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Toxic employees cause significant overt, covert, people-related & financial damage with their visible behavior just being the tip of the iceberg. For example, in one organization the day a former employee left the organization is considered one of their annual holidays.
Clever toxic employees :
Unfortunately, organizations can work against themselves & even promote toxicity by:
Managers sometimes attempt to fix this type of problem by addressing a toxic employee's attitude. And while a toxic employee's attitude certainly affects his/her behavior, managers usually find that controlling an employee's attitude is next to impossible.
Managers can be much more effective by:
I. Human & Financial Costs Resulting from Toxic Employees
Toxic Employees Create:
II. The A, B, C’s Related to Toxic Employees
III. The Psyche of a Toxic Employee
IV. Common Reactions to Toxic Employees That Frequently Don’t Work
V. Effective Approaches for Addressing & Preventing Toxicity
Departmental & team strategies:
But even terminations are not a cure-all because of the:
Most organizations have employees who on occasion:
But Toxic Employees have interpersonal styles that demonstrate a pattern of counter-productive work behaviors. While Emotionally Intelligent employees being aware of their feelings & those of others exhibit a pattern of appropriate self-management.
The toxic employee problem is surprisingly prevalent with research showing :
Anyone with managerial or leadership responsibility
Pete Tosh is Founder of The Focus Group, a management consulting and training firm that assists organizations in sustaining profitable growth through four core disciplines:
The Focus Group has provided these consulting and training services to manufacturing and service organizations across the U.S., Canada, Europe, and the Middle East. Pete has worked closely with the leadership teams of organizations such as Exxon, Brinks, EMC, State Farm, Marriott, N.C.I. YKK and Freddie Mac to:
Prior to founding his own firm 25 years ago, Pete had 15 years of experience — at the plant, divisional and corporate levels — in Human Resource and Quality functions. Pete held leadership positions — to include the V.P. of Human Resources and Quality — with Allied Signal, Imperial Chemical Industries, Reynolds Metals, Charter Medical, and Access Integrated Networks.
Pete also frequently develops and facilitates a variety of leadership development programs including Strategic Planning, Moving from an Operational Manager to a Strategic Leader, Strategic HR Management, The Fundamentals of Human Resource Management, Recruiting, Interviewing & Selection, Employment Law and Utilizing HR Metrics. Employees from over 3,000 organizations have benefited from Pete’s experience and perspective. Pete is a co-author of Leading Your Organization to the Next Level: The Core Disciplines of Sustained Profitable Growth.
Pete holds a B.A. degree in Psychology from Emory and Henry College and Masters degrees in both Business Administration and Industrial Psychology from Virginia Commonwealth University.