How to build psychological safety in a workplace with toxic culture

COMPANIES do not start out being toxic.

They get that way when managers stop having the conversations that make people feel seen, heard, appreciated and invested.

Behaviours such as verbal abuse, dictatorial behaviours, gossiping, passive-aggressiveness, defensiveness, stonewalling, disengagement and avoidance of conflict are all signs of a toxic culture.

Toxicity is best treated by good leaders who do not judge employees for speaking up. Leaders need to have conversations that help employees get their needs met, dispel their fears, uncover their core motivators and enable them to not only do the best work of their lives, but also to fulfil their purpose.

In my leadership-coaching conversations, leaders acknowledge that it is often ego, a sense of insecurity and a culture of one-upmanship that drives such behaviours.

In most Asian cultures, people may choose to remain silent to avoid conflict, which may eventually devolve into “quiet quitting”. Organisations working to reinvent their business model or drive transformation cannot afford to have a workforce of disengaged employees.

If you find your company in this situation, here are four things you can do to build a more cohesive and high trust culture:

1) Encourage constructive conflict

Organisations live and die by the teams that form them. They are the driving forces behind innovation and progress. But when people work together, there will be conflict and disagreement. These can be constructive when trust exists. 

To empower teams and enhance their capabilities, it is essential to delegate ownership and establish team-level agreements. When I coach teams, I ask them these five key questions:

• What kind of culture do you want to create? This involves identifying the values, behaviours and norms that will guide their interactions. A culture focused on open communication, mutual respect and a willingness to engage in healthy debate lays the foundation for constructive conflict. Leaders should encourage teams to define this culture collectively, ensuring that all members have a say in shaping it.
• What are you committed to do to build this desired culture? Once the desired culture is identified, teams must commit to actions that will help them achieve it. This can include specific behaviours like active listening, empathy and a dedication to seeking common ground in conflict. These must be actionable steps that each team member is prepared to take, to promote a positive team environment.
• What support do you need from your peers to do your best work? Collaboration thrives when team members support one another. Encouraging open communication can foster greater mutual trust and collaboration. In discussing the support they require from their peers, team members can better understand one another’s needs, improving working relationships and conflict resolution.
• What support do you need from your leader to do your best work? Teams should also articulate the kind of support they need from their leaders. This can include the manager’s role in facilitating conflict resolution, providing resources or removing obstacles that hinder the team’s progress. Leaders should be receptive to these requests and feedback, and actively work to meet the team’s needs.
• How will you tackle conflict as a team? By predefining how they will address conflicts when they arise, teams can prevent issues from escalating into destructive disputes. They should establish clear processes for addressing conflict – these may involve open dialogue, mediation or seeking external input when necessary.

These five questions allow a team to shape its own culture. When leaders can hold space and let everyone voice their opinions, they are encouraging their teams to speak up. It also galvanises the team to work towards a common direction.

2) Be willing to be vulnerable

Our Asian society has taught us that vulnerability is synonymous with weakness. Quite the contrary, in my view – leaders who are candid, vulnerable and willing to admit their mistakes lead authentically, and possess great humility and strength.

Microsoft chief executive officer Satya Nadella exemplifies vulnerability in his leadership. He has publicly acknowledged Microsoft’s shortcomings in the software market. He admits the company had missed opportunities and made mistakes in this arena. In his widely circulated One Microsoft memo, Nadella shared his vision of a more collaborative and open company culture. He recognised the need for cultural change and evolution to stay competitive.

Nadella has been open about his personal connection to accessibility issues because of his son, who has cerebral palsy. This inspired him to drive Microsoft’s push into accessible technology. These actions not only humanise him as a leader, but also inspire trust and resonate with employees and the broader community. He has also demonstrated a culture that encourages employees to speak up, experiment, learn fast and fail fast, and to move out of their comfort zone. This shift helped Microsoft’s bottom line, and more than doubled its share price in less than eight years from the time he took the helm.

3) Reduce ambiguity

Toxic cultures thrive in an environment of uncertainty and mistrust, and employees are often unclear of the organisation’s goals, values and direction. It is imperative for leaders to reduce ambiguity through clear and focused communication.

When leaders articulate a clear vision for the future, outlining both the short and long-term goals, employees gain purpose and direction. 

“You cannot over-invest in communication skills – written and oral skills,” said former PepsiCo CEO Indra Nooyi. “If you cannot simplify a message and communicate it compellingly, believe me, you cannot get the masses to follow you.”

Here is how you can communicate more succinctly:

• use short words to talk about hard things,
• choose sticky metaphors to reinforce key concepts, and
• tell stories from data to create value.

The simpler your message is, the better employees will understand how they contribute to the organisation’s success. Clarity also diminishes the breeding ground for rumours, misunderstanding and power struggles that often characterise toxic cultures.

4) Invest in employee well-being

Toxic culture has a definite impact on employee well-being. A 2020 Gallup study found a strong correlation between engagement and performance, something they found consistent across organisations from diverse industries and regions. Gallup’s research also showed that companies with engaged staff have higher earnings per share and outperform their competition.

Here are three things you can do to improve this:

• Promote a speak-up culture Equipping employees with the skills and opportunities to provide feedback constructively will give them, especially the introverts, the confidence to provide alternate perspectives. Being able to speak up, instead of keeping their challenges bottled up, will enhance employees’ well-being.
• Adopt a holistic approach to wellness Offer employee assistance programmes, mental health resources and training. Apart from these, leaders can also organise group fitness or sporting activities that promote physical wellness and bonding.
• Provide opportunities for skills development Investing in employees’ professional growth can boost their confidence and job satisfaction. This also fosters a growth culture within the organisation.

By prioritising the well-being of employees, leaders can create a healthier and more positive work environment that reduces toxicity and fosters productivity and loyalty.

Organisational culture does not change overnight, but with sincerity and persistent effort, the transformation towards a healthier work environment is achievable.

The writer is a leadership and team coach who helps leaders reinvent the way they lead for the future of work