenders may resist change, thinking that such training is for others, not for themselves. The most effective approach is one-on-one intervention. Addressing specifics and finding solutions head-on is crucial. Accountability for improvement must be established, and avoidance tactics must be identified and dealt with.
Bringing in trained professional or executive coaches can be immensely helpful in handling these situations. They can provide support and guidance to address the problem and help the offending party save face by working through their issues privately.
Unfortunately, some offenders remain blind to their faults, even when passed over for promotions. It often takes significant setbacks for them to recognize the need for self-improvement. However, some refuse to acknowledge their shortcomings even then.
As leaders, we must remember that there's always room for improvement, and before judging others, we should reflect on ourselves. Embracing humility and a growth mindset is crucial for effective leadership. Even top managers need to be open to introspection and self-improvement.
Leadership demands self-awareness and the willingness to address toxic behaviors like arrogance and ignorance. A humble and open mindset allows leaders to grow and become better versions of themselves. By valuing self-improvement and embracing the responsibility to lead with integrity, we can foster a positive and thriving work environment for all.
