Toxic Employees
Toxic Work Environments
What You DKDK
Presented by:
Mauricio A. Velásquez, MBA
President, CEO
The Diversity Training Group
692 Pine Street, Herndon, VA, 20170
mauriciov@diversitydtg.com
For:
Prince William SHRM
Diversitydtg.com
Meet Mauricio Velásquez
Mauricio Velásquez is the President and CEO of The
Diversity Training Group (DTG) in Herndon, VA. Mauricio
serves as a diversity strategy consultant, diversity trainer,
sexual harassment prevention trainer, executive coach,
mentoring and trust/engagement trainer, and expert witness.
DTG’s clients include small and large organizations, public
and private entities. Our newest clients thanks to you –
Manassas City Public Schools, Manassas City Government,
and Spotsylvania County Government. Other new clients –
Goodwill of Central Va, Supreme Court, and the USPS.
Mauricio has trained nearly a million participants in every
state but North Dakota and his life and work have taken him
to more than 70 countries in his 25-year career. Mauricio
holds a BA from UVA and an MBA from GWU.
Diversitydtg.com
About Toxic Employees, Environments
What You Don’t
Know You Don’t
Know
(DKDK)
What You
Don’t Know
(DK)
What You Know
(K)
We all mean well but…
Intent
(What you meant to say)
MEAN TO SAY/DO
vs.
Impact
(What you actually said)
ACTIONS/RESULTS
How did I come up with this topic?
 I have specialized in “hostile audiences” during
my twenty years as a trainer and change agent
 As a Sexual Harassment Prevention Trainer
 As a Diversity Trainer and Expert Witness
 Most recently as an Executive Coach where I am
asked “…Please meet with him/her 1:1 all day,
coach this person (do what you do in your
workshop with one of our people) and tell us
whether we fire or keep him/her!”
 Why is this topic so popular?
Why is this topic so popular?
In The News - Everyday
 Shootings everywhere – Toxicity gone wild
 Congress, politics, Middle East
 Bad economy (insecurity, ambiguity)
 Economic times make employers and employees
do crazy things
 They have always been this way – no surprise,
no change – “accept me”
People “don’t say anything”
Toxic person is the “last to know” – who me?
 “People allowed to be awful” – most
important – organization knew
My Favorite Toxic Participants
 “I will take anybody but that guy Mauricio”
 “I don’t give a flying (blank) what this is about, I
am not interested!”
 My “Alaskan Moment of Truth”
 “You can’t train all of us, some of us you will have
to kill!”
 “You must be a *%$#$ Jew!” (my favorite emails)
Agenda Today
Understand the toxic employee
Understand the toxic work environment
Learn how to deal with toxic employees
and toxic work environments
Relationship between Toxicity,
Engagement and High Performance
Build a tool kit/skill kit and plan of action
Mauricio’s Mission
•
•
•
•
•
•
Provoke Thought
Facilitate Discussion and Learning
Surprise You/Entertain You - Edutain
Add Value
Provide Subject Matter Expertise
Make it interactive and “harness talent
in this room”
• #1 Ground Rule: PARTICIPATE - Ask
Questions!!!
Toxic Employee
• When you hear the phrase - “toxic
employee” what pops into your head?
• “Toxic Workplace” – what pops into your
head?
Toxic Employee
• Always unhappy and negative but they don’t
keep their misery to themselves.
• Why? Because misery loves company!
• Body language tells it all
• Glass is always half empty
• Incredible memory – remembers stuff from
years ago
• Love to say “Not my job!”
• Recruit people to “join them, share their views”
• Always “looking for proof” – long memory
TE is always looking “for proof”
Stereotypes: All of us must begin to address and minimize the many
stereotypes that exist within our organization.
HOW WE BUILD
STEREOTYPES
R
T
E
S
O
E
S
Y
E
Group/Categorize/Label T
P
Form opinion (judge); always negative
Look for “proof”
Examples: “See, I told you so.”
“You’re not like the rest of them.”
“You’re the exception to the rule.”
HOW WE BREAK DOWN
STEREOTYPES
Does the comment hold
true for everyone in the
group?
T
S
T
R
E
E
O
S
Y
P
E
Does the comment reflect knowledge, skills, or
abilities necessary to complete the job?
