Do you ever notice yourself or your team side-stepping “problem” employees, soft-pedaling critical feedback, or avoiding conversations all together?

Do you walk around with proverbial marks on your forehead from banging it against the wall over and over again, wishing those employees – the people in your work life that literally drive you crazy – would wake up tomorrow morning being new and improved?

Many leaders and companies today admit to suffering from a culture of “nice” where people are afraid to speak openly or confront others’ behavior. Unfortunately, it’s not as simple as just wishing these individuals away. (If only it were!) Each day we wake up to the same frustrations with a new dent in the wall and another painful bump on the head.

Toxic employees are a reality in many workplaces, and they come with a heavy price.

Fierce surveyed over a thousand employees and executives in multiple organizations that ranged from healthcare to education, from manufacturing to the financial sector. 

Here are a few highlights of our findings:

78% of employees say that negative attitudes are extremely debilitating to team morale. 

17% of those surveyed say negative attitudes increase stress. 

27% of employees say that negative attitudes decrease productivity.

While it is often easier to avoid or ignore toxicity in your organization, when it starts to impact corporate culture and well-being, it’s time to shift gears.

Let’s acknowledge what’s true: negative environments create workarounds. We tiptoe around the problem. We work hard to avoid the individual who is creating the toxicity. News flash, avoidance does not actually help the situation. In fact, if we were to be honest with ourselves, avoiding the issue only increases our own stress. It also increases our distraction level. And if we stop for a moment to do the math, we quickly realize just how much time is being taken away from getting the real work done. Stress, distraction, and lack of productivity – does this sound like the kind of company culture you want to be a part of? I didn’t think so.

So what can we do?

At Fierce, we have 7 Principles that serve as the cornerstone for how to engage in the most successful conversations to help tackle toxicity. One of them is this:

Take responsibility for your emotional wake

Check yourself – how are you showing up? It might not surprise you that any highly stressed or over-worked individual can begin to behave in ways that are viewed by others as negative. Modeling the same behavior you are looking to change is not contributing to your success. Consider your own impact. Ask yourself, “How do people feel about conversations with me after I leave the room?”

When we are not mindful of our wake, when we’re consumed by our own stress or overwork or disengagement, we can actually become the toxic employee we are trying to avoid. This principle helps us be more mindful of our own behavior – and then take responsibility for it.

So the first step is to check in with ourselves. What’s next? There are two Fierce conversations we need to invite in order to best deal with others who have not taken responsibility for their emotional wake.

Feedback

One of the best ways in which we deal with toxic, negative employees is by giving feedback and learning how to receive feedback in the moment to create awareness.

Feedback is when we name what we’re seeing and experiencing, in order to give the other person an opportunity to better understand themselves…and hopefully grow and change.

Too often, though, especially with toxic employees, we’ve let things go unchecked for a very long time. The negative environment has taken root. And now a different conversation is needed.

Confrontation

As Robert Redford once said, “Knowing something is easy, saying it out loud is the hard part.” Confrontation conversations are NOT easy. In fact, these are often the very conversations we put off, make excuses for, avoid, or tiptoe around. We are THAT uncomfortable with them. And there are legitimate reasons to be scared about having some conversations. Let’s be honest – some people do not react well when confronted, regardless of how eloquent and thoughtful you are. This is reality. However, what is also reality is that the cost of not having the conversation is much greater than the risk of it going badly. These needed conversations have a huge impact on performance. As the saying goes, we get what we tolerate. When we don’t confront behavior, we, our team, our culture continues to suffer.

So, if you feel a conversation is needed, then likely it is. And for those of you worried about the failed conversation, remember this – a careful conversation IS a failed conversation because it merely postpones the conversation that wants and needs to take place.

Some of the best practices that we’ve seen make the biggest impact are when individuals – and cultures – develop their feedback-giving and receiving skills at all levels and when they don’t avoid confrontation, but step into it with courage, skill, and grace. When that happens, a healthy culture is built – one that is conversation-rich.

It’s important to invite feedback or confrontation conversations with the people we view as toxic. You cannot ignore the problem and hope it goes away. I promise you it won’t, and it will continue to erode the culture and well-being of the organization and those who choose to show up every day.

When we have tough conversations, when we practice them to build our capacity and muscle, we can turn toxic employees into engaged team members. We can then create a culture we all want to be a part of.

