How can you create a culture of trust in a toxic work environment?

Get rid of those creating the toxin. Seriously. I don't care if they're "rainmakers." They need to go. You can either play nice in this organization and support equitable values and actions, or you can leave. With 25+ years as an employment attorney, all too often I've seen organizations hold onto the bullies because (a) they are afraid of them themselves; and (b) they supposedly generate revenue and are untouchable.

One of the key first steps in assessing toxicity is to evaluate the level of psychological safety present in the environment or in your team. As Amy Edmonson reminds us, psychological safety is the ability to speak up with questions, concerns, or mistakes without fear of ridicule or punishment. But there are actually 7 dimensions of safety, ranging from trust, to risk tolerance, to the ability to be vulnerable. For example, have you been on a team where you felt like it is safe to make a mistake, but yet failures were swept under the rug and not reported upwards? Does your team say they value innovation, but then only reward proven ideas? It's important to assess what factors are eroding the psychological safety before you take action.

I have studied dark personalities in the workplace for more than ten years, and chances are that if there is one of these individuals in the organization, you will have problems associated with a toxic workplace. The challenge is proving that they have a negative effect on people. I usually advise organizations that see these problems to run confidential surveys including measures of civility, harassment, well-being, satisfaction, etc. The survey results indicate if teams are suffering and allow organizations to investigate the causes. Let's be honest: most of the time, HR, managers, and employees know who is causing the problems. Surveys can help prove what is known, but they are only helpful if organizations are ready to TAKE ACTION.

I recently asked a founder about his culture... And he started talking about free lunches & ping-pong tables. This is not culture. When you get the culture right: People are excited to show up, employees self-manage, and retention is extremely high. And great business results naturally follow. Focus on the 10 things in this post and you’ll be on your way!

Firstly, the only way to get people to trust, is to start trusting themselves first. Trust is the currency of relationships (culture and leadership). In toxic environments, an intentionally deliberate collaboration between people needs to happen when they are made to partake in risk. When people share a risk together, they come to depend on each other even when they don’t want to. This experimental learning is the foundation of how trust develops and grows. Authentic leaders who constantly persevere to build and sustain cultures of belongingness, create a climate where partaking in risks is a way of building trust, safety, vulnerability and connectedness. This risk-taking ability is fostered on purpose with clear and authentic intentions.

In a toxic culture that means trust is already at risk or even broken. To fix a broken trust, you will have to put in more effort than to build trust from the beginning. It starts from understanding how your behaviors have negative or positive impacts on others at work and how you can change it. Sometimes you just aren't aware of that or maybe those are the skills you need to learn or improve, then having a clear plan to do so.

Open and honest communication stands as a cornerstone for trust-building within a team. It entails the sharing of pertinent information, providing constructive feedback, actively listening, and owning up to one's mistakes. Transparency should extend to articulating goals, expectations, and obstacles, while also inviting team members to express their viewpoints, concerns, and ideas. This practice fosters an environment of mutual respect, understanding, and accountability among team members, enhancing collaboration and productivity. Ultimately, when leaders prioritize open and honest communication, they pave the way for stronger relationships and a more cohesive, high-performing team. #leadershiptrainer #softskilltrainer

Here are five principles to communicate effectively and build trust in every interaction: 1. Maintain or enhance self-esteem. 2. Listen and respond with empathy. 3. Ask for help and encourage involvement. 4. Share thoughts, feelings, and rationale. (to build trust) 5. Provide support without removing responsibility. (to build ownership)

It's important that you are also showing that as a leader you are human and vulnerable as well. It's hard reporting to someone who points out everyone else's mistakes but doesn't acknowledge their own, this can create a culture of fear and hypocrisy. Be self-aware, define success, be consistent on accountability, and be willing to listen. You won't always have the answer, it's okay to circle back or acknowledge you don't know something but will get back to them with the answer.

In diverse workspaces, building trust goes beyond open dialogue. It's understanding that each team member, shaped by their unique cultural tapestry, perceives trust differently. What if, instead of just speaking openly, we learned to speak in colors, tones, and rhythms that resonate with each individual? Acknowledging cultural nuances, celebrating diverse feedback mechanisms, and weaving an inclusivity narrative can change the trust dynamic. It's about WHAT we communicate and HOW we align it with the intricate dance of cultural sensibilities. Can we then evolve into leaders who don’t just seek to be understood but to understand deeply? The mosaic of trust is as varied as the cultures that shape it.

