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www.alipahlavani.com
Ali Pahlavani, MBA is a financial security advisor
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45

How Toxic Can This Place Get?

62

smoking is cool) and choose life


instead. A little thought anticipates
consequences but, of course, we
now know from our research that to
think and anticipate events clearly,
a leader, manager and employees
in short, any organization need
emotional intelligence health.

In Part III we will look
more specifically at the notion
of organizational bullying and
toxicity. Organizational toxicity
is a breeding ground for bullying.
One may not want to bully but the
context may frighten employees
into behaving badly because
they, in turn, know that they will
be evaluated by toxic managers
or leaders and so adopt toxic
behavioural patterns.

Michael
E-mail: worthplace@gmail.com
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/.

46

62
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

47

How Toxic Can This Place Get?

employee health and, often, their


safety as well. An emotionally
intelligent leader or manager
knows when and how much work
is reasonable and what kinds of
policies make sense. If the saydo gap is too great between what
the institution states as ethical
policy and the behaviour of its
leaders or managers, INstitutional
toxicity has implanted itself in the
organization. The Roman Catholic
Church has particularly felt the
public sting such a perceived and
often actual gap in the child abuse
examples which involved not only
priests, but bishops and even one
cardinal.10 It often takes a long
time to build up institutional
equity on the part of employees
or parishioners after such gaps.
GEs stretch goals, pushed
by Jack Welch when he was the
CEO, is a good example of how
such challenges can turn into
toxic waste, psychologically
and spiritually speaking. Many
organizations used such stretch
goals and created organizational
atmospheres that made it impossible
for employees to breathe because
they exhausted employees because
the goals were simply unrealistic.
GE even had the policy that each
year, no matter how an employees
performance was, that the bottom
10% of employees were let go!
This feels so much like culling
the herd which, of course, it was,
but instead of a herd, the cull was
done to people, to employees! The
EQ competency of Reality Testing
(RT) would be an important
antidote to such toxic behaviour
by leaders and managers for reality
would be checked out by feelings
www.simorghmagazine.com

and thoughts to see if a policy (e.g.,


stretch goals) was beneficial or not
and to what extent.

The seventh deadly IN
that of INevitability is the one that
permeates an organizational culture
where employees believe they can
never fight city hall, that a leader
or managers voice is useless to
fight against. When employees
feel they need to get on to the
leaders or managers bandwagon
of sales, sales, sales or whatever
is considered urgent in the
organization they instinctively
know that such demands will
eventually
have
physical,
emotional and spiritual negative
consequences. The shock of an
employees death or a managers
crippling accident cannot always
be anticipated, but we all know
that lung cancer, for example, can
be related to cigarette smoking. A
recent Cornered comic cartoon has
the doctor telling his patient, You
can either stop smoking now or
wait until after your cremation.11
Substitute cigarette smoking with
organizational toxicity and often
tragedies are events waiting to
happen. I once had a very good
high school teacher (back in the
50s) who smoked cigarettes. He
was a linguist, found a typo on the
companys cigarette package and
informed the company. In thanks
they sent him a lifetime supply of
cigarettes! He died of lung cancer!
There are a few EQ competencies
I can relate to here with this IN,
but I could make the case for
Independence (IN), that is, to be
emotionally free of the crowds
thinking (i.e., that cigarette

62

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48

62
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

49

How Toxic Can This Place Get?

tend to be exhausted much of


the time because they are always
covering their tracks and trying to
sort out what the leader or manager
really means by his/her actions
or words. I describe emotional
intelligence this way: EQ is the
ability to engage our emotionality
in intelligent ways in order to
facilitate constructive outcomes
in our relationships. Incompetent
leaders and managers are clearly
unintelligent emotionally to a more
or less degree.

