As a sequel to my two-part series on unhealthy work environments, I want to discuss some common traits of vibrant work cultures. While some may think a healthy workplace is simply the opposite of whatever makes it toxic, the reality is what defines healthy versus unhealthy is not always black and white.
Accordingly, I’m drafting the list below, not only to provide select commentary but also for you to add your thoughts in the comments below.
Let’s jump in…
A healthy, thriving, non-toxic work culture…
1. Fosters a learning environment that gives each employee opportunities to sharpen professional skills and understanding relative to their role. 2. Hires qualified, emotionally mature, high character people to fill leadership and middle management positions. 3. Empowers leaders to guide their teams while developing/maintaining efficient systems and processes/procedures. 4. Promotes an atmosphere of transparency, accountability, and feedback. 5. Prioritizes clear top/down communication and collaboration between departments. 6. Abides by the Jethro Principles and maintains orderly structures. 7. Puts best practices into writing. 8. Understands the value of networking and giving back to the community. 9. Treats, handles, and takes care of all employees equally and fairly. 10. Facilitates positive working relationship/one’s sense of belonging and inspires performance through trust, not fear. 11. Advocates occupational/psychological safety, work/life balance, and mental health. 12. Knows the difference between influence and control in the context of social stewardship. 13. Discourages fraternal vibes, silos, gossip, politics, and all forms of manipulative maneuvering.
Some quick scratch notes on our work identity as seen specifically through Genesis 3:
Scripture:
17 And to Adam he said, “Because you have listened to the voice of your wife and have eaten of the tree of which I commanded you, ‘You shall not eat of it,’ cursed is the ground because of you; in pain you shall eat of it all the days of your life; 18 thorns and thistles it shall bring forth for you; and you shall eat the plants of the field. 19 By the sweat of your face you shall eat bread, till you return to the ground, for out of it you were taken; for you are dust, and to dust you shall return.”
20 The man called his wife’s name Eve, because she was the mother of all living.21 And the Lord God made for Adam and for his wife garments of skins and clothed them. 22 Then the Lord God said, “Behold, the man has become like one of us in knowing good and evil. Now, lest he reach out his hand and take also of the tree of life and eat, and live forever—” 23 therefore the Lord God sent him out from the garden of Eden to work the ground from which he was taken. 24 He drove out the man, and at the east of the garden of Eden he placed the cherubim and a flaming sword that turned every way to guard the way to the tree of life.
Scratch Notes
We don’t work because of the fall. We work because God intended it to be a divine partnership!
A primary consequence of original sin as it relates to work are the thorns and thistles, the strife we experience within our occupational calling.
The thorns and thistles can look a number of different ways; however, they often involve the collision of our depravities, the interlocking of our sins and limitations, the lack of justice and fairness in some cases.
While our walk with God can prune us as vessels in the marketplace, we must realize our effectiveness is tied to our vertical reliance, our commitment to being like Christ on the clock.
Again, we were created to work as co-partners with Christ/ambassadors for God’s Kingdom as part of our original design (see Adam’s animal naming assignment in Genesis 2:20-22). Despite the fall, we still have a vocational calling. The problem is the overflow of grace, peace, joy, etc. in our jobs can be significantly harder.
While sin’s entrance into the world reversed the natural current in which we effort upstream, our intentionality to be faithful can become rhythmic as we depend on God. This is largely why discovering Him is so important!
God is with you always, so lean on Him when things aren’t working out. After all, He wants the marketplace to be the market space in which He speaks and moves! Why not cry out to Him when you’ve overwhelmed, when you’re burnt out, when you’re being misused or mistreated? Remember He wants to hear from you, so don’t you dare stay silent in times of trouble.
In my last post, I examined the first four of seven toxic workplace traits and provided Biblical support to each section. For today, I want to conclude this series with my final three attributes along with a recap pod summarizing my points. As a reminder, while we’re exploring cultural and environmental red flags, we’re not hiding from leadership issues as the topics ultimately cannot be detached.
Without further ado, let’s tie a bow on this…
5) Inconsistent Leadership
When we talk about toxic work cultures, there are several dismissive characteristics we could cite from narcissism to manipulation to arrogance; however, there’s one, in particular, encompassing a multitude and that is incongruence (I.e. when a person’s actions contrast their words).
