Overcoming Toxic Colleagues at Work

Summary: Toxic employees are like cancer to an organisation. They erode trust, undermine teamwork, and sabotage success from within. Addressing their behaviour is not merely about restoring harmony but about safeguarding the core of a productive and positive work environment. Here, I will explore the concept of "Proactive Relational Aggression," a subtle yet destructive form of employee toxicity, and provide strategies for effectively addressing and mitigating its impact.

"Toxic employees are like a virus; if not contained, they can infect the entire workplace, undermining morale, productivity, and teamwork"

Aggression in the workplace often manifests through the actions of toxic individuals or groups. In previous posts, we've explored the impact of toxic line-managers and challenging clients or customers. In this third instalment, I’ll delve into the issue of toxic colleagues and how their behaviour can disrupt the work environment.

Toxicity or aggression in the workplace refers to any behaviour by an individual or group that is deliberately aimed at causing harm to others within the work environment. This can manifest through verbal, physical, or psychological means, and can be directed towards colleagues, subordinates, or superiors.

Most managers and employees are familiar with “Reactive-Expressive Aggressions” in the workplace. These are linked to verbal aggression (yelling, swearing, name-calling, making threats, sarcastic or demeaning language) or physical aggression (hitting, pushing, slapping, throwing objects, physical violence). Many of you have likely witnessed such hostile work environments in your professional careers. These forms of aggression are generally straightforward to identify, record, and document, allowing employers to take swift corrective action, which may even result in the separation from the organisation. However, a less recognised and more covert type of aggression exists, the so called "Proactive Relational Aggression."

What is Proactive Relational Aggression

This type of aggression is often more subtle and challenging to detect than other forms of workplace aggression. Proactive Relational Aggression involves deliberate and strategic actions designed to damage someone's reputation, hinder their professional advancement, or exert control over social dynamics within the workplace. Unlike reactive forms of aggression, which are often impulsive and visible, proactive relational aggression is premeditated and calculated. It typically aims to manipulate perceptions and social relationships to achieve personal objectives, such as gaining power, securing promotions, or undermining competitors.

"Toxic employees do not just disrupt productivity; they poison the entire work environment”

Proactive Relational Aggression is insidious because it often involves covert strategies that are not immediately obvious, making it harder for the victim to address or report. It undermines trust, damages relationships, and creates a toxic work environment, all while remaining under the radar of formal disciplinary processes. Addressing this form of aggression requires heightened awareness and proactive measures to foster a transparent and supportive workplace culture.

Here are some common examples of Proactive Relational Aggression:

• Manipulating Social Perceptions / Spreading False Rumours: Using deceitful tactics to influence how others perceive a colleague, often by implying they are unreliable or unprofessional without providing any concrete evidence. This strategy involves deliberately spreading misleading or false information to tarnish the colleague's reputation and create distrust among their peers. Examples include initiating rumours about their work ethic, falsely attributing mistakes to them, exaggerating their shortcomings to make them appear incompetent or untrustworthy, or fabricating incidents to paint them in a negative light. Such actions can severely impact the targeted individual’s reputation, relationships, and career opportunities.
• Social Exclusion: Forming strategic alliances with other employees to systematically isolate and marginalise a targeted individual. This can involve deliberately instigating or intensifying conflicts between colleagues to create divisions within the team, intentionally excluding a colleague from key meetings, team activities, or social events, thereby limiting their networking opportunities, and visibility within the organisation. Additionally, selectively sharing important information or opportunities with certain colleagues while deliberately excluding others creates disparities and undermines the excluded individual’s position. This form of exclusion is designed to erode the individual's sense of belonging and diminish their influence in the workplace.
• Subtle Sabotage: Offering support, resources, or assistance to a colleague but deliberately failing to follow through, leaving them in a vulnerable position and impeding their progress. This can involve pretending to be supportive while covertly placing obstacles in their path, engaging in actions that seem harmless but are strategically designed to undermine their performance. Such tactics may include supplying incorrect information, withholding critical updates, manipulating deadlines to increase stress, spreading inaccurate procedural details, deliberately misdirecting requests, or failing to deliver necessary resources. The intent is to create confusion, leaving the colleague unprepared or misinformed, and ultimately setting them up for failure. Additional forms of subtle sabotage might include using insincere praise or vague criticisms to erode a colleague’s confidence or damage their reputation.
• Discrediting in Front of Higher-Ups: Subtly undermining a colleague’s ideas or contributions during meetings or discussions with supervisors and senior management, often through dismissive comments or highlighting minor flaws, to erode their credibility and influence. This can include making unfavourable comparisons to other employees or projects, thereby casting doubt on the colleague’s competence and reducing their standing in the eyes of decision-makers. Such actions can undermine the colleague’s professional reputation, limit their opportunities for advancement, and skew perceptions of their contributions within the organisation.
• Manipulating Feedback: Deliberately providing skewed or misleading feedback about a colleague’s performance with the intent to harm their professional standing or hinder their career progression. This can involve exaggerating minor mistakes, downplaying achievements, or framing constructive criticism in a way that unfairly highlights weaknesses while ignoring strengths. Such manipulation is often subtle, presented under the guise of "honest feedback," but is designed to influence evaluations negatively, damage the colleague's reputation with supervisors, or create self-doubt, ultimately impacting their confidence and opportunities for advancement.