Is the person thought of as part of a group first rather
than as an individual?
Do your past experiences with members of this
person’s group affect the interaction?
Toxic Employee (Continued)
• Can also be bigoted – negativity is projected towards a
particular group – gender, race, age, sexual orientation,
religion, management or new management
• Can be a bully – big, loud, angry (back of my mind –
potential for violence in the workplace)
• Always recruiting!.... Always approach new hires
– “Let me tell you who to watch out for! You with
me?”
– “Get that smile of your face – don’t you know where
you work? Slow it down. You are making the rest of
us look bad!” (Encourage mediocrity!)
• Ultimate risk – sabotage, violence
TE “Poisons” the work environment
• First – we all know who they are!
• But what do we do about them?
– Send them to individual 1:1 coaching or
– Train everyone – “dip everybody” and
sometimes the TE does not even show up
– Or do nothing until something happens – what I
call a “moment of truth”
– Too many organizations contact us with a
reactionary posture or “a real sense of urgency”
– Don’t wait – sometimes it is too late
– Ignoring these issues/this person – does not
mean they go away!
The Perfect Toxic Storm
• Toxic employee or manager is a bully (well
known)
• They have a false sense of security – they
have never been challenged
• How does TE interpret silence of peers?
• Peers are avoiders of conflict or they expect
“Manager to do something!” BUT
– Manager is not skilled to deal with TE
– Could be a “Reluctant Manager”
– Manager is the smartest and promoted for their technical
expertise but they don’t have the interpersonal/human
relations skills = DKDK and they MEAN WELL
What does all of this toxicity have in common?
What DTG keeps coming across..





Massive Conflict Avoidance!
No cost-benefit analysis – cost of doing nothing was not
calculated
If we deny the issues exist
If we look the other way – these issues go away by
themselves or
If we look the other way – these issues will just “work
themselves out”
Total break down in trust
They don’t go away, they fester, they escalate!
Do we trust toxic individuals?
What is trust?
What does it look like?
Trust Defined
“Trust means confidence. The opposite of trust is
suspicion. When you trust people, you have
confidence in them – in their integrity, and in their
abilities.
When you distrust people, you are suspicious of them
– of their integrity, their agenda, their capabilities
or their track record.”
S.M.R. Covey
Toxic Individuals are often suspicious and spread
suspicion throughout their ranks and create and
nurture and welcome long time unresolved conflict
because it “maintains the toxicity.”
Trust & Conflict – Go Hand in Hand
Stephen M. R. Covey – in his book: The Speed of Trust talks
about Trust - Taxes and Dividends
When there is high trust – there is an actual dividend for this
trust – tasks, work, progress, cooperation, collaboration success is easier
When there is low or nonexistent trust – there is an actual
tax – tasks, work, is harder, indifference, bogged down,
sabotage
I highly recommend you read this book for your employer,
for your kids, for your families and jobs, of course!
Economics of Trust
Quality of Task
High Trust
Organization
Low Trust
Organization
Cost of Task
Toxic Employee create conflict
When you hear this word - what “pops” into
your head?
What is most common? What happens all too
often? What is the cost, price, rest of team
pays?
Diversitydtg.com
Definition of Conflict
To come into opposition; to collide or to differ.
Conflict occurs when two or more parties believe
that what each wants is incompatible with what
the other wants.
What challenges all of us is we think conflict is
negative – yes, but…
What if your view of conflict is neutral - negative or
positive. (conflict is a constant, an opportunity)
HOW CONFLICT IS MANAGED IS
WHAT MAKES THE DIFFERENCE!
How Conflict is Managed – What Counts
What are the positive
What are the potential
outcomes of conflict
negative outcomes if
if it is managed well?
conflict isn’t managed
well?
We know it is there, but we
We deal with it right
ignore it
away
We will not let the
conflict escalate
Hoping it goes away by
itself
When Conflict is Managed Well
Experience, research shows…..
 Creativity inspired
 Produce a better end result
 Generate commitment and buy-in
 Provide a variety of alternatives
 Misunderstandings are reduced
 People know what is expected of them
 Information is shared
 Information is clear
 Trust is built
When Conflict is Not Managed
Experience and research shows….
