Dr. Rachel: What To Do about Workplace Toxicity

By Dr. Rachel Boehm,

I can hear the abusive words to this day, without having to close my eyes to conjure them. The boss I had my senior year in high school. Another one I had shortly after my undergraduate studies. I can feel the sting of the side conversations and the one-upmanship in several prior workplaces. And, also the frustrations I felt over arbitrary rules by micromanagers who said they trusted us but did not. Or rather, could not because they feared their ability to provide direct and constructive interpersonal support rather than simply to manage to performance goals.

I left those toxic jobs, costing each company between half and two-times my salary. And I was not alone, though more stayed.

By some measure, those who stay in toxic workplaces end up costing the company more. When workers try to survive in a toxic workplace, their physical and mental health suffers, their productivity lessens, the quality of their work can reduce, burnout rises, and psychological safety erodes – meaning fewer people are speaking up – and ethical decision-making is at risk. 

There is no set definition of a "toxic workplace" across the literature, but if you have endured such an environment, you know it.

From the disciplines my current work pulls from, you can think about it like this – just ask:

Is the work environment consistently undermining the health and performance of employees through patterns such as:

• bullying, harassment, disrespectful behavior, intimidation and other forms of workplace aggression;
• favoritism and leadership by fear, excessive control or neglect that exploit power differences;
• an adversarial culture with low or no psychological safety;
• and, persistently unreasonable deadlines that push people past their limits?

Any of these workplace patterns occurring consistently can tip the workplace into “toxicity.” It’s one thing to know that you're working in a toxic culture, or that a loved one is. It’s another thing, however, to know what to do about it.

Let’s break that down by power levels because the amount of power you have over the organization determines what actions you can take. 

Employees

As an employee, you might have the least power over the organization. However, you have power over yourself. The main things you can do are to protect yourself through healthy coping. Read, rather than binge-scrolling or watching TV. Avoid drinking to excess, or using harmful substances, or not exercising enough, or not getting enough sleep, etc.). 

You can determine what you have control and influence over and use those lines to draw boundaries. This includes doing your best to stay out of the drama, so to speak.

You can document what is going on and even reach out to an employee-facing labor and employment attorney for additional guidance if you do not feel comfortable going to HR. 

You can also reach out to loved ones and friends, people who can support you as you make sense of what's going on, remind you it's not normal, and help you plan for an exit.

And do plan for an exit. Depending on your circumstances you may not be able to leave right away. You can, however, start networking with contacts in your field to let them know you're looking for a change. Have your resume ready and continue investing in personal and professional development. 

Depending on the nature of the situation, you may also benefit from reaching out to a therapist who can support you through stressful situations that can feel traumatic. 

Mid-Level Managers

You have all the same controls over yourself, and slightly more control in the organization. But not so much that you can change everything. What we see is that mid-level managers either buffer their subordinates or exacerbate the toxicity. Mid-levels are in the squeeze, with pressure from above and distress from below. 

What I have seen is that most mid-levels do not want to spread the toxicity. It happens because they have trouble coping within the toxicity. They absorb a lot and are not always able to process the pressures in a healthy manner. Because you have to protect your team, taking care of yourself is critical. You can invest in yourself using the tools I listed above in the employee section. 

To protect your team, you can:

• celebrate small wins by recognizing individual and team contributions;
• role model self-investment and boundary setting;
• admit mistakes and ask for help;
• filter the noise from above;
• translate panic into actionable priorities;
• and, create a space that fosters open dialogue without fear of retaliation. 

Senior Leaders and Executives

You have the power. Culture is a shared responsibility; everyone’s actions contribute to it. However, you hold the most organizational sway. Turning around a toxic workplace starts and stops with you. 

The challenge is, many senior leaders and executives don’t perceive or won’t see the toxicity. They instead say it’s a “few difficult personalities,” or, it's just “the cost of a high-performance culture.” They may treat it as a resilience problem with some on the team. Or check the box with wellness perks and superficial culture projects without addressing the work design and job experience problems that are driving the toxicity.

With so much organizational influence, senior leaders and executives have the most to gain by fixing the culture yet the most to lose by acknowledging something needs fixing.

Bravery, then, is critical.

External consultants can help because they have an objective lens and can help you identify root causes and solutions that you – being too close to the situation – could not possibly see. 

Think a consultant is too much? Perhaps think again. Ignoring the option may well cost more in turnover, lost productivity, healthcare, and reputational hits, to say nothing of potential legal risks.

What Will You Choose?

Toxic workplaces don’t just fix themselves. Whether you’re an employee trying to survive it, a mid-level manager trying to shield your team from it, or a senior leader with the power to change the environment but who hasn't yet executed the necessary steps – there is something you can do. The common thread across all three levels is that awareness without action is not enough.

The words I heard from those bosses years ago didn't just sting in the moment. They shaped how I came to understand what workplaces should never be like – and, maybe how they can turn themselves around.  

Dr. Rachel Boehm is a resident of West Falls Church. She’s lived in the area for over 15 years and runs a modern change management firm helping leaders and employers navigate business transitions and constant busyness with less tension for more successful outcomes. Dr. Rachel holds a PhD in psychology focused on individual and organizational behavior.