The third deadly IN
that of INfidelity hinges on
trust. Once trust is gone, terrible
consequences can occur. Promises
are broken. We see this in marriage
break-ups, country struggles,
office toxicity. Trust is the glue that
holds everything together. Without
trust conspiracy theories abound
as in the case of Malaysian Flight
407 with its 239 people on board
and the Indian Ocean scenario.8
In this case, lack of personal and
interpersonal trust extended to
lack of trust between countries.
Conspiracy theories abounded.
Trust gives us the why, as Dr.
Victor Frankl, would say, to support
a meaningful understanding of our
circumstances. Sometimes that
trust can only be a self trust, that
is, the person feels all supporting
anchors have evaporated. It is at
that point where self-trust and
self-confidence come together
and in spite of the person exhibits
resiliency. The EQ competency of
Social Responsibility (RE) would
be very necessary here because it
embraces the larger context where
people feel included and part of a
www.simorghmagazine.com

social group. Trust helps with that.



The fourth deadly IN
that of INsensitivity speaks
directly to much of what I have
written about in my articles over
the past two years in Simorgh
Magazine. Emotional intelligence
gives us the strength and the grace
to foster and develop healthy
relationships. Relationships are the
new currency today. Everything
holds together because of the
relationships we or we do not
have. In relation to leadership,
Dr. Margaret Wheatley writes,
Leadership is always dependent
on the context, but the context is
established by the relationships we
value.9 We always live and work
in one context or another, healthy or
unhealthy, emotionally intelligent
or unemotionally intelligent. If IQ
tells us how smart a person is, EQ
tells us how a person is smart. The
EQ competency of Empathy (EM)
needs to be nurtured here. Empathy
would allow all the parties to be
aware of and understand their
emotions.

The fifth deadly IN that
of INtrusion speaks to a sense of
balance that Aristotle (384 322
B.C.E.), the Greek philosopher,
described as part of the virtuous
life. For him, in medio stat
virtus or balance is the mean or
balance holds virtue. For anyone
who works at keeping balance
or living integrity, such a way of
living and working is not the easiest
of tasks. Leaders need to weigh
and judge circumstances with what
people often call the wisdom of
Solomon (I Kings 3:9). Such a

62

How Toxic Can This Place Get?

How Toxic Can This Place


Get?
Cultivating Leaders for the New
Worthplace
Dr. Michael Rock
Licensed Emotional Intelligence Facilitator
Professor (Adjunct, ret.), Ethics and Leadership
University of Guelph, Ontario
Simorgh Magazine, April 2014

Organizational Toxicity and Introduction to


Organizational Bullying

Toxicity is seen as the by-product of
organizational life when employees are devalued
through unreasonable demands, abusive behaviour,
discrimination, disruptive colleagues and change that
are poorly managed. Frost refers to these negative
tactics as
confidence-sapping, esteem-draining pain2 that
occur regularly as an occupational hazard.3 Toxicity
occurs, as Frost points out, when individual attitudes
and/or the organizations policies do not take into
account the emotional attachment people have to their
contributions to work. In addition, toxicity occurs
when one ignores how actions affect others. A veteran
senior manager from a major U.S. corporation is quoted
as saying that toxic producers are disconnected from
their humanity and as a result create damage to
others, who are hurt in the process.4

Frost writes about the composition of a toxic
workplace as having seven deadly INs5 as seen in
the mind map I created below:

PART II

In Part I we looked at some case examples of two CEOs


who created toxicity in the workplace. Not only was
such toxicity emotionally draining and morally costly
in self-esteem to employees and managers, but it was
also extremely costly in financial terms. If employees
stay on at such a company, many become disengaged.
While disengagement has a range of depth within toxic
organizations, we do know that at the most serious
end of employee disengagement that there is actual
physical distruction being done by such disengaged
employees. Thus, while disengagement is along a
continuum of not caring, its most severe consequences
are aimed directly in a physically destructive manner
towards the organization by the employee(s). But all
along this employee disengagement continuum there
are multiple costs, morally, emotionally, physically,
and financially1 and when we examine the one major
underlying cause we often see organizational toxicity.

Figure 1: The 7 Deadly INs

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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