 Frustration
 Tension
 Confusion
 Decreased productivity
 Increased misunderstandings
 People do not know what is expected of them and tasks
may not be completed according to expectation
 Reduce trust
Toxicity and Engagement
Toxic Environments
Healthy Environments
 Demotivating
 Disengagement is norm
 Active disengagement
is encouraged
 Allow unresolved
conflict to fester
 Low performing
 Lo to nonexistent trust
 Can never be “World
Class”
 Motivating
 Engagement is norm
 Active engagement is
role modeled
 Identify and address
conflict
 High performing
 Hi trust
 Can become “World
Class”
To Be World Class….
Respect and Value
Each Other
Do not be toxic
Confront Conflict,
Build Trusting
Relationships
Address toxicity
Be More Engaged
Perform at Higher
Level and we will
all be happier,
healthier
S.M.R. Covey says….
“The ability to establish, grow, extend, and restore
trust with all stakeholders – customers/clients,
business partners, coworkers – is the key
leadership competency of the new global economy.”
“Leadership is getting results in a way that inspires
trust.”
“Toxic individuals, toxic workplaces kill employee
engagement, lower morale and crush
productivity!” - MV
3 Levels of Engagement
ENGAGED (leading, doing, inspiring others, +)
NOT ENGAGED (checked out, indifferent,
slightly toxic - )
ACTIVELY DISENGAGED (highly toxic, very -)
Think of your organization…
What percentage of your employees are
engaged
( ),
not engaged
( ),
actively disengaged
( )?
Employee Engagement Is Influenced by
Toxicity
Source: Gallup Consulting
So how do we create a more…
Effective
Respectful
Trusting
Highly Engaged
…work environment and workplace culture?
Or, a less Toxic Workplace?
Engaging Your Employees – Building
Trust, Addressing Toxicity
1) Find out what motivates your direct reports
2) Hire and keep people who are good at their work
3) Get people working on what’s important
4) Explain and train
5) Let people work
6) Be generous with praise and show it
7) Expect excellence
8) Care about people and show it
9) Treat employees with respect
10) Lead by example
11) Build around your mission and core values and hold all
accountable
Does this improve engagement?
From Supervisors/Managers/Leaders in my recent travels…
o “You should just be happy you have a job”
o “When I want your opinion I will give it to you!”
o “You don’t get it – I am management, you are not!”
o “When you have been here 20 years – then you can speak.”
o “You must be new here, we don’t do it that way here.”
Themes:
 Highly disrespectful, degrading, belittling, demeaning
 Hostile, angry, threatening
 If speaking “across difference” potentially illegal
 Pro status quo, anti-change
 Organization knew they were bullies and did nothing
Trust Commitment Contract (Anti-toxicity)
1) I will make an effort to find out what motivates
each of my direct reports.
2) I will give employees frequent, positive feedback
and appreciate constructive criticism.
3) I will take the time to listen carefully to people’s
ideas, stories, opinions and concerns.
4) I will show support for our goals and objectives
and explain them to my staff.
5) I will show support and enthusiasm for my
subordinates.
SIGN_________________ (share)
Trust Commitment Contract continued
6) I will recognize the signs of stress and overload
in myself and in the people I manage.
7) I will encourage people to come up with new
ideas and ways to approach a project.
8) I will offer everyone on my team opportunities
to learn and grow at work.
9) I will promote a diversity of values, opinions,
and work styles and believe these are essential
to business and work success.
10) I will speak up and hold all accountable.
SIGN_______________ (share)
Now for Specific Tools
I want to give you, build you a tool kit, a
skill kit
These tools work if you use them!
It is up to you – to use them!!
Approach is Key
PERSON
SEPARATE
BEHAVIOR
Start-Stop Coaching Tip
Start with a Positive
Please stop_______________________________________
(describe negative/unproductive behavior)
Start_____________________________________________
(describe new, more appropriate/positive behavior)
Continue_________________________________________
(describe ongoing positive behavior)
End with a Positive
I- Message Coaching Statement
(Start with a Positive)
When you ___________________, I feel ______________________
(describe behavior)
(impact of behavior)
I would prefer ___________________________________________
(new behavior – more appropriate/productive)
OR
I feel _____________________, when you ____________________
(impact of behavior)
(describe behavior)
I would prefer ___________________________________________
(new behavior – more appropriate/productive)
OR
When I see ______________, it makes me feel ____________________
(describe behavior)
(impact of behavior on you/group)
I would prefer _______________________________________________
(new behavior – more appropriate, more productive)
(End with a Positive)
A Short Course in Human Relations
The Seven Most Important Words:
“HOW CAN WE WORK TOGETHER MORE
EFFECTIVELY?”
