PeopleandMoneyTalk:ToxicBehaviorsEatAwayatPeopleandProduc<vity

Dr. Mitchell Kusy, Organizational Culture Consultant mitchellkusy@gmail.com, www.mitchellkusy.com, 612-770-8091

Professor

Antioch University Graduate School of Leadership & Change

International Public Management Association for Human Resources Central Region Training Conference

“The day this person left our company is considered an annual holiday.”

Quote from Kusy & Holloway’s national research study, as noted in their book Toxic Workplace! Managing Toxic Personalities and Their Systems of Power.

In the Next 75 Minutes, You Will Discover:

•  The financial cost of toxic behaviors in your organization •  3 types of corrective conversations to deal positively with:

–  Your boss –  Your direct report –  Your peer

•  How to increase performance with 70-30 task-values split •  Ways to decrease turnover of high-performing respectful employees •  Methods to avoid hiring toxic people

Has Society Become More Uncivil?

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12-YearOldRebeccaAnnSedwick:SuicideVic<mofCyber-Bullying

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Na<onalCivilityIns<tuteFormed:BasedonShoo<ngofRep.Giffords

National Civility Institute chaired by former presidents Bill Clinton and George H. W. Bush

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“LordoftheFlies”HomophobicBullyingatMiamiDolphinsLeadstoPlayerJonathanMar<nQuiXng

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RoadRageMurder

Nevada woman shot during road rage incident is taken off life support.

A pattern of inappropriate, disruptive actions that de-value human dignity and can seriously debilitate individuals, teams, and/or organizations over the long-term. AdaptedfromKusy&Holloway’s:ToxicWorkplace!ManagingToxicPersonali4esandTheirSystemsofPower.SanFrancisco:Jossey-Bass.

Toxic Behaviors

Our Research on the Prevalence of Toxicity

94%

6%

A whopping 94%!

•  67% medical errors linked to disruptive behaviors (Rosenstein & O’Daniel,2006) •  28% patient mortality (Rosenstein and O’Daniel, 2006) •  51% patient errors as reported by nurses from physician abuse

(Sofield & Salmond, 2003) •  65% nurse abuse reported from nurses (Rosenstein & O’Daniel, 2008) •  77% nurse abuse reported from physicians (Rosenstein & O’Daniel, 2008)

•  30.7% nurses quit as a result (Rosenstein, 2002) •  49% medication errors caused from intimidation

(Institute for Safe Medication Practices, 2005) •  75% reported going to wrong person (going to a colleague) v. approaching

an intimidating physician who wrote the order (Institute for Safe Medication Practices, 2008)

Research in Healthcare

Humiliation Sarcasm Pot shots Mistake-pointing

Passive aggression Territorial behavior Distrust opinions of others Difficulty with feedback Clueless of own toxicity

Surveillance of team Teamwork meddling Authority to punish

Our Research on Top Toxic Behaviors

1.  Humiliatesothers2.  Usessarcas<cremarks3.  Takes“potshots”atothersinpublic4.  Distrustsopinionsofothers5.  “Surveillance”-Monitoringteambehaviors6.Meddlesinteamwork7.Usesauthoritytopunishothers8.  Demonstratespassiveaggressivebehavior9.  Protectsone’sownterritory10.  Hasdifficultyaccep<ngnega<vefeedback11.  Iscluelessthattheyaretoxictoothers12.  Pointsoutmistakesofothers

69

75

83

94

76

83

66

90

99

93

91

95

Source: Kusy & Holloway’s Toxic Workplace! Managing Toxic Personalities and Their Systems of Power

A norm of respect that is modeled, reinforced, and integrated into a pattern of how we behave daily.

Everyday Civility

Percentage Who Quit 12%: general population (Pearson & Porath. 2009) 31%: nurses (Rosenstein & O’Daniel, 2005) 50%: toxic boss (2015 Gallup Study)

Replacement Costs

•  Entry-level employees:

30 to 50 percent of annual salary •  Mid-level employees:

150-plus percent of annual salary

•  High-level, specialized employees: 400 percent of annual salary.

Borysenko, K. (2015, April 22). What was management thinking? The high cost of employee turnover. Talent Management and HR.

Formula to Determine Costs© 1.  Number of employees who quit as a result of a toxic person

who lashes out at least 2-3 times per week = total number of employees x .03.

2.  Replacement costs for employees who quit = average compensation x (.3 or 1.5 or 4) x #1 above.

From Mitch’s latest book Why I Don’t Work Here Anymore: A Leader’s Guide to Offset the Financial and Emotional Costs of Toxic People© (to be published in 2018) by CRC Press / Taylor & Francis Group. Copyrighted material and illegal to duplicate without permission from the publisher. NOTE: When Why I Don’t Work Here Anymore is published in 2018, there will instructions how to access an interactive spreadsheet that will do all the calculations and produce the financial costs in less than a second!