Tomorrow is National Boss’ Day, and what a day to celebrate!  At Fierce, we know that when looking at what makes a great leader, you’ll find they love to learn and they’re constantly thinking of how to improve their leadership.

While we hope you feel appreciated on this day dedicated to hard-working bosses such as yourself, we hope you also make time to reflect on where you can improve your management and better your relationships with colleagues and your team.

With that in mind, as you reflect today, I want you to remember this:

The heart of any business is not about revenue. It’s not about deadlines. And it’s not about goals and whether we achieve them.

Although all of these aspects are important in business, the only reason they’re important is because of the people they impact.

Why You Should Care About Being a Great Leader

I recall a specific incident in a previous position that woke me up, so to speak, to what really matters. One day I was blasting through an extended list of tasks, which included sending out emails to a long list of clients.

My boss was copied on the emails, and he gave me some great feedback: “It might be nice to add something in that’s more personal. Wish them a good day or something. You know, create some warm fuzzies. Clients like warm fuzzies.”

And it’s true! Adding warmth to our “business interactions” strengthens relationships and brightens our experience of the moment. In my mind that day, all I was thinking about was checking tasks off my to-do list, but my boss’s feedback made me remember the real reason behind why these tasks are so valuable.

In Start with Why, Simon Sinek writes, “Happy employees ensure happy customers. And happy customers ensure happy shareholders — in that order.”

How do we create a foundation for happier employees? The key is emotional capital — the ability to connect on a human level. We are happiest when we’ve established a sense of trust and mutual respect with those around us.

The relationships that exist between everyone involved in the business, both with our coworkers and our clients, are indeed the heart of business.

As Susan Scott wrote in FIERCE CONVERSATIONS, “Our most valuable currency is not money. Nor is it intelligence, attractiveness, fluency in three-letter acronyms, or the ability to write code or analyze a P&O statement. Our most valuable currency is relationship.”

Relationships are the seed from which everything else grows, including success.

Here’s another way to look at this idea:

When we focus on relationships as the center of our efforts, we break into higher levels of Maslow’s Hierarchy of Needs. The grind is all about surviving physiologically.

We pay the bills when we get stuff done. Focusing on relationships, however, moves us into the higher levels of belonging, esteem, and even self-actualization. It becomes about more than just surviving — we’re able to thrive and help others thrive in the process.

Everything we do each day, whether we consider it small or large, creates a ripple effect that impacts others.

Every single one of us is endowed with an empowering level of freedom to make a positive impact and grow relationships, both inside and outside our organizations. And whether we succeed at doing so impacts the bottom line on which we so often place our focus.

Stats from Marketing Wizdom reveal the average business loses around 20% of its customers annually by failing to attend to customer relationships.

It’s eye-opening to consider what we’re doing for the people we work with — and how our choices and interactions with them are changing their life for the better (or worse, depending on the intent behind our approach).

Tips to Become a Better Boss

Here are the four truths to remember, reflect on and actively practice that will strengthen your relationships with your colleagues, direct reports and clients:

Truth #1: The conversation is the relationship.

Relationship building cannot occur without conversation.

Now, some of these conversations can be challenging, like when they involve FEEDBACK or CONFRONTATION, and others are simpler and sentimental.

Regardless, all conversations have the potential to strengthen connections by granting us permission to explore the thoughts and feelings of another person. The state of the relationship is defined by the quality of these exchanges.

Truth #2: There’s always time.

Saying “I don’t have time to strengthen my relationships” is like saying “I don’t have time for what’s most important.”

If you feel pulled in different directions at any given moment, prioritize according to what is most pertinent to the relationships you have with those around you. Take a moment—commit to finding ways to connect with others.

Small acts of appreciation will go a long way.

Truth #3: Connect with “Why.”

Individually and organization-wide, reconnect with “why.”

What is your company’s mission statement? Who are you serving, and why are you serving them? It’s important to stay connected to a sense of purpose in order to connect to our work on a level that places relationships at the heart of your day-to-day.

Truth #4: Diving deeper will bring you closer.

There’s nothing wrong with talking about the weather or the breakroom snacks, but these types of conversations will only get you so far in strengthening connections.

To deepen connections, ask questions.

If an opportunity arises, ask about the other person’s likes and dislikes, why they like or dislike these things, what their dreams are, how they feel about certain topics, and what matters to them. Listen actively, and be prepared to be nowhere else but here.

