Toxic EmployeesToxic Work Environments

What You DKDK

PRESENTED BY:MAURICIO A. VELÁSQUEZ, MBA

PRESIDENT, CEOTHE DIVERSITY TRAINING GROUP

692 PINE STREET, HERNDON, VA, 20170MAURICIOV@DIVERSITYDTG.COM

ipma-hr.org

Meet Mauricio Velásquez, MBA

Mauricio Velásquez is the President of The Diversity Training Group (DTG) in Herndon, VA. Mauricio serves as a diversity & inclusion trainer, sexual harassment prevention trainer, executive coach, mentoring trainer, employee engagement consultant, and expert witness. Former IRS demographer.

DTG’s clients include small and large, federal, state and local government agencies. A partial list includes NIH, NIST, DOJ, Town governments of Vienna, and Herndon, VA, Washington, DC, Superior Courts, US Navy, Maryland State Highway Administration and in the past even the White House.

DTG also does a great deal of work in the private sector with Metropolitan Washington Airport Authority, Exelis and The University of Virginia, to name a few. Bringing you the best of public and private sectors.

Mauricio has trained in every state but North Dakota, work and life have taken him to over 70 countries and he has trained more than three quarters of a million participants in his 25-plus year career.

Holds a BA from UVA and an MBA from GWU.

Agenda Today

Understand the toxic employeeUnderstand the toxic work environmentRelationship between Toxicity, Engagement and

High PerformanceToxicity and TrustLearn how to deal with toxic employees and toxic

work environmentsBuild a tool kit/skill kit and plan of action

About Toxic Employees, Environments

What You Don’t What You Don’t Know You Don’t Know You Don’t

KnowKnow

(DKDK)(DKDK)

What You What You Don’t KnowDon’t Know

(DK)(DK)

What You KnowWhat You Know

(K)(K)

We all mean well but…

Intent(What you meant to say)MEAN TO DO

vs.

Impact(What you actually said)

ACTIONS/RESULTSACTIONS have CONSEQUENCES

How did I come up with this topic?

I have specialized in “hostile audiences” during my twenty five years as a trainer & change agent

As a Sexual Harassment Prevention TrainerAs a Diversity Trainer and Expert WitnessMost recently as an Executive Coach where I am

asked “…Please meet with him/her 1:1 all day, coach this person (do what you do in your workshop with one of our people) and tell us whether we fire or keep him/her!”

Why is this topic so popular?

Why is this topic so popular?

In The News - Everyday

Shootings everywhere – Toxicity gone wildCongress, politicsBad economy (insecurity, ambiguity)

Economic times make employers do crazy thingsThey have always been this way – no surprise, no

change – “accept me” People “don’t say anything” Toxic person is the “last to know” – who me?

“People allowed to be awful” – most important – organization often knew

My Favorite Toxic Participants

“I will take anybody but that guy Mauricio”

“I don’t give a flying (blank) what this is about, I am not interested!”

My “Alaskan Moment of Truth”

“You can’t train all of us, some of us you will have to kill!” (one of my favorite emails)

“You must be a *%$#$ Jew!” (my favorite email)

Mauricio’s Mission Provoke Thought Facilitate Discussion and Learning Surprise You/Entertain You - Edutain Add Value Provide Subject Matter Expertise Make it interactive and “harness talent

in this room” #1 Ground Rule: PARTICIPATE - Ask

Questions!!!

Toxic EmployeeWhen you hear the phrase - “toxic

employee” what pops into your head?

Toxic Employee

Always unhappy and negative but they don’t keep their misery to themselves.

Why? Because misery loves company!Body language tells it allGlass is always half emptyIncredible memory – remembers stuff from

years agoLove to say “Not my job!” Recruit people to “join them, share their views”Always “looking for proof”

Diversitydtg.com

TE is always looking “for proof”

Stereotypes: All of us must begin to address and minimize the many stereotypes that exist within our organization.

HOW WE BREAK DOWN STEREOTYPES

HOW WE BUILD STEREOTYPES

Group/Categorize/Label

Form opinion (judge); always negative

Look for “proof”

Examples: “See, I told you so.”

“You’re not like the rest of them.”

“You’re the exception to the rule.”

S

T E

R E

O

T Y

P E

S

Does the comment reflect knowledge, skills, or abilities necessary to complete the job? Is the person thought of as part of a group first rather than as an individual? Do your past experiences with members of this person’s group affect the interaction?

