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www.alipahlavani.com
Ali Pahlavani, MBA is a financial security advisor
offering life, health, group insurance and investments.
This article is for general information purposes only
and should not be construed as insurance, investment
or tax advice. The comments made and the opinions
expressed are those of the author and rest solely with
the author himself.
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Kind Regard
Naz Tabibi
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Michael
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Mobile: (613) 898-7733
(Endnotes)
1
It was estimated that only a few
years ago it was costing U.S. employers
$3-billion annually!
2
Peter J. Frost. Toxic Emotions at
Work and What You Can Do About Them.
Cambridge, Mass.: Harvard Business
Press, 2007, p. 14.
3
Peter J. Frost, Emotions in
the Workplace and the Important Role of
Toxic Handlers, IVEY Business Journal,
March/April 2006, p. 1.
4
Peter J. Frost, Emotions in
the Workplace and the Important Role of
Toxic Handlers, IVEY Business Journal,
March/April 2006, p. 1.
5
This acronym, of course, is
a play on words of the famous Seven
Deadly Sins: The seven deadly
sins, also known as the capital vices
or cardinal sins, is a classification of
vices (part of Christian ethics) that
has been used since early Christian
times to educate and instruct Christians
concerning fallen humanitys tendency to
sin. In the currently recognized version,
the sins are usually given as wrath, greed,
sloth, pride, lust, envy, and gluttony.
Wikipedia: website: http://en.wikipedia.
org/wiki/Seven_deadly_sins; accessed
Monday, March 24, 2014.
6
See also: http://books.google.
ca/books?id=FOrQrRYw4v0C&pg=PA3
6&lpg=PA36&dq=seven+deadly +INs+a
www.simorghmagazine.com
nd+frost&source=bl&ots=AmcLcb_Jlp&
sig=xwxlQ0KZrUDkiiXao7fQjsSZz0s&
hl=en&sa=X&ei=ZghHU5rkNaqGyQGi
3YG4CA&ved=0CD8Q6AEwAw#v=on
epage&q=seven%20deadly%20INs%20
and%20frost&f=false. Accessed Friday,
April 11, 2014.
7
In one of the largest banks in
the U.S., one manager, in front of his
department of 60 employees, publicly
disciplined an employee who felt
humiliated and bullied.
8
March-April+ 2014. At the time
of writing this article, no solid evidence
had been announced other than there
were black box pings possibly!
9
Dr. Margaret Wheatley.
Leadership and the New Science:
Learning About Organization from an
Orderly Universe. San Francisco: BerrettKoehler Publishers, 1992, 144-45.
10
I am thinking here of the
Archdiocese of St. Andrews and
Edinburgh in Scotland and the
Vaticans inquiry into Cardinal Keith
OBrien and his alleged blocking of
the abuse investigation over 30 years
ago. Website: http://www.presstv.ir/
detail/2014/04/05/357304/vatican-toprod-uk-cleric-over-sex-claim/. Accessed
April 11, 2014.
11
April 11, 2014. Website: http://
www.gocomics.com/cornered/.
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task demands incredible listening
skills, not only the obvious skills
of listening to managers and
employees and shareholders and
consumers, but also listening to
the signs of the time. Overloading
employees, what is called Intrusion
here, simply defeats the purpose of
wanting employees to be on the
lookout for new ideas and products
and to be creative. Toxic managers
and leaders simply create overload
and burnout. A leader or manager
who creates a culture of Intrusion
is one who disregards personal
and work boundaries such that
his/her demands as leader always
take precedent. One finds that
such a leader or manager also has
yes employees who are afraid
or emotionally unable to define
their own personal, family, and
work spaces. The EQ competency
of Assertiveness (AS) is very
important to handle such boundary
issues. The pleaser employee
has to say no to the overwork.
We can also include here the EQ
competency of Stress tolerance
(ST) because it allows leaders,
managers and employees to
effectively manage their emotions
to maintain balance.
The sixth deadly IN that
of INstitutional is to believe that
organizations are simply built like
machines that never give up their
demands from employees. Many
people have left organizations
because they refuse to bend to such
demands; they want to be their
own bosses and take their chances
from there. An institution that
keeps bizarre rules just because is
creating toxicity at the expense of
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manner, discipline an employee
in public in short, manipulation
of the worst kind.7 More and
more articles are appearing these
days on psychopaths who run
organizations. They are people
who may appear smooth but, in
fact, are ruthless. When someone
objects to a suggestion or
behaviour, then bullying may be
used to meet the objective. The
unethical piece is that the manager
or leader deliberately intends to
use such a strategy. People are
simply casualties who happen
to be in the line of fire! And woe
to employees having a boss who
holds grudges! Anyone is liable
to get intentionally berated and
humiliated. Of course, hostility,
anger and resentment are typically
built up in the employees; they wait
to get even somehow, and if they do
stay in the organization they often
develop strategies to play it safe
all the time true descriptions of
an addicted manager (to power,
e.g.) and codependent employees
(who cannot be themselves but
always have to be on guard).
A second deadly IN
that of INcompetence may
not seem that deadly but for
employees who work for such a
manager or leader, enormous stress
is encountered much of the time. If
every time employees have to gear
up or prepare themselves to deal
with an incompetent manager or
leader, a lot of energy is required; it
can be exhausting. I realize that we
must manage our relationships to
accomplish what needs to be done.
Incompetent managers, however,
create a culture where employees
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PART II
Brief Explanation6
I think most of us would agree that the first
deadly IN that of INtention or malice would
be, in fact, a vivid act of bullying. This would be
a deliberate act to create dysfunctional relations,
humiliate an employee, speak badly about the weak
areas of the company in a public and derisive
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