Ask any leader or tenured employee with authority and they’ll admit responsibility and accountability are essential to positive team performance and morale. Yet, where there are inconsistencies between expectation and execution, there is room for misinterpretation, miscommunication, tolerance, even negative emulation down the line.
The good news here is the fix doesn’t have to be complicated: If you’re a team lead, supervisor, or director, walk the talk.
For example, if you say you’re not a micromanager, don’t micromanage, even if your intent is to the contrary. Rather, assess your intent to probe past normality and be willing to receive feedback if the actions involved communicate distrust or produce uncomfortable vibes. Remember seeking clarity is one thing but second-guessing motives without compassion, grace, and understanding is another.
If you struggle to model any of these qualities, dare to explore any area where intention and action aren’t aligned. Naturally, no one should want to be inconsistent in their work; hence, why leaders especially should understand consistency isn’t limited to the fruit of one’s hands but also the words of their mouth and the reflections of their heart.
To be fair, this point flows from the one prior, but based on perceived abuse, this warrants a separate explanation. If you say certain actions won’t be tolerated, don’t make the principles behind them conditional. Instead of granting exceptions based on seat or situation, handle moral failures and detrimental conducts consistently regardless if the person involved in an established personality or rookie within their probationary period.
From what I’ve seen, the top-down ripple effect of steady rationale and decision making can be empowering in the long term, even if it’s messy in the short term. Whenever trust bends or breaks, abiding by proper protocol will not only enhance security but also encourage people to adhere to higher standards of integrity.
Put another way, if you’re a leader, don’t sacrifice reproach by synonymizing forgiveness and tolerance. If an employee has an established track record of poor conduct, scale the offense, and timely oversee the appropriate actions in a way that benefits the whole of the team. When in doubt, just say ‘no’ to permissiveness and ‘yes’ to due diligence and follow-through.
No workplace is perfect, and employees, leaders and teams may display negative traits from time to time. However, if that behavior is pervasive, leadership must consider how the culture they’ve cultivated may be impacting the trend. Unless a single employee is the root of the hostility, a leader best serves their company by investigating beyond the conflict into its source region.
Often, if an employee starts deregulating, there’s a corporate tie-in, be it a lack of recognition/development, unclear communications, and/or insecurity. Yet, even if these currents aren’t underlying, there could be larger problems involving personal, domestic, and/or health issues, which leads me to a key point:
When a work boundary is breached, don’t automatically assume ill-intent but gauge the transparency of your corporate principles and reassess them before the repercussions.
Handled the right way, a potentially volatile situation can de-escalate into a refreshing reset when humility meets resolution. Conversely, if a leadership committee lacks awareness and accountability, the employee will almost always follow suit.
For instance, you may have a teammate or subordinate who acts ignorantly at times. Yet perhaps he/she feels ignored, like a number within a company that hoards autonomy and withholds clarity. In these cases, don’t deal with the contention topically but with meekness that anticipates understanding.
‘Cause truth is: If leaders and teams don’t take inventory of their internal processes and how they affect personnel, discouragement, even burn-out will inevitably result. Why not rightfully deal and scale tension internally before your clients and supporters smell smoke?
Recently, I was driving to work and it occurred to me: By the end of this year, I will have reached the 15-year mark as a full-time employee in corporate America. Crazy how time flies (or Frys in my case), eh?
While I’ve benefited from tight teams in years past, I’ve also worked on some, ahem, not so tight teams educating me to the contrary. With a notable marketplace mileage marker on the horizon, I want to examine some signs of toxic leadership/work culture as well as how we can overcome within our co-worker in Christ identity (1 Corinthians 3:9).
As always, let’s dive in!
1. Teammates aren’t treated as diverse in function, co-equal in value.
While diversity, inclusivity, and equality discussions are expected initiatives in today’s marketplace, let’s be honest: How committed are most employers to consistently upholding these principles? As much as we gravitate towards hierarchy, performance-based metrics, and capitalistic tendencies, the bottom line to this point is essentially outcome divided by constancy.
In the long run, no organization can reach its potential without each member understanding and operating within their value.
Granted, some leave it to the individual to derive their own sense of purpose which can be fair in the context of guiding from a distance. Otherwise, vocationals should know whatever systems they’re in cannot reach their ceiling if people aren’t treated as diverse in function, co-equal in value.
