When should you consider your workplace a toxic work enviroment?

SGT Private RallyPoint Member — Mon, 13 Jul 2015 21:09:50 -0400

When, as NCO's, should you consider your workplace to be a toxic work environment? What criteria should you use to determine it? And most importantly, who do you report it to, with an expectation of resolving it?

Response by SGM Matthew Quick made Jul 13 at 2015 9:18 PM

SGM Matthew Quick — Mon, 13 Jul 2015 21:18:28 -0400

When officers and senior NCOs aren't doing the right thing, but expecting subordinates too.

Response by MAJ Ken Landgren made Jul 13 at 2015 9:24 PM

MAJ Ken Landgren — Mon, 13 Jul 2015 21:24:09 -0400

You despise going to work and have anxiety when going in. The person who can change things is one who has the higher rank as the culprits. You need to think about this and who you can trust. You will need moral courage.

Response by SMSgt Private RallyPoint Member made Jul 13 at 2015 9:45 PM

SMSgt Private RallyPoint Member — Mon, 13 Jul 2015 21:45:01 -0400

This is a great question. There are many things that go into the decisions that need to be made to fix the toxic environment.
1. What is making it toxic?
2. Are there more than one individual that feels it is toxic?
3. Is your CC a part of the problem? If not go to them and give them a chance to fix it.
Unit climate assessment would be a great place to start. If you are worried about reprisal then stay anonymous. If not then put your name all over it.
Here is my thoughts on what constitutes toxic leadership.
1. Little to no morale
2. Cliques
3. NCOs openly bashing leadership
4. SNCOs openly bashing leadership
5. CGOS openly bashing leadership
6. CC abusing his position of authority
7. NCOs/SNCOs/CGOs promoting a do as I say not as I do atmosphere
I am speaking from experience. The way we fixed the toxic environment was through a UCA. A few of us put our names in the UCA and met with the CC about our comments. Sometimes doing the right thing is hard, but if your environment is toxic then you owe it to not only yourself, but other soldiers to ensure these toxic leaders are exposed and dealt with. Just my .02

Response by CW4 Private RallyPoint Member made Jul 13 at 2015 11:06 PM

CW4 Private RallyPoint Member — Mon, 13 Jul 2015 23:06:11 -0400

When NCO's and Officers don't know what their Soldiers are doing or even care what they are doing on a daily basis. When Soldiers don't have any reservations for disobeying tasks or orders and are not fearful of repercussion or discipline. Trust me, if you can't tell if a squad, platoon or unit has a toxic environment, than you are part of the problem.

Response by COL Charles Williams made Jul 14 at 2015 12:49 AM

COL Charles Williams — Tue, 14 Jul 2015 00:49:09 -0400

SGT Private RallyPoint Member I would read what Dr. George Reed (Colonel, US Army retired) says... and decide. I would say if you don't look forward to work, or enjoy it, due to your leadership... it is likely toxic.

http://qideas.org/articles/the-four-signs-of-a-toxic-leader/

http://www.airpower.maxwell.af.mil/apjinternational/apj-s/2014/2014-3/2014_3_03_reed_s_eng.pdf

http://www.forbes.com/sites/panosmourdoukoutas/2014/11/04/how-toxic-leaders-prompt-the-most-talented-employees-to-jump-ship/

The Four Signs of a Toxic Leader | Q Ideas

“Why do we tolerateand follow toxic leaders?” For most of us, that's a complicated question—but also a personal and pertinent one. All of us have either worked for a toxic leader, or are, perhaps, toxic leaders ourselves. Here are four signs of toxic leadership to help you discern its effects on your workplace and those who work there.

Response by 1SG Private RallyPoint Member made Jul 14 at 2015 10:17 AM

1SG Private RallyPoint Member — Tue, 14 Jul 2015 10:17:31 -0400

I could write a thesis on this subject.
I've seen it twice in my battalion. The more recent occasion is worse, but they had common denominators.
1. The problem started at the top. Both times, the battalion commander was at the center of the issues, manipulating individuals to affect an agenda. That it turned people who needed to work together against each other, destroying cohesion or anything resembling efficiency in the office didn't matter.
2. All of the goals were negative. Stated goals were something like "get rid of people" or "identify what (or who) is broken" sent the message that everyone was on notice. The net effect was CYA at best, finger pointing at worst. This was particularly acute in the staff.
3. Goals were unstated. In other words, we were never told or given ridiculously vague guidance on where the battalion commander wanted his unit to go. Without goals, the unit treaded water for a time, then began a steady decline in readiness, morale, and retention.
4. Integrity went out the window. When a leader starts making up stories to make himself look cool - especially when everyone around him knows it is complete BS except the youngest troops - big trouble ensues. I think it is CSM business to put the guy in check in this situation.
5. At it's worst, the unit's members devolve into baser life forms. You'll have toadies, spies, survivalists, zombies, yes men, sloths, parasites, and sheep. It takes many years to repair this kind of damage, once inflicted.

Response by SFC Private RallyPoint Member made Oct 20 at 2017 8:51 AM

SFC Private RallyPoint Member — Fri, 20 Oct 2017 08:51:41 -0400

with all these great comments on this subject, I believe I'm in a somewhat toxic situation with my new CC and fellow FTS (AGR). I cant stand most of the FTS in this organization. with out confrontation, is there a way out of this sort of situation even thou HRC is tracking this UIC as the M1 unit ?