Behaviour Shift - Why Shift?
Contributed by Cindy Benning
As an executive coach, I've had the privilege of witnessing firsthand the many challenges individuals encounter when navigating behaviours in their teams. These experiences have prompted the creation of “BEHAVOUR Shift” – a column aimed at equipping leaders and teams with the insights and strategies necessary to address and manage these challenges effectively.
In the realm of team dynamics, difficult behaviours manifest themselves in many different ways. From individuals exhibiting dominance to others avoiding critical interactions; from susceptibility to emotional distress to indulgence in disruptive gossip, the spectrum of problematic behaviours is broad and varied, as evidenced by the recent grievances shared with me.
It's crucial to recognize that these behaviours are inherent to the human experience and are likely to surface at various junctures throughout one’s career. However, it’s equally important to acknowledge that these behaviours are amenable to change with the appropriate approach and motivation.
Today, I aim to address the fundamental question of ‘why shift?’ What impels us to embark on the journey of behavioural transformation within our teams?
Managing behaviours is not just about working better together; it’s about the ripple effects that reverberate throughout the entire organization. In dissecting the anatomy of toxic team behaviours, a myriad of detrimental impacts corrode the very essence of organizational culture.
Let’s embark on this exploration by dissecting some of the most damaging impacts of toxic team behaviours on organizational culture:
Employee Turnover: Toxic team environments breed discontent and disillusionment among employees. When team members feel undervalued, marginalized, or subjected to constant negativity, their loyalty wanes, and their motivation dwindles. Consequently, organizations experience a surge in employee turnover, as talented individuals seek refuge in environments that foster appreciation and respect.
Absenteeism: The toxic atmosphere prevalent in dysfunctional teams often manifests in increased absenteeism rates. When employees dread the thought of facing toxic interactions at the workplace, they are more inclined to call in sick or seek refuge in temporary reprieves. This absenteeism not only disrupts workflow but also underscores the underlying toxicity permeating the organizational culture.
Low Engagement: Engagement is the lifeblood of organizational success, fueling productivity, creativity, and innovation. However, toxic team behaviours act as a formidable barrier to engagement, stifling enthusiasm and sapping morale. When team members feel disengaged, their commitment to organizational goals wanes, and their performance suffers as a consequence.
Lack of Creativity and Innovation: Innovation thrives in environments where diverse perspectives are welcomed and collaboration flourishes. Creativity withers in toxic team cultures characterized by fear, mistrust, or hostility, and innovation stagnates. The fertile ground for groundbreaking ideas becomes barren, stifling the organization’s ability to adapt and thrive in a rapidly evolving landscape.
Low Productivity: Ultimately, these detrimental impacts culminate in a tangible decline in organizational productivity. When employees are disengaged, creativity is stifled, turnover rates soar, and productivity inevitably takes a hit. The organization finds itself mired in a cycle of inefficiency, struggling to meet its objectives amidst the pervasive toxicity.
Recognizing the profound consequences of toxic team behaviours on organizational culture is the first step toward effecting positive change. By fostering an environment characterized by mutual respect, open communication, and collaborative synergy, organizations can mitigate these detrimental impacts and pave the way for sustained success.
In my next column, I will start to dissect the different behaviours that challenge leaders and uncover some ideas and tools to navigate, and even shift, those behaviours.
