Like a disease silently spreading through the body, the impact that toxic people can have on an organisation is generally only noticed when it is too late. However, Renate Scherrer, MD of JvR Consulting, warns that although toxicity is contagious, it is not as visible as incidents of fraud or physical and verbal abuse.
Snakes in Suits Scherrer also refers to the Snakes in Suits as “corporate psychopaths”. Statistics show that as many as 4% of people in more senior positions in business display the characteristics which is associated with these workplace psychopaths. “They will undeniably be in the higher leadership positions. That is what they aim for and they are good at manipulating people to get there,” she says, adding that they are friendly with those who they consider to be part of their bigger plan, but will isolate and destroy those who stand in their way. Getting rid of the toxic leader Scherrer’s advice is not to appoint them in the first instance. “It is easier to ensure you have the right person, than to try and change them afterwards when they have already done a lot of damage.” However, once a toxic leader senses that the “tide is turning” against them, and they are to be exposed many tend to leave the company on their own accord. She says if complaints are stacking up, it is better to engage with the human resource department to follow due process in assisting the toxic leader to exit the organisation. Remaining impact on the team Scherrer says the new leader taking responsibility for the team that is left behind will have to distance him/her from the way things were done in the past. It is vital to set up new terms of engagement. “One cannot ignore what has happened,” she adds. People need to have time to talk about it, and explain how certain actions or behaviour made them feel. “Employees also need to be honest about their role in what happened and how their actions may inadvertently have contributed to it”. She adds that they need to critically evaluate what behaviour they are perpetuating in the wake of the toxic leader. Remaining symptoms of toxicity, ie disengagement, hopelessness, burnout, distrust, low morale and decreased learning must be addressed constructively. How to rebuild the team? Scherrer says the new leader must be astute to the impact of his predecessor. “He will have to deal with the emotional content and contain it to prevent the toxicity from lingering.” Take a strong stand against any behaviour that is regarded as “the old way”. “The new way of doing things must be positioned at executive level and translated into a behavioural charter that everyone aligns to. It must be positively reinforced throughout the organisation. Empower people to become ambassadors of the new terms of engagement,” says Scherrer. Recovery plan Depending of the level of harm, there has to be a detailed “recovery plan” with formal sessions conducted by either internal or external experts to assist with enhancing individual and team resilience. It may require therapy for some team members or coaching and mentoring for others. Managers who were sandwiched between the toxic leader and resentful employees may be particularly vulnerable and susceptible to psychological harm. “We will always cross paths with toxic people. You need to enamour and protect yourself against them. Speak out when there is an opportunity to do so. In some instances, the toxicity is not intentional, and creating awareness may go a long way in addressing the issues proactively” says Scherrer. ENDS MEDIA CONTACT: Idéle Prinsloo, 082 573 9219, idele@thatpoint.co.za, www.atthatpoint.co.za ABOUT JvR Africa Group: JvR Africa Group of companies consists of JvR Psychometrics, JvR Consulting Psychologists, JvR Academy, and JvR Safety. With it’s head office is situated in Johannesburg; the group conducts business nationally and across Sub-Saharan Africa. They work with test developers, consultants and academic institutions all over the world and supports a range of development opportunities and hosts events around People Development in Africa, a cause they feel is extremely important to the future of our continent. For more information on JvR Africa Group please visit: Website: https://jvrafricagroup.co.za/ LinkedIn: JvR Africa Group Facebook: The JvR Africa Group - People Development in Africa Twitter: JvR Africa Group YouTube: The JvR Africa Group
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Author: Jopie de Beer, CEO of JvR Africa Group Why do people with apparent leadership capabilities sometimes fail to “make the grade”? Some of the reasons for the leadership failure may lie in the personal “hardwiring” of the leaders, as human nature is far more complex than what is visible on the surface. Most people learn about leadership by following and observing other leaders. If they are also competent, loyal, and hard-working, they may grow into leadership positions of their own. Yet, everyday, new studies are published on how disillusioned people are with their leaders. These studies highlight perceptions of leaders having low or no integrity, self-serving attitudes and poor listening skills, being resistant to feedback, and abusing power. Power reveals It is generally accepted that power does not only corrupt, but that it actually exposes. A position of power can serve as an excellent platform for those leaders who wish to do well and make a constructive difference to their business and society. However, a position of power can also allow negative characteristics such as a need for absolute control, personal image, greed, selfishness, laziness, manipulation, and jealousy to flourish uninhibited. The irony is that a person in a position of power, if not checked by strict governance, consequences, and hopefully a good amount of personal insight and moral values, may allow their natural leadership characteristics (such as confidence, ambition, analytical thinking, strategic orientation and taking initiative) to “morph” into unacceptable versions of these characteristics. In this regard, confidence could become arrogance, and analytical reasoning could change to being hyper critical of others, both which can lead to becoming abusive and dismissive of people. Absolute power, when there are not enough checks and balances, corrupts absolutely. Leaders in such powerful positions believe that they are untouchable and can get away with anything. They can become addicted to the freedom, excitement, and money such power provides. Being able to gamble with resources, taking chances, playing “hide and seek” with information and unduly influencing colleagues can blur all the boundaries of what is generally regarded as “right or wrong”. Like most addictions, it requires a conscious effort to manage the use of power, if not by the individual in power, then by those around them. What do do? John C. Maxwell has said that a leader who thinks he/she leads, but has no followers, is only taking a walk. Powerful positions can tempt one with the illusion that people do not matter. Nothing could be further from the truth, as poor relationships will boomerang and become the essence of the leader’s failure. The way you work with people, listen to their feedback, respect their opinions, negotiate solutions, and illustrate emotional control are some of the key characteristics associated with successful leadership. These so-called “soft skills” are actually “core skills”. When asking a group of executives to list the characteristics of a good leader, these are the characteristics they most often pick first. These core skills can also play an important part in mitigating the temptations of power. This is particularly true if they are based on a very strong set of values that the leader lives by. Those who are elected to powerful positions have generally earned the opportunity, given their skills, experience, and leadership capabilities. Powerful positions, however, provide fertile ground for a leader to show characteristics that may not have been visible before. Organisations do well when they not only screen their leadership candidates for their qualifications, experience, and leadership traits, but specifically give attention to the risks associated with placing the person in a position of power and design ways to keep them accountable for their actions. ENDS MEDIA CONTACT: Idéle Prinsloo, 082 573 9219, idele@thatpoint.co.za, www.atthatpoint.co.za ABOUT JvR Africa Group: JvR Africa Group of companies consists of JvR Psychometrics, JvR Consulting Psychologists, JvR Academy, and JvR Safety. With its head office is situated in Johannesburg; the group conducts business nationally and across Sub-Saharan Africa. They work with test developers, consultants and academic institutions all over the world and supports a range of development opportunities and hosts events around People Development in Africa, a cause they feel is extremely important to the future of our continent. For more information on JvR Africa Group please visit: Website: https://jvrafricagroup.co.za/ LinkedIn: JvR Africa Group Facebook: The JvR Africa Group - People Development in Africa Twitter: JvR Africa Group YouTube: The JvR Africa Group |
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