The Six Most Important Words:
“I ADMIT I MADE A MISTAKE”
The Five Most Important Words:
“YOU DID A GOOD JOB”
The Four Most Important Words:
“WHAT IS YOUR OPINION?”
A Short Course in Human Relations (cont.)
The Three Most Important Words:
“IF YOU PLEASE”
The Two Most Important Words:
“THANK YOU”
Or
“I’M SORRY”
The One Most Important Word:
“WE”
The Least Important Word:
“I”
Addressing Conflict – Builds Trust
Conflict is just a problem to be solved
Step
?
Action
Example
Identify and agree on
the problem
(consensus) Ask the
right questions.
 Ask for the facts
 Verify the information
 Decide what else you need to know
 “Help me understand exactly”
 “Let me make sure this is recorded
correctly”
 “I will be able to help you better if I
know…”
Conduct problemcause analysis to
identify a specific
problem and its cause
 Restate the problem in simple terms
 Get agreement on the problem and
its importance/impact
 “So, the basic issue is…”
 “It seems we agree it is important to
fix this because…”
Identify
solutions/alternatives
 Ask what can be done to solve the
problem
 Suggest other options for
consideration
 Tell them what you can do
 “What ideas do you have on how this
can be fixed?”
 “In similar situations we have..”
 “I really wish we could do exactly
what you suggested. However,
according to…, we must…”
Steps of Problem-Solving
Step
Action
Example
Implement solutions/take
action with the help of the
customer
 Ask for their cooperation
 Tell them what you will do
 Suggest how they can help, now
and the next time
 “I’ll need your help to…”
 “Here is what I can do…”
 “To get this resolved quickly,
I’ll need you to…, and if this
should happen again, please…”
End with an agreement and a
thank you. Monitor and follow
up on the situation
 Summarize what will be done,
and by whom
 Thank the customer for
cooperation and help
 Promise to follow up to ensure
the solution really worked
 “Can I assume that we agree
on…?”
 “Thank you for being so
cooperative in helping us to
solve this problem.”
 “I will call you in a week to be
sure the situation is resolved.”
Favorite Quotes
"Folks are usually about as happy
as they make their minds up to be.”
- Abraham Lincoln
“You cannot talk yourself out of what you
behaved your way into.”
- Stephen Covey
In Closing….
Ultimately it comes down to this one point
SHARED RESPONSIBILITY – we all have a
shared responsibility, a responsibility to each
other, to hold each other accountable and to be
the best we can be.
Say to each other - “I can’t be successful without
you. We are all in this together!”
Action Plan
• How can I create a more productive
and less toxic work environment?
• How can I use what I have learned
in this class in my organization and
beyond?
THANK YOU!
FOR……..
YOUR TIME
YOUR CONSIDERATION
and your
PARTICIPATION
For more information…
CONTACT:
The Diversity Training Group
692 Pine Street
Herndon, VA 20170
Tel. 703.478.9191 Cell 703.850.1145
Fax 703.709.0591
Mauriciov@diversitydtg.com
Mauricio Velásquez, MBA – President,
CEO
Our Approach
FORM a partnership with our client
DIAGNOSE with a thorough,
organization- wide needs analysis
DESIGN a customized program based on a
diversity and inclusion strategy
DEVELOP high impact training and
training materials and support activity
IMPLEMENT or execute the strategy
which typically includes training, coaching
EVALUATE and follow up
DTG is a Team of Experts in...
Diversity in the Workplace
Age Diversity
Diversity Marketing, Supplier Diversity
Harassment Prevention
Assessment / Diagnosis
Executive Coaching, Mentoring
Ethics, Values (Core Values)
Trust Building / Toxic Employee
DTG is a Team of Experts in...
Stress Management / Bullying / Anger
Management
Organizational Redesign
Cross-Cultural Communication
Cultural Intelligence
Conflict Resolution & Mediation
Sexual Harassment E-Learning
Diversity Education E-Learning
… consulting & training.