Does the comment hold true for everyone in the group?

S

T E

R E O

T Y

P E

S

Toxic Employee (Continued)Can also be bigoted – negativity is projected towards a

particular group – gender, race, age, sexual orientation, religion, management or new management

Can be a bully – big, loud, angry (back of my mind – potential for violence in the workplace)

Always recruiting!.... Always approach new hires “Let me tell you who to watch out for! You with

me?” “Get that smile of your face – don’t you know where

you work? Slow it down. You are making the rest of us look bad!” (Encourage mediocrity!)

Ultimate risk - sabotage

Toxic Work EnvironmentWhen you hear the phrase - “toxic work

environment” what pops into your head?

TE “Poisons” the work environmentFirst – we all know who they are!But what do we do about them?

Send them to individual 1:1 coaching or Train everyone – “dip everybody” and sometimes the

TE does not even show up Or do nothing until something happens – what I call a

“moment of truth” Too many organizations contact us with a reactionary

posture or “a real sense of urgency” Don’t wait – sometimes it is too late Ignoring these issues/this person – does not mean they

go away!

The Perfect Toxic StormToxic employee or manager is a bully (well known)They have a false sense of security – they have never

been challenged How does TE interpret silence of peers?Peers are avoiders of conflict or they expect

“Manager to do something!” BUT Manager is not skilled to deal with TE Could be a “Reluctant Manager” Manager is the smartest and promoted for their expertise

but they don’t have the interpersonal/human relations skills = DKDK and they MEAN WELL

What does all of this toxicity have in common?

What DTG keeps coming across..Massive Conflict Avoidance!

No cost-benefit analysis – cost of doing nothing was not calculated

If we deny the issues exist – prolongs issues If we look the other way – these issues go away by themselves or If we look the other way – these issues will just “work themselves out” Total break down in trust

These issues don’t go away, they fester, they escalate!

What is TRUST?

Trust Defined“Trust means confidence. The opposite of trust is

suspicion. When you trust people, you have confidence in them – in their integrity, and in their abilities.

When you distrust people, you are suspicious of them – of their integrity, their agenda, their capabilities or their track record.” S.M.R. Covey

Toxic Individuals are often suspicious and spread suspicion throughout their ranks and create and nurture and welcome long time unresolved conflict because it “maintains the toxicity.”

Toxicity and Trust Go “Hand in hand”

Stephen M. R. Covey – in his book: The Speed of Trust talks about Trust - Taxes and Dividends

When there is high trust – there is an actual dividend for this trust – tasks, work, progress, cooperation, collaboration - success is easier

When there is low or nonexistent trust – there is an actual tax – tasks, work, is harder, indifference, bogged down, sabotage

Toxic individuals and toxic workplaces thrive in low trust organizations…. (rest of us suffer)

Economics of Trust/Toxicity

The toxicity affects all those “around the toxicity”….

Quality of Task Cost of Task

High Trust

Organization

Low Trust

Organization

* Toxic individuals are often not fully engaged in their work

Toxicity and Engagement

Toxic EnvironmentsDemotivatingDisengagement is normActive disengagement

is encouragedAllow unresolved conflict to festerLow performingLo to nonexistent trustCan never be “World

Class”

Healthy EnvironmentsMotivatingEngagement is normActive engagement is

role modeledIdentify and address

conflictHigh performingHi trustCan become “World Class”

The interplay

Toxicity & Engagement & Trust

With Organization(trust) With Manager

(feel valued)

Strategic Alignment (clear goals, strategy)

Competency (you got what it takes)

High Performance

Three Levels of Engagement

ENGAGED (leading, doing, inspiring others, +)NOT ENGAGED (checked out, marginally toxic,

-)ACTIVELY DISENGAGED (highly toxic, very -)Think of your organization…What percentage of your employees are

engaged ( ), not engaged ( ), actively disengaged( )? (

Employee Engagement Key to Creating a

World Class Organization & Toxicity

Source: Gallup Consulting

So how do we create a more…

EffectiveRespectfulTrustingHighly Engaged …work environment and workplace

culture?

Or, a less Toxic Workplace?