Toxic work environments are almost always the result of leaders who do not "walk the talk". It is up to all leaders to hold each other accountable and more often than not, for political or other reasons, leaders fail in this essential role. That is when toxicity creeps into a culture and if left unchecked, takes over. Do as I DO, not as I say should be mantra #1 for all who aspire to be leaders people want to follow, vs. leaders who believe their positional authority is enough. A culture takes years (decades) to create, but can be destroyed in the blink of an eye if you are not careful.

In the tapestry of global workplaces, "modeling behavior" takes on diverse hues. Integrity in one culture might wear a different shade in another. Can we, as leaders, wear lenses that capture these nuances? It's not just about demonstrating professionalism but understanding its cultural contexts. What if we embraced a multidimensional definition of empathy with myriad cultural interpretations instead of a is? To genuinely inspire teams spanning continents and cultures, we must model behavior and learn the myriad ways trust manifests. The question is, are we ready to be global leaders and global learners in our own backyard, understanding the multifaceted language of trust?

Listen, empower, elevate, and inspire respect across your teams. As a leader, you have ultimate responsibility and accountability for those on your team and within your sphere of influence. Likely, you won't be able to fix the entirety of the culture all at once. But you can fix the subculture that you control, and from there, increase positive influence.

acting with integrity has been non-negotiable for us. We've found that consistently making ethical decisions, even in challenging situations, sets a clear standard for our team to follow. Demonstrating competence has also been crucial. When our team sees us continually improving our skills and knowledge, it motivates them to do the same. We've made ongoing learning a part of our culture.

A leader cannot be dogmatic and question the team on not taking initiatives. There should be space to listen, more than speak. People and ideas both should be welcomed with open arms. The leader should portray how they want their team to be - receptive, a good listener, thinker, creator, observer.

Consistency is Key: Ensure that your actions consistently align with the values and behaviors you advocate for. Inconsistencies between words and actions can erode trust rapidly. By consistently embodying the desired behaviors, you not only set a clear standard for your team but also reinforce the importance of these behaviors in shaping a positive and collaborative work culture.

First things first, create and live your core values. Define what your organization stands for, what's expected in terms of behavior, and make sure everyone knows about it. These values should be a part of everyday work life.

When you empower your team it’s a very crucial way to show them you trust them and giving them the power to take decisions . Also Giving them responsibility gives them a sense of ownership. You should also Encourage your team to take risks to learn from their experience. Make them a career development with a clear career path.

When coming into an organization with a toxic environment, the 1st step should be to query every single employee to specifically identify the issues that are contributing to a negative environment. One of the symptoms of a toxic environment is that employees are typically hesitant to share concerns because they are bullied or ridiculed, so creating a safe space to talk about issues can in itself have a profound effect. Next focus on brainstorming ways that you as a leader and they as individuals can create positive changes. Regardless of your rank, by addressing the elephant in the room and implementing steps to improve, even low-level managers can create a ripple effect that others will mirror when they see the positive results.

In a world of varied cultural narratives, empowerment transcends mere delegation. What if the freedom one culture cherishes is the collaborative spirit of another? To truly empower is to recognize and appreciate these cultural intricacies. It's to trust, not just in their competence, but in their diverse expressions of responsibility and risk. Can we equip our teams with resources, not just tangible, but cultural understanding? To empower is to respect the myriad paths to success, to honor each unique journey, and to celebrate every culturally rich milestone. Do we merely seek to empower, or are we prepared to immerse ourselves in the vast cultural tapestries that define empowerment across the globe?

Consult HR. They can advise if harassment, discrimination or abuse violations are occurring. Document incidents factually. Keep records of inappropriate behaviors, policy violations etc. Arrange mediation. An objective third party can help resolve interpersonal conflicts. Speak up collectively. There is power in numbers. Band together with coworkers to call out problems. Maintain composure. Don't counter toxicity with aggression. Be solution focused. After raising concerns, pivot to "How can we fix this situation?"

