Toxicity in disguise

We often encounter leadership styles that, on the surface, seem geared towards fostering a positive and efficient work environment. 

However, beneath the veneer of optimism and practicality lies a subtle but pervasive form of toxicity that undermines the essence of progress and transformation. 

Today, we delve into the phenomenon of "Toxicity Wrapped in Practicality: The Costly False Positivity," a challenge that demands our immediate attention and action.

The Ultimate Resistance Masquerading as Progress

Imagine an executive leader who epitomizes resistance while maintaining the status quo, all under the guise of positivity and efficiency.

Let's look at this scenario (this is a real-life scenario that is on repeat with many organizations): In a team meeting to discuss the organisation's future and its upcoming change efforts, this leader deploys a set of reassuring statements, each a veiled attempt at stagnation. Knowing that the team is change fatigued, under-resourced, and struggling to keep up, the team secretly hopes for a real change that addresses their real issues (which have nothing to do with the initiatives and projects). This is what this senior executive leader had to say:

1. "We are doing great", dismissing the need for introspection and improvement.
2. "Am protecting your time, team. So let's not take long" prioritizing perceived efficiency over meaningful engagement.
3. "We don’t want to complicate things", avoiding necessary complexity for growth.
4. "We are doing great compared to other organizations", fostering complacency.
5. "We have the same problems like every other organization" normalizing mediocrity.
6. "If you don’t have any questions, that means we have done an amazing job", equating silence with success.
7. "Asking teams for feedback and doing nothing with it" feigning interest in improvement.
8. "Jokes and pretends to be nice", masking indifference with charm.

The Path to Authentic Change

The resolution does not lie in leadership development or resources alone. No amount of external input can substitute for genuine intentions and emotional intelligence. The crux of the matter rests in calling out this superficial positivity for what it truly is: a barrier to true progress.

Leaders wrapped in this facade of positivity create an environment where team members remain:

• Mildly destabilized, unsure of their footing.
• Mildly confused, questioning their perception.
• Half appreciated, feeling undervalued.

The Core Issue

These leaders justify their actions with a cloak of positivity, claiming to act in the team's best interest. Yet, their approach only serves to keep teams stuck and uneasy. There is an underlying dissonance felt by team members, a sense that something is amiss, yet they struggle to articulate their concerns or envision a way forward.

The main issue here is that those leaders can not (and probably will not—especially if they are ill-intentioned) see the consequences of their actions because this is all they know, and their prior achievements only reinforce the idea that they are doing great and that there is nothing wrong. 

Having worked with leaders from over 50 organizations worldwide, I have recognised the importance of addressing the root cause of such behaviours. It is essential to call a spade a spade to serve the teams effectively and enhance leadership capabilities by navigating these uncomfortable territories that many shy away from.

A Call to Action

This issue will not be solved by:

• Asking the team to speak up because they won't (regardless of how much acclaimed psychological safety you have)
• Change the leader's KPIs or targets
• throw more resources at the team to rectify
• Hire a consultant to articulate the problem and hope they can connect the dots back to themselves
• Engaging the leader in a leadership development or executive coaching program

This is where the more senior leader (the leader’s leader) needs to have the courage, skills, and empathy to deal with this situation urgently. And then devise a plan forward. This can start with a heart-to-heart conversation to help them see the consequences and might end up with an awakening or an agreement to cut ties and leave the organization.

This toxicity, whether stemming from a place of good intention or not, highlights a critical lack of self-awareness and emotional intelligence. In cases of ill intention, traditional leadership development falls short of effecting the necessary change.

As leaders in change and transformation, we must be vigilant in identifying and addressing these behaviours. We need to speak up for our teams and shed light on what is not working and now to best create the right Soil for our seeds to grow.

Our responsibility is to foster an environment of genuine positivity that encourages growth, embraces challenges, and values authentic engagement over superficial assurances.

Together, let's commit to transforming leadership from a practice of false positivity to one of authentic growth and development. Only then can we unlock the full potential of our teams and organizations.

Till next week

Jess Tayel

Founder of the People of Transformation membership & community. 

Elevate Change & Transformation of high-performing leaders to soar above the sea of sameness and achieve new heights in mastery, influence, & impact without the drag of going solo or slow progression.