What it is & How to Survive a Toxic Leader Toxic Leadership Rick Olsen Command & General Staff College Fort Leavenworth, Kansas Association of Government Accounts Professional Development Seminar

2 2  Climate is how members feel about the organization and comes from shared perceptions and attitudes about the unit’s daily functioning. Climate affects motivation and the trust Soldiers and Army Civilians feel for their team and leaders.  Climate is generally a short-term experience depending upon a network of personalities within the organization that changes as people come and go (ADRP 6-22, chapter 7, paragraph 7-6). Climate

3 It is NOT toxic leadership when the boss is: Demanding. Difficult to please, a perfectionist. Insists on punctuality and meeting suspenses. Enforces standards. A pace setter or a driver you need to keep up with. A disciplinarian. Someone who occasionally loses their temper or has a bad day. Possesses few people skills. Is lacking in basic leadership skills What Toxic Leadership Is NOT

4 “ Destructive leaders are focused on visible short-term mission accomplishment. They provide superiors with impressive, articulate presentations and enthusiastic responses to missions. But they are unconcerned about, or oblivious to, staff morale or climate. They are seen by the majority of subordinates as arrogant, self-serving, inflexible and petty.” Craig Bullis and George Reed, “Assessing Leaders to Establish and Maintain Positive Command Climate,” A report to the Secretary of the Army (February 2003) What is Toxic Leadership?

5 5  An apparent lack of concern for the well-being of subordinates.  A personality or interpersonal techniques that negatively affects organizational climate.  A conviction by subordinates that the leader is motivated primarily by self-interest. * “Toxic Leadership”, Dr. George Reed, Military Review, Jul-Aug 04 Elements of Toxic Leadership

1.Care about what people think. 2.Solicit candid input about you, your personality and how you lead. Keep it anonymous. 3.Solicit candid input about the organization and what frustrations your employees face. 4.Internal surveys are effective if done correctly. If you use a survey, you must give feedback. Make it clear that not all issues can be acted upon. 5.In your opinion, are you an effective leader who treats your employees with respect? A Word to the Supervisors

 Bosses are, like everyone, self-deluding.  Bosses are naturally heedless of subordinates.  Bosses are insulated from reality. Some Bosses Live in a Fool’s Paradise

 Self-Awareness: Knowing one’s emotions.  Self-Management: Managing one’s emotions.  Social Awareness: Recognizing emotions in others.  Social Skill: Handling relationships. 8 Emotional Intelligence Test: Emotional Intelligence

9 9 1.Study their habits, personality, history and interests. Talk to former staff members in his/her last assignment. 2.Stay ahead of him/her. Never be late and never miss a suspense. Try to anticipate what they are going to ask for without doing a bunch of make work. 3.Take note of their pet peeves, idiosyncrasies and what sets them off. Mitigate or avoid if you can. 4.Limit your exposure. Don’t make yourself anymore of a target than what you need. 5.Supervisors: shield and protect your staff. But if someone needs to take a hit, you take it. How to Survive a Toxic Leader

10 6. If you can, strike first during the duty day. Head him/her off by giving them what they are already looking for. 7. Corroboration and personal courage can be your best friend. If you can take others with you, have a candid sit down and address the behavior. 8. Hunt the good stuff. Everyone has value to include that toxic leader. 9. If it gets bad enough, use formal complaint procedures. 10. Don’t take it personal. Believe it or not, you will grow from this experience. How to Survive a Toxic Leader

1.In your organization, who would you consider to be a toxic leader? 2.What should you do about it? Let’s Talk in Small Groups