Managing in Toxic Organizations
A toxic organization is characterized by significant dysfunction, often manifesting through prevalent issues such as bullying, harassment, high employee turnover, poor communication, excessive micromanagement, and a pervasive lack of trust. While many discussions rightfully focus on the challenges faced by subordinates in such environments, there is often less attention given to the unique struggles of managers. Managers in toxic organizations frequently find themselves feeling powerless, particularly when communication channels are broken or deliberately obstructed. The negative energy inherent in these environments can insidiously permeate every aspect of a manager's work, impacting their productivity, morale, and overall effectiveness. This document will explore seven actionable strategies that managers can employ to cope with these daunting challenges and not only survive but also potentially thrive within such adverse settings.
Set Your Own Standard: In a dysfunctional workplace, it is crucial for a manager to refuse to accept the status quo. Instead, the focus should be on actively building a healthier, more functional environment within their own team. This involves consciously creating a space where team members feel empowered, have a greater say in decisions that affect them, and consequently, a stronger sense of control over their work. By establishing and upholding a higher standard, managers can create a pocket of positivity and productivity that can serve as a counter-narrative to the prevailing toxicity.
Reinforce Good Habits: Building a positive and effective team culture is not an overnight process, especially within a toxic organizational backdrop. As a manager, it is imperative to consistently and deliberately reinforce good habits and practices. This means actively promoting and modeling better communication strategies, fostering collaborative synergies, and ensuring that these positive behaviors are integrated into the daily operations of the team. Continuous reinforcement helps to solidify these beneficial patterns, making them more resilient against the pervasive negative influences of the wider organization.
Make Sure You Are Not Part of the Problem: True leadership in a toxic environment demands acute self-awareness and integrity. It is not enough for leaders to merely articulate a desire for change; they must actively model the desired behaviors themselves. This involves not only demonstrating these changes but also explicitly acknowledging that they are doing so. As Knight (2025) emphasizes, transparency in embodying positive change is critical. Managers must regularly self-assess to ensure their actions and attitudes are not inadvertently contributing to the very problems they are trying to mitigate.
Be the Lightning Rod: In a toxic organization, a manager must be prepared to act as a crucial shield for their team. This involves stepping up as the central point person for all cross-team communication, effectively filtering out and absorbing the negative criticism, tension, and unreasonable demands that emanate from the broader toxic environment. As highlighted by Knight (2025), the manager's role is to internalize these external pressures, thereby sparing their team members from the direct impact of the toxicity and allowing them to focus on their work.
Make Impact Front and Center: In environments where morale may be low due to widespread dysfunction, it is vital for managers to help their team members connect their daily work to a larger purpose. This means consistently demonstrating how their efforts contribute to broader objectives—whether at the team level, departmental level, or ultimately, the overall company's success. By making the impact of their work visible and tangible on multiple levels, managers can instill a sense of purpose and significance, even when the immediate environment feels disheartening.
Build Community to Fill the Void: Toxic organizations often leave a void in terms of genuine human connection and support. Team-building activities, while sometimes dismissed as non-critical, are in fact foundational in addressing this deficit. Beyond superficial exercises, managers should focus on fostering a strong sense of community and psychological safety within their team. This involves creating opportunities for authentic connection, mutual support, and a shared understanding that can serve as a buffer against the isolating effects of a toxic culture.
Don't Wait for Exit Interviewers: A common lament in toxic workplaces is the constant questioning by employees about why they remain. Often, the manager plays a significant role in their decision to stay or leave. Therefore, as Knight (2025) suggests, managers should proactively conduct periodic "stay interviews" with their team members. These informal, yet structured, conversations allow managers to understand what motivates their team, what challenges they face, and where the manager needs to focus their efforts to improve the work environment and retain valuable talent, rather than waiting for the often-too-late insights gained from exit interviews.
Reference
Knight,R(2025)Protecting Your Team in a Toxic Organizational Culture. Harvard Business Review
Ellis, CD(2025) 10 Signs of a Toxic Boss- and How to Protect Yourself. Harvard Business Review
Porath, C(2016) How to Avoid Hiring a Toxic Employee. Harvard Business Review