The behaviours described above exemplify what I refer to as "Toxic Colleagues" - a troubling reality that, despite being hard to believe, is unfortunately present in many organisations. These individuals engage in manipulative and aggressive tactics that undermine their peers, spread negativity, and foster a culture of distrust and conflict. Their actions, such as spreading rumours, sabotaging others' work, or creating false narratives, contribute to an atmosphere where collaboration and mutual respect are stifled. As a result, employees may experience increased stress, reduced job satisfaction, and a lack of motivation, all of which can lead to higher turnover rates.

How Prevalent Are Toxic Colleagues in the Workplace

I recently conducted two LinkedIn opinion polls on this topic. The first poll revealed that negative behaviours such as gossiping, backstabbing, exclusion, and undermining are widespread in many workplaces. Specifically, 42% of respondents reported encountering these behaviours "often," while an additional 14% observed them "always." This indicates that over half of the workforce (56%) is frequently exposed to toxic colleagues, leading to diminished trust, reduced morale, and adverse effects on productivity and job satisfaction.

The second poll results indicated that gossiping and backstabbing are considered the most harmful toxic behaviours in the workplace, with 40% of respondents identifying these as the most detrimental. This suggests that interpersonal betrayal and negative talk behind one’s back significantly impact employee morale and trust. Undermining, chosen by 35% of respondents, is also seen as a major issue, as it can erode confidence and hinder collaboration by creating a competitive or hostile environment. Exclusion, selected by 26% of respondents, is perceived as slightly less harmful but remains a significant concern, as it can lead to feelings of isolation and diminish an individual's sense of belonging and value within a team.

"Gossip is the poison that seeps into the cracks of a toxic workplace, eroding trust, damaging reputations, and creating a culture of fear and suspicion"

Existing research supports these results, highlighting the prevalence and impact of toxic workplace behaviours. The CIPD Good Work Index 2024 found that the most common type of conflict in the workplace is being undermined, with 48% of employees experiencing it. Similarly, a study by Savanta revealed that 22% of UK employees have faced exclusion at work, and research from Randstad indicates that one in five workers in the UK feels they don't belong at their workplace. According to the Harvard Business Review, 96% of employees admit to engaging in gossip (positive and negative) at work, underscoring its pervasiveness.

"In a toxic workplace, backstabbing becomes a survival tactic, where trust is betrayed for personal gain, and true collaboration is abandoned for the sake of self-interest"

Negative behaviours like gossip, undermining, and exclusion are often symptoms of larger organisational problems, such as poor communication or unresolved conflicts. Simply banning these behaviours is ineffective; in fact, the Harvard Business Review notes that such directives often backfire, exacerbating the very issues they aim to address. Many organisations attempt to suppress toxic behaviours without tackling the underlying causes. To effectively mitigate these issues, organisations should focus on enhancing transparency among line managers, fostering open communication, and addressing workplace concerns directly.

What Can Managers Do About it?

While it’s commonly acknowledged that employees often leave their jobs due to poor line-management, it’s crucial to recognise that the influence of toxic colleagues can be equally detrimental. Addressing toxic colleagues and their behaviours is essential for fostering a positive work environment and ensuring that employees are motivated to stay and contribute effectively.