In our daily routines, we might find ourselves getting lost at times in what is often referred to as “the grind.” Wake up. Go to work. Work hard. Achieve. In the process of doing what we do, we may have moments where we lose sight of why we’re doing it. If you feel lost in the grind, you have to check yourself.

Right here, right now, check yourself. Connect with the people who offer a why behind what you do. There’s no better time to start than right now.

When was the last time you stopped everything you were doing and sat in your own presence with zero — yes ZERO — interruptions?

In our busy, fast-paced society, it’s easy to forget we’re human beings and not robots taking on every and all tasks no matter the situation.

We have late nights pulling last-minute budget proposals together, we’re constantly responding to those urgent email requests from our CIO over the weekend instead of spending time with family, and we answer client phone calls at any hour of the day regardless of what is going on in our lives.

That’s a lot of work and very little time for YOU — and it’s a persistent problem for most Americans.

Compared to 38 other countries, the United States comes in at number 30 for work-life balance, according to Family Living Today.

Of employed adults surveyed, 33 percent say they work on the weekends and holidays, nearly 12 percent say they work 50 or more hours per week, and 57 percent say technology has ruined the modern-day family dinner.

You’d think all of this extra work would mean we’ve got the most productive, accomplished workers in the world, and yet that couldn’t be farther from reality.

In the same survey, 60 percent of employees say because of this poor work-life balance culture, they’ve experienced poor morale at the office, while 36 percent say it has caused poorer productivity and 41 say they have seen higher turnover and burnout within their organizations.

Scary, right?

The obvious solution to rebalancing life and work is to make it a more even playing field. There are countless ways businesses can go about this, including encouraging fun in the workplace, as well as assessing workloads and employee capacity, but one way that employees have been begging from companies is sabbaticals.

Now, before you jump at the idea of allowing your employees to up and leave the company for a few months and think I’m crazy for suggesting this will lead you to higher profits and productivity, let’s look at some statistics:

• 75 percent of employed Americans say they would like to take an extended break
• 53 percent say they’d like the opportunity of an extended break to escape the stress of their work life
• 43 percent say they believe that taking a sabbatical would make them more employable
• 37 percent say they feel a sabbatical would make them more confident at work

Sabbaticals are clearly a highly sought-after perk in the workplace to foster a better work-life balance.

Yet, there’s a disconnect in organizations providing this solution — according to a survey by the Society for Human Resource Management, 13 percent of companies offer an unpaid sabbatical, while only 5 percent of companies offer paid sabbaticals.

So, what gives? What is standing in the way?

Let’s look at the common fears surrounding this offer, and then we’ll tell you reasons to overcome them.

Reduced Productivity: Often, employers wonder how they will cover someone’s responsibilities if they are out of the office for an extended amount of time. If you haven’t built a strong bench and delegated effectively, then productivity will most likely suffer. Which leads right into our next fear…

Cost: A day off with pay is one of the costliest benefits an employer can provide. Not only are you continuing benefits and pay (for companies offering paid sabbaticals), but you may also incur expenses to hire temporary workers and/or deal with the effects of a downturn in productivity.

They Won’t Come Back: Many employers fear that their employees simply won’t return to their jobs if given time and space to evaluate their current situation. This is the most commonly cited reason employers withhold this perk.

Now, let’s look at the flip side – the top 5 reasons why sabbaticals can be a KEY benefit to not only your employees but also your company’s bottom line.

1. Increased Productivity Interestingly enough, our first reason why sabbaticals are a great benefit for companies is actually one of the common fears of not offering the perk we called out above.Instead of focusing on the fear of how you will cover someone’s responsibilities when they are out of the office, think about this: Employees returning from sabbatical are often recharged and re-invigorated. Having a steady stream of personnel coming in with renewed vigor and enthusiasm for their jobs and their company spells increased productivity.
2. Team Development Sabbaticals offer a prime opportunity for employers to develop their bench if they haven’t been doing so already.If you are leading your team effectively, any employee should be able to walk away from their job having the personnel ready and able to assume responsibility.It’s not only an essential key to leadership development, but it also provides the other team members with the valuable experience of learning about the business by filling in the gaps.If leveraged properly, this is on-the-job training at its best and there is no loss of productivity.
3. Fresh Perspective Some companies recognize the value in new perspectives. By cleverly devising policies around inviting new-hires to as many strategic meetings within their first six months on the job as possible, organizations get their ideas and feedback before they become part of the more limited group think. Offering long-time employees sabbatical can reintroduce this much-needed fresh perspective providing a “best of both worlds” scenario where someone intimately familiar with your company can provide ideas typically only gained from highly paid consultants.
4. Retention With the cost of replacing a manager averaging 150 percent of their salary (not to mention time and institutional knowledge lost), turnover can be HUGE to an organization’s bottom line.In the end, it’s a fairly simple equation: The cost of keeping someone happy is a heck of a lot less than replacing them. Given that sabbaticals are so coveted, this is a no-brainer.
   
