Presiding over a toxic organisational culture is a significant failure of leadership. A toxic culture can have a long (dinosaur) tail of hidden costs for any transformation One of the strangest things about this type of failure is that a lot of leaders are blissfully unaware that they are leading an organisation where the culture is reducing productivity, impacting morale, causing sickness, increasing staff attrition, and putting deliveries at risk. So, how can this be? How can senior leaders not know that sections of their organisation have a toxic culture? Culture is driven from the top down, isn’t it? The master manipulators that are middle management Most sizeable organisations will have several very competent managers that have, over time, been promoted into leadership positions. They have reached these stations due in no small part to the fact that they are political experts and extremely skilful in “managing the message”. That is, they carefully control and manipulate the communications that flow upwards and outwards from their fiefdom. The messages emanating from these groups go through so many layers of filtration that by the time the communication hits the senior leadership team, any trace of contamination is removed and a shiny […]
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