Toxic Staff – The Five Trouble Traits
Toxic Staff – The Five Trouble Traits
Many managers new to their roles assume that if they perform well, treat staff fairly and provide good leadership, they will receive a positive response. Often they do—but by no means always. Several managers I have worked with have found that certain negative behaviours persist regardless of management style, and sometimes even in response to exemplary leadership. Management literature frequently examines toxic leadership, but pays considerably less attention to toxic staff behaviour.
Based on personal consultations with managers in the English public service, there are five recurring staff traits (staff qualified up to and including degree level) that managers have reported as particularly problematic. Such traits are usually displayed by only a small minority of staff and are not all-defining of their workplace contributions. Nevertheless, their negative impact can be disproportionately large.
- Entitlement thinking
Some staff develop a strong sense of entitlement: they believe they inherently deserve particular privileges, regardless of their contribution to the organisation. Managers have sometimes reported that this behaviour became more prevalent with Generation X staff. Entitlement can cause resentment amongst other staff and damage teamwork when individuals expect favourable treatment without demonstrating a corresponding level of contribution.
- Factional behaviour
Some staff consistently show an internal us versus them mentality, creating divisions between groups, individuals and management. What may begin as a small disagreement can become an increasingly pernicious workplace development. Factional behaviour diverts energy away from productive work, limits creativity and damages teamwork. It can also spread beyond the original participants, as colleagues feel pressured to take sides.
- Poor emotional intelligence and manners
Some staff repeatedly annoy or alienate others through disrespectful, inconsiderate or socially insensitive behaviour. They may fail to recognise how their words or actions affect colleagues. If the behaviour is directed toward line managers, disciplinary measures may become appropriate. The consequences can include unnecessary stress, impaired collaboration and declining morale. Although individual incidents between staff may appear relatively minor, repeated behaviour can gradually undermine working relationships.
- The barrack-room lawyer
Some staff regularly broadcast their critical interpretations of what management is doing, while making little constructive contribution to resolving the issues they identify. They may present themselves as amateur experts on procedures, despite having only a partial understanding of them. This behaviour can escalate disputes, generating unnecessary drama and spreading dissatisfaction. It can be particularly damaging during organisational change, when uncertainty already creates opportunities for misunderstanding.
- Gossip
Some staff habitually circulate information about the personal lives of colleagues, often in an unkind way. Gossip can appear harmless, but it consumes working time and can seriously damage relationships. It can also create an environment in which people become wary of colleagues and disrespectful behaviour spreads.
Dealing with the Toxic Traits
None of this removes the manager’s responsibility to address poor performance whilst taking proper account of individuals’ personal circumstances. A considerate and proportionate approach remains essential. However, managers—particularly those new to the role—should also recognise that toxic workplace cultures are not necessarily created by poor leadership alone. Damage to culture can arise even where management is competent, fair and supportive.
Managers should therefore expect to encounter these behaviours, rather than being surprised when they do. They should develop practical, situational strategies for responding to them and, importantly, should not allow problems to drift without intervention. Some situations will inevitably be complex. Seeking advice from experienced managers can help.
Handled constructively, dealing with difficult staff behaviour need not simply be an unpleasant part of management. It can also be an interesting intellectual and practical challenge: understanding what is happening, identifying the underlying dynamics and choosing the most effective response.