Posted on Jul 13, 2015
When should you consider your workplace a toxic work enviroment?
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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?
Toxic Leadership
Enlisted
Leadership
Posted >1 y ago
Responses: 6
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When officers and senior NCOs aren't doing the right thing, but expecting subordinates too.
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SGT (Join to see)
Great point SGM. Pointing it out and doing the right thing is where moral courage comes in to play.
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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
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
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SGT (Join to see) 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/
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.
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COL Charles Williams
SGT (Join to see) - George Reed is worth reading. I just hope the Army starts walking the walk on this, and not just talking the talk. I have heard about this for years, but seldom does the Army remove toxic leaders...
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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.
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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 ?
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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.
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.
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