Think about it: If your work leadership encourages favoritism and limits opportunities to a select few, then odds are teamwide morale will decrease and internal tension will increase. Why is this? I submit the significance of this reality is due to it being one of deepest core corporate identities. From an original design perspective, we were (and are) intended to serve as one body. Applied to the marketplace, this means we steward structures that provide equal opportunity for growth to every position and take the same approach to feedback and general engagement (More on this in a future post as honestly, this is one of my favorite topics to discuss).
Note: To those in high-level positions, consider the Jethro principles and seek to execute them effectively so middle managers are accountable to develop those under their care. If you’re young and starting out, find a leader or seasoned veteran with mentorship potential and watch how they respond to feedback and instruction. Who knows? Even if the culture is weak, you may still be able to derive motivation and inspiration from those who are secure in their strengths.
Another side-effect of toxic leadership involves the deliberate withholding of constructive criticism, encouragement, and/or gratitude. In a post-pandemic world, you may have noticed passive-aggressive supervisors falling into one of these camps, using silence or support withdrawal as primary communications tools; however, under no circumstances, should these behaviors be tolerated.
‘Cause truth is: A mature leader not only knows when and how to deliver feedback but facilitates phycological safety, trust, and confidence in challenging situations. If you’re in an environment where leaders have ambushing agendas, redelegate tasks without proper communication, or uses silence to communicate, then I have news for you:
You deserve better!
Leaders who drive wedges and/or use ego to stir division aren’t true leaders!
Of course, I’m not suggesting you abandon ship if you’re currently working under a similar authority. Conversely, I’m encouraging you to take inventory of offenses, collect your emotions, and find a time to speak with the appropriate authority (I.e. supervisor or HR Manager depending on the situation) to clear the air. As long as you integrate other voices and honor your leaders and colleagues, your intentions will be well grounded as you steward peace, advocacy, and forward motion.
Per point #2, if a leader lacks trust, even with a subordinate, the ideal move is to confront the issue fostering the deficit or dissonance. Generally, an employee who feels they aren’t trusted wants to discern areas of improvement; hence, why indifference, or the perception thereof, is not only deflating but often an overflow of a toxic environment.
As you may have learned in your own experiences, a lack of communication will almost always create some form of chaos, angst, or strife, but sound leaders are keen to promote the well-being of their teammates. Remember an occasional check-in or positive acknowledgement can go a long way in reinforcing a worker’s understanding of their value while also regulating their emotions. Regardless of our role, dare to diffuse discord through compassionate engagement and curiosity.
4. No formal review process and/or pathway for development.
As an employee with public, private, and liturgical experience, I can speak candidly to this point having seen this process mapped out a variety of ways. If your employer has no formal performance evaluation process where the only criticism is given in moments of error, then you have a major red flag in your hand.
As my time has taught me, all employees deserve to know if the work they’re doing is effective and efficient. Since we’ve established feedback and communication withholding as signs of environmental toxicity, the call here is straight-forward: Develop and promote a review process where all team members top-down are accountable and have a means to build areas of strength and weakness alike. Even if the meeting frequency is quarterly or biannual, the impacts can be massive as you streamline a process to preserve morale in tandem with corporate performance.
In my last post, we discussed the biblical definition of growing up and laid out a generic pathway for reference. Today, I want to set another layer and explain some practical ways we can do this corporately in 2024.
No question, there is much in terms of chaos in our nation and world today. As my January fast reminded me, not only has this decade been culturally frustrating and concerning, but it has exposed the neutrality of many believers who are struggling to process the rapid decay around them. While I understand the tendency to want to look away, the truth is we must stand firm and strong together which cannot happen without awareness, intentionality, and as Steve Berger says, “compaction” (blending compassion and action).
How we do this from our respective offices around the globe? I’m so glad you asked! Without further ado, here are a few practical solutions we can take to mature in our vertical reliance in 2024…
Return to ancient pathways.