"Addressing toxic employees swiftly and decisively is essential for maintaining a healthy workplace; it's not about eliminating problems but about fostering a culture where positivity and respect can flourish"

Managers are pivotal in addressing and mitigating the impact of toxic colleagues in the workplace. Effectively managing toxic behaviours requires a comprehensive approach that combines immediate intervention with long-term cultural change. Here’s how managers can contribute to creating a more positive work environment:

1. Lead by Example: To foster a positive workplace culture, managers must model the behaviour they expect from their team. Demonstrating respect, professionalism, and effective communication in all interactions sets a high standard for others to follow. Managers should handle conflicts gracefully, addressing disputes constructively and fairly to set an example for resolving disagreements. By embodying these qualities, managers create a framework for employees to emulate, promoting a respectful and collaborative work environment.
2. Establish Clear Expectations: Setting clear standards for behaviour is essential to maintaining a positive workplace and preventing the spread of toxicity. Clearly communicate the organisation’s policies on acceptable conduct and outline the consequences for violations to all team members. Providing specific examples of positive and negative behaviours helps employees understand what is expected of them. When these standards are well-defined and consistently communicated, organisations can reduce ambiguity, which is often exploited in toxic environments, and promote a culture of accountability that discourages harmful behaviours.
3. Monitor and Address Issues Promptly: Regularly observing team dynamics is crucial for detecting early signs of toxic behaviour or interpersonal conflicts. Promptly addressing these issues, whether through reports or observations, is essential to prevent them from escalating and infecting the broader work environment. Taking swift corrective actions or implementing interventions as needed demonstrates a proactive commitment to managing workplace conflicts, ensuring that toxic behaviours are dealt with before they become ingrained and more difficult to resolve. This approach helps maintain a healthier, more positive workplace culture.
4. Create an Open and Safe Environment: Foster a work environment where employees feel comfortable reporting toxic behaviours or conflicts without fear of retaliation. Providing support through resources such as an open-door policy, anonymous reporting systems, or access to HR representatives ensures that employees have a safe platform to voice their concerns. Encouraging a culture of openness helps in addressing issues early and maintaining a supportive workplace atmosphere.
5. Provide Training and Development: Equip employees with conflict resolution skills and enhance interpersonal relationships through targeted training programs. Leadership development is also crucial, as investing in training for managers improves their ability to handle difficult situations and manage teams effectively. Ongoing training and development opportunities help build a more resilient and adept workforce capable of navigating and mitigating workplace challenges.
6. Facilitate Open Communication: Regular one-on-one meetings with team members provide an opportunity to discuss concerns and gather feedback on team dynamics and individual issues. Promoting a culture of open feedback encourages employees to voice their concerns and suggestions for improvement. By facilitating ongoing communication, organisations can address issues proactively and foster a more engaged and communicative work environment.
7. Implement Fair and Transparent Processes: Develop and enforce a clear, structured approach for handling complaints and disciplinary actions related to toxic behaviours. Ensuring that policies and procedures are applied consistently across all employees helps maintain fairness and objectivity. By making decisions based on clear criteria rather than personal biases, organisations can uphold integrity and trust in their processes.
8. Support Affected Employees: Provide access to counseling services or employee assistance programs for individuals affected by toxic behaviours. Encouraging a supportive team environment where colleagues can offer assistance and encouragement also helps those impacted by negative behaviour. Providing these resources and support networks is crucial for helping affected employees recover and feel valued within the organisation.
9. Promote a Positive Work Culture: Recognise and reward positive behaviour and contributions to reinforce a culture of respect and collaboration. Organising team-building activities and events helps strengthen relationships and promote mutual understanding among team members. By celebrating positive behaviour and fostering a collaborative environment, organisations can cultivate a more cohesive and supportive workplace culture.
10. Review and Adapt Policies Regularly: Regularly assess the effectiveness of workplace policies and practices related to behaviour and conflict management. Use employee feedback and incident reports to make necessary adjustments to ensure that policies remain relevant and effective. Adapting policies based on real-world insights helps organisations stay responsive to emerging issues and continuously improve their approach to managing workplace behaviour.

By actively engaging in these practices, managers can create a healthier work environment, reduce the impact of toxic colleagues, and enhance overall team cohesion and productivity.

What Can Employees Do About it?