Engaging Your Employees – Building Trust, Addressing Toxicity

1) Find out what motivates your direct reports2) Hire and keep people who are good at their work3) Get people working on what’s important4) Explain and train5) Let people work6) Be generous with praise and show it7) Expect excellence8) Care about people and show it9) Treat employees with respect10) Lead by example11) Build around your mission and core values and

hold all accountable

Trust Commitment Contract (Anti-toxic)

1) I will make an effort to find out what motivates each of my direct reports.

2) I will give employees frequent, positive feedback and appreciate constructive criticism.

3) I will take the time to listen carefully to people’s ideas, stories, opinions and concerns.

4) I will show support for our goals and objectives and explain them to my staff.

5) I will show support and enthusiasm for my subordinates.

SIGN_________________ (share)

Trust Commitment Contract continued

6) I will recognize the signs of stress and overload in myself and in the people I manage.

7) I will encourage people to come up with new ideas and ways to approach a project.

8) I will offer everyone on my team opportunities to learn and grow at work.

9) I will promote a diversity of values, opinions, and work styles and believe these are essential to business and work success.

10)I will speak up and hold all accountable.

SIGN_______________(share)

Now for Specific Tools

I want to give you, build you a tool kit, a skill kit

These tools work if you use them!

Approach is Key

PERSON

SEPARATE

BEHAVIOR

Start-Stop Coaching Technique

Start with a Positive

Please stop__________________________ (describe negative/unproductive behavior)

Start______________________________ (describe new, more appropriate/positive behavior)

Continue___________________________ (describe ongoing positive behavior)

End with a Positive

I- Message Coaching Statement

(Start with a Positive)

When you ___________________, I feel ___________________ (describe behavior) (impact of behavior)

I would prefer ________________________________________ (new behavior – more appropriate/productive)

ORI feel _____________________, when you _________________

(impact of behavior) (describe behavior)

I would prefer ________________________________________ (new behavior – more appropriate/productive)

ORWhen I see ____________, it makes me feel ________________

(describe behavior) (impact of behavior on you/group)

I would prefer ________________________________________ (new behavior – more appropriate, more productive)

(End with a Positive)

Addressing Conflict – Builds TrustConflict is just a problem to be solved

Step Action ExampleIdentify and agree on the problem (consensus) Ask the right questions.

Ask for the facts Verify the information Decide what else you need to know

“Help me understand exactly” “Let me make sure this is recorded

correctly” “I will be able to help you better if I

know…”

Conduct problem-cause analysis to identify a specific problem and its cause

Restate the problem in simple terms

Get agreement on the problem and its importance/impact

“So, the basic issue is…” “It seems we agree it is important to

fix this because…”

Identify solutions/alternatives

Ask what can be done to solve the problem

Suggest other options for consideration

Tell them what you can do

“What ideas do you have on how this can be fixed?”

“In similar situations we have..” “I really wish we could do exactly

what you suggested. However, according to…, we must…”

?

Steps of Problem-Solving

Step Action Example

Implement solutions/take action with the help of the customer

Ask for their cooperation Tell them what you will do Suggest how they can help,

now and the next time

“I’ll need your help to…” “Here is what I can do…” “To get this resolved quickly,

I’ll need you to…, and if this should happen again, please…”

End with an agreement and a thank you. Monitor and follow up on the situation

Summarize what will be done, and by whom

Thank the customer for cooperation and help

Promise to follow up to ensure the solution really worked

“Can I assume that we agree on…?”

“Thank you for being so cooperative in helping us to solve this problem.”

“I will call you in a week to be sure the situation is resolved.”

My Favorite Quote….

What I love to say to people who I coach ….

“You cannot talk yourself out of what you behaved your

way into”- Stephen Covey

In Closing….

Ultimately it comes down to this one point

SHARED RESPONSIBILITY – we all have a shared responsibility, a responsibility to each other, to hold each other accountable and to be the best we can be.

Say to each other - “I can’t be successful without you. We are all in this together!”

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Action Plan

How can I create a more productive and less toxic work environment?

How can I use what I have learned in this class in my organization and beyond?

THANK YOU!

FOR……..

YOUR TIME

YOUR CONSIDERATION

and your

PARTICIPATION

“If you loved the session – tell everybody you know about it. If you didn’t like the class – keep it to yourself!”

For more information…

CONTACT:

The Diversity Training Group

692 Pine Street

Herndon, VA 20170

Tel. 703.478.9191

Fax 703.709.0591

Mauriciov@diversitydtg.com

Mauricio Velásquez, MBA – President, CEO