This first point may seem basic enough but I believe if we are to decrease appropriately as God increases in our midst, we must return to ancient pathways, specifically in honoring the name of God, the time we invest in His Word, and the Sabbath Day. As we progress in this era of media and technological saturation, one cannot combat the grey without acknowledging its existence, the grey being the small, sometimes subconscious ways society compels us to devalue our faith, spiritual identity, and God’s presence through copings and stimulations. Frankly, if we want to grow up individually and collectively in 2024, embracing holy fear is not an option. As the dark gets darker, so must we love what God loves and hate what He hates all the more. While some may label you as Pharisaical, dare to surrender the anxiety as one of the flesh. After all, the world needs to see absolutes be true to their name and for all who confess and profess the name of Jesus to be anchored, even as persecutions and prejudices elevate from third-world countries to just down the hallway.
If you’re reading this as an employed Christian, I encourage you to inspect any place where you’ve taken your “faith foot” off the gas pedal. As you seek the Lord, don’t hesitate to examine where you may be compartmentalizing your confidence, even character in your quest to model life and light before all men. From there, take inventory of the bushels, refill your internal salt cellars, and watch what God will do as you embrace surrender and thanksgiving in tandem.
Model grace and perspective.
As I’ve stepped into a healthier work environment this year, I’ve been compelled to learn new skills while sharpening older ones. Along the way, I’ve been reminded how powerful perspective can be when observing and interpreting our surroundings, heartbreaks, and challenges. For instance, in years past, I sometimes fell short looking for my settings to make sense, affirm an emotional conviction, and/or be the primary means to personal development and growth; however, as I now understand, these habits, when left to selfish devices, can lead to inflated expectations and disappointments. Having taken inventory of my discouragements last month, the light bulb ultimately activated: For many, their willpower and/or lust for affirmation is the center of whatever change they hope to initiate. In Christian circles, we sometimes see this by those who subscribe to ‘name it and claim it’ theology, prosperity Gospels, and warped Golden Rule principles.
Yet, when we examine the Gospel of John, we find a different reality:
Apart from Christ, we cannot mature as new creations or represent Him in our aim to change the world, one positive inspiration at a time.
Why? Because if God isn’t the focal point, the true epicenter of our lives, there’s no hope of us seeing ourselves and our world correctly. Put another way…
Just as God is love, so must He be our perspective, especially if we desire to walk in fullness between the grace we give and the grace we receive.
Applied to our work, to hit the mark of Christ, we must be willing to walk patiently and deliberately with people as they learn and grow in their roles. If expectations aren’t defined, don’t just define them but expand the tent pegs of grace as you help establish them. In any season, growing pains and audibles are inevitable. Rather than avoid them, steer into the sting and sow perspective in Spirit and Truth (John 4:24) as peace-making conduits of grace. For we are called, my friends, to build our careers upon life, not the other way around.
Lead as a servant.
In today’s marketplace, many want to lead by results and metrics. To make an impact, to leave a legacy, one must pioneer new pathways to achieve greater attention especially in more competitive landscapes, at least so we think; however, when we look at John 13:1-17, we find an alternative approach demonstrated by Jesus who humbles Himself, washes His disciples’ feet, and sets the ultimate example for servant leadership. Growing up, I used to think this chapter solely previewed the Cross and Great Commission to come. Yet, as a working adult, I now understand the present ramification as servant leadership, a corporate call where we wash our teammates’ feet (with or without the shoe removal 😉) and champion our God given authority as Kingdom ambassadors within our spheres of influence.
Now, to confirm, servant leadership is a broad term and encompasses a wide spectrum of potential actions. That said, the moves we make can be as practical as they are profound. Whenever an opportunity intersects your doubt, consider asking a teammate how you can better support them. If ‘hands on’ in the way to go, then go out of your way to tackle a task either of you can handle as the situation merits. And if you’re really stumped, simply read the room, engage with genuine curiosity, and pray for guidance and peace to illuminate your steps. Who knows? Before long, you may be sharing your testimony over coffee as the Gospel becomes alive during the conversation.
Bottom line: When you serve as a leader, you preserve faithful stewardship and your commitment to sowing trust with whom and with what you put your hands to.
Of course, these points are only a handful of options we can take to grow up in our workplaces in 2024. For those looking to take more leaps in the months ahead, what are some other aims we can consider as we live as Christ and awaken the Gospel through spiritual and vocation effort alike? Feel free to share your comments below.
Otherwise, stay tuned next time when we’ll explore how we can serve one another through our co-worker in Christ (1 Corinthians 3:9) calling! Catch you guys on the Fry…
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