How Employee Reprimands Impact Customers

80%wouldnotuseservice

20%woulduse

service

WitnessingEmployeeReprimand

Managers spend 13% of

their work time—the equivalent of 7 weeks per year—dealing with incivility! 3

Where Does Managerial Time Go?

Only 1% to 6 % of those who have experienced incivility file a formal complaint!

Just File a Formal Complaint?

GenderoftheToxicPerson

Source: Kusy & Holloway’s Toxic Workplace! Managing Toxic Personalities and Their Systems of Power

Building Respect in Our Team

What we used to do or say: What we do or say now: Why change?

"We room the patient." "We escort the patient." Increases patient service

"I'll get you a cup of coffee and blanket (for chemo patient), but may not be around to do it later."

"I'll get you a cup of coffee and blanket and will show your partner where these are kept, should I not be around later."

Provides timely care to patients

1.  Reframeinpast.2.  Howaffectedothers.

3.  Sorrow.4.  Rec<fica<on.

Team Healing: The Apology

3 Types of Toxic Protectors

•  Special relationship

•  Expertise

•  Productivity

Source: Kusy & Holloway’s Toxic Workplace! Managing Toxic Personalities and Their Systems of Power

The Toxic Buffer

Persons who shield others from the

toxic person’s venom

Source: Kusy & Holloway’s Toxic Workplace! Managing Toxic Personalities and Their Systems of Power

Engagekeystakeholdersinanewway!

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ANewHiringPrac<ce?

1. How did the candidate engage you in conversation?

2. How did the candidate engage any of our organizational values?

3. Did the candidate seem to be the kind of co-worker with whom you would like to work?

From Mitch’s latest book Why I Don’t Work Here Anymore: A Leader’s Guide to Offset the Financial and Emotional Costs of Toxic People© (to be published in 2018) by CRC Press / Taylor & Francis Group. Copyrighted material and illegal to duplicate without permission from the publisher.

Recruiting Cue Sheet Template©

60-40or70-30split

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ANewPerformanceManagementPrac<ce?

Source: Kusy & Holloway’s Toxic Workplace! Managing Toxic Personalities and Their Systems of Power

Courageous Conversations

Cost-Benefit WORTH Strategy©

Weigh the pros and cons of providing feedback. Overview the pros and cons with someone you trust. Reduce these to one of three options:

Remain in your position and give feedback Remain in your position and don’t give feedback Leave your position.

Take a day or so before acting on the final option. Heal. Move on. From Mitch’s latest book Why I Don’t Work Here Anymore: A Leader’s Guide to Offset the Financial and Emotional Costs of Toxic People© (to be published in 2018) by CRC Press / Taylor & Francis Group. Copyrighted material and illegal to duplicate without permission from the publisher.

DIRECT Report Feedback Strategy©

Describe the behavior and, as appropriate, empathize. Identify the impact of this behavior on others and / or the organization. Request that the individual reflect and respond. Explore alternatives. Choose the best alternative(s). Tie in your agreement with a follow-up strategy. From Mitch’s latest book Why I Don’t Work Here Anymore: A Leader’s Guide to Offset the Financial and Emotional Costs of Toxic People© (to be published in 2018) by CRC Press / Taylor & Francis Group. Copyrighted material and lllegal to duplicate without permission from the publisher.

PEERS Feedback Strategy©

Position the fact that this is a difficult conversation for you. Explain the impact of the toxic person’s behavior on you and how you have tried to resolve it. Express that you would like to hear her thoughts. Review her views and yours. Set up a time to follow-up. From Mitch’s latest book Why I Don’t Work Here Anymore: A Leader’s Guide to Offset the Financial and Emotional Costs of Toxic People© (to be published in 2018) by CRC Press / Taylor & Francis Group. Copyrighted material and illegal to duplicate without permission from the publisher.

BOSSES Feedback Strategy©

Be clear about the difficulty of the conversation and empathize regarding the pressures your boss faces (if appropriate). Outline your commitment to your boss and the organization. State what is bothering you in behaviorally specific terms. Solicit your boss’s thoughts. Listen. Engage in discussing possible solutions and select the most appropriate. See if the boss is willing to follow-up. From Mitch’s latest book Why I Don’t Work Here Anymore: A Leader’s Guide to Offset the Financial and Emotional Costs of Toxic People© (to be published in 2018) by CRC Press / Taylor & Francis Group. Copyrighted material and illegal to duplicate without permission from the publisher. .

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