When dealing with toxic colleagues, employees can take several proactive steps to protect themselves and foster a healthier work environment:

1. Set Boundaries: Establish clear personal and professional boundaries with toxic colleagues. Avoid engaging in gossip or negative conversations, and politely decline involvement in any behaviour that goes against your values or workplace ethics.
2. Document Everything: Keep detailed records of interactions with toxic colleagues, especially incidents that involve bullying, sabotage, or other harmful behaviours. Documenting these occurrences with dates, times, and specific details can be crucial if you need to escalate the issue to HR or management.
3. Stay Professional: Maintain professionalism in all interactions, even when faced with provocation. Responding with calm and composed behaviour can help prevent escalation and protect your reputation.
4. Seek Support: Don’t hesitate to seek support from trusted colleagues, a mentor, or your HR department. Sometimes, simply discussing the situation with someone else can provide clarity and reduce feelings of isolation.
5. Focus on Your Work: Concentrate on your tasks and responsibilities, ensuring that your work remains high-quality. By focusing on your performance, you minimise the impact of the toxic colleague’s behaviour on your career.
6. Use Company Resources: Many organisations offer resources such as employee assistance programs, conflict resolution services, or counselling. Taking advantage of these can provide guidance and strategies for managing the situation.
7. Consider Mediation: If the situation allows, consider requesting a mediated conversation with the toxic colleague through HR. This can sometimes help resolve misunderstandings or conflicts in a structured, neutral environment.
8. Know When to Escalate: If the behaviour continues or worsens despite your efforts, it’s important to escalate the issue. Report the toxic behaviour to a supervisor, manager, or HR, using your documented evidence to support your case.
9. Foster a Positive Network: Surround yourself with positive, supportive colleagues who share your values. Building strong relationships with others can help buffer the negative impact of toxic colleagues and create a more resilient support system.
10. Protect Your Well-being: Your well-being should always be a top priority. If the toxic environment becomes overwhelming and starts to affect your mental or physical health, consider taking a break or exploring alternative job opportunities.

By taking these steps, employees can better manage their interactions with toxic colleagues and contribute to a more positive and productive workplace.

Some Final Thoughts…

The priority for organisations is to uphold their core values and foster a positive and inclusive work culture. Employees are expected to embody and align with these values, which typically emphasise respect, collaboration, integrity, and professionalism. When toxic behaviours consistently disrupt the work environment and undermine these principles, it becomes essential for organisations to take decisive action. This includes addressing the behaviours through clear communication, providing opportunities for improvement, and enforcing policies that support a respectful and productive workplace.

For organisations committed to their values, maintaining these standards is crucial not only for employee well-being but also for overall business success. If an employee repeatedly fails to align with the organisational values and exhibits behaviours that are detrimental to team cohesion and morale, despite support and intervention, it may be necessary to reassess their role within the company. In such cases, parting ways with the employee may be the most effective solution to protect the organisation's culture and ensure that the remaining team members can thrive in a positive environment.

By holding all employees accountable to the organisation's values and standards, and making tough decisions when necessary, companies can reinforce a culture of respect and integrity. This approach helps ensure that the workplace remains conducive to collaboration and success. Ultimately, prioritising cultural fit and adherence to organisational values is key to sustaining a healthy, productive work environment where everyone can contribute effectively.

Read more:

• Adopting Machiavellian Survival Tactics in the Workplace
• Spotting Micromanagers: 31 Telltale Signs!
• Toxic Clients Do Demotivate Employees!
• 8 Essential People Management Skills
• Building Positive Relationships Between Employees and Bosses
• The ‘Golden Rule’ for Managing People

Thanks for reading my blog & your kind support. Were any of the insights provided of value to you? I would welcome your feedback - please do ‘Like’ or ‘Comment’ your experience on this subject in the space provided! - Follow me on LinkedIn for more articles and insights!

Disclaimer: The author is making this ‘Opinion Blog / Guide’ available in his personal effort to advance the understanding of best practices in workplace related matters. The author assumes no responsibility or liability for any errors or omissions in the content of this ‘Opinion Blog / Guide’ or for the results obtained from the use of the information provided. The information is provided on an ‘as is’ basis with no guarantees of completeness, accuracy, usefulness or timeliness and without any warranties of any kind whatsoever, express or implied. The views expressed are solely those of the author in his private capacity and do not in any way represent the views of any entity whatsoever with which the author has been, is now, or is to be affiliated in the future.