Here’s the hard truth: you cannot rationalize with an irrational person. As much as we’d all like to believe any conflict can be solved by being reasonable and clearly and calmly communicating the facts and presenting potential solutions - when you are dealing with a toxic or narcissistic person who feels threatened, objective reality no longer applies. The most immediate and impactful thing an organization can do is to remove the toxic person. Small, noncommittal actions to try and mediate will only disenchant your good people.

I have learned that addressing toxicity isn't just about confrontation but understanding its diverse roots. What's viewed as assertive in one culture may be seen as aggressive in another. Are we equipped to discern the subtleties? It's not merely about seeking help but recognizing that approaches to conflict differ across cultures. Addressing issues requires us to be culturally agile: understanding, respecting, and navigating these intricacies. Can we rise above merely addressing concerns to understand their cultural undertones truly? The challenge isn't just to dispel toxicity but to tread a path that respects every cultural echo. How attuned are we to the subtleties to sustain change?

To address the issue and encourage people to feel comfortable to speak up, it has to start from the changes in the behaviors from management levels. Lots of time people don't speak up because they are scared to do so. Psychological safety is the topic that all the managers need to be trained on.

It’s necessary to protect everyone’s rights and interest of all the team for their well being. We need always to demonstrate that we care and want a healthy environment for everyone. You need to be committed in following through on the actions and decisions taken. This sends a clear message that toxic behavior will not be tolerated .

As a leader, you cannot ask for feedback, you must demand it. Asking "does anyone have anything for me?" at the end of a meeting is not a genuine request for feedback. Create those psychologically safe spaces for you team to share that feedback. If you aren't doing a 360 degree feedback, don't ask your subordinates to do one. If you really want to show some vulnerable leadership, don't just do a 360, but share the results and what you intend to do about it. That can be the first step in building a culture of continuous, open feedback, something that is the antithesis to a toxic one.

It is crucial to being open to learn and willing to take constructive feedback. Sometimes the only way to receive feedback is to ask. There is no way we can understand every cultural consideration or every person's individual needs, but we should be willing to learn, and quick to apologize if we err and do/say something insensitive. People are looking for authenticity and humanity.

Embrace a Growth Mindset: Recognize that everyone, including leaders, has room for growth. By actively seeking feedback and viewing challenges as opportunities for learning, you signal to your team the importance of continuous development. This not only elevates your leadership but also fosters a culture where feedback is valued and personal growth is celebrated.

Our journey towards a trusting culture is iterative. Actively seek feedback, and more importantly, act on it. The willingness to evolve and adapt is a testament to our dedication to our team and our shared mission.

Have a anonymous feedback holder. When I interned at Havells, I saw the feedback holder at the dining area. It fosters the idea of opening up and speaking about the problems at work which can be dealt in a better way. The 'anonymous' aspect provides comfort in coming out.

Be understanding. People make mistakes. Focus on learning rather than blame. Be patient and consistent. Changing culture takes time. Persist in modeling desired attitudes and actions. Validate concerns. Listen without judgment and acknowledge people's frustrations. Seek solutions together. Build relationships. Get to know your team members as individuals. Find common interests and values. Reward integrity. Recognize those who demonstrate ethics, accountability and character.

It is not a CULTURE of trust if there is toxicity. There can be interactions, conversations and relationships that trust, but there if toxic people can erode the trust away it is not a culture or environment of trust! ??

Creating a culture of trust is two way relationship between all stakeholders in the team. If the team environment is toxic, assess root cause as who or what is the driving force. It could power play, insecure manager, ripple effect of toxicity multiplied over time, new member affecting the culture... Once you identify the root cause, you need to decide if you would like to address it from the front seat, influence positive behaviour through alternate channels based on your role, power play dynamics. It takes years to build the trust but seconds to break it. So you need more patience if you are stuck in a toxic environment and want to be a change agent to create thriving ecosystem around you. And you will get there with perseverance ...

Toxicity is about a complete communication break down. Once the root cause is identified, it becomes relatively easier to deal with. In such an environment it becomes necessary to open lines of communication, build trust and prepare the team in change management. All this before dealing with the toxicity.

The only way to create trust in a toxic environment is to change the environment Trust and toxic do not work together… they are polar opposites You need to work on your culture, be serious about behaviours you tolerate, endure there are consequences and transparency