5. Recruiting Who doesn’t want to work for a company who clearly shows they care about their employees’ happiness?Often, added benefits and perks provide the choice point between a sought-after recruit choosing your company or the competition. Remember that statistic from earlier — 13 percent of companies offer an unpaid sabbatical, while only 5 percent of companies offer paid sabbaticals.Employees will be attracted to your company if you show you are willing to go above and beyond to provide them the perks (like paid sabbaticals) they desire.All in all, providing sabbaticals is a great idea for employers looking to develop, retain, and recruit the best employees while creating a culture rich in energy, appreciation, and productivity.

Is your organization actively fostering happiness amongst its employees? Better yet, does it even matter if employees are happy or not? Spoiler alert — it definitely does.

Gallup reports that between 55 and 80 percent of employees believe it’s normal to see work as something to be endured, not enjoyed, while according to Forbes, happy employees are up to 20 percent more productive than unhappy employees.

Imagine one of your employees jamming out on a guitar, lifting weights at the gym, or reading a textbook.

You may not make an immediate connection between these behaviors and revenue or results, but can these types of activities influence your bottom line? You bet they can, and it all comes down to encouraging personal development.

Imagine your employees coming into work each day feeling more rested, more accomplished, and that their employer truly cares about them. When employees know you care about their growth, they respond. It builds trust, commitment, and a host of other benefits that impact the bottom line.

Let’s break it down. Here are some big benefits your organization stands to gain by supporting employee personal development:

Retention. The average length of time employees spend at an organization is 4.6 years, while millennials stay with companies even less at an average rate of 3.2 years, according to the Bureau of Labor Statistics. That kind of turnover gets expensive quickly.

Employees want to be part of an organization that facilitates their growth, and if it doesn’t, they’re likely to leave and take their talents elsewhere. A Better Buys survey found that retention rates are 34 percent higher for employees with access to development opportunities.

Engagement. When people feel their circumstances align with their values (such as growth), they are happier and more engaged because they feel valued and inspired by a sense of meaning. Tom Path, author of “Are You Fully Charged” says “the odds of being completely engaged in your job increases by 250 percent if you work on meaningful projects each day.”

Pursuing interests and goals related to learning, regardless of what they are, is individually nurturing and often builds skills that are translatable to the workplace. That employee jamming out on a guitar from earlier? Think about the stress they will blow off (and not bring to the office) while playing an instrument that they are passionate about, or the discipline and time management skills they’ll take back to the workplace from mastering their instrument.

Culture. Personal development supports a growth mindset and growth-oriented culture, not to mention creativity and innovation. Here are Fierce, we strongly believe you are the culture and it does not exist outside of you — as people develop and grow, your workplace culture will, too.

So, how can you provide development opportunities to your employees?

1. Offer personal development funds

Personal development funds allow employees to spend an allotted amount of money on any type of activity they choose. This could include anything from a music class to a pottery class or even a gym membership.

2. Allow flex time

If an employee is taking on-campuses courses or pursuing an interest that falls inside normal work hours, consider offering flex time. Flex time requires employees to work a set number of hours but during days and times that function with their pursuits outside of work. Accountability is needed here —give trust and hold your employees “able.”

3. Offer tuition reimbursement

Tuition reimbursement is an exciting incentive for employees who are interested in ongoing formal education. Higher education, especially in the United States, can be an astronomical out of pocket expense. Tuition reimbursement offers incentive for employees to bring new knowledge and skills to the workplace when they know they will be at least partially reimbursed for their investment of time and money.

4. Provide learning opportunities

Offer opportunities to educate employees on the latest advancements in training, technology, and industry. In addition to offering leadership development and training, stay up-to-date on unique opportunities such as local learning events and online courses. Offer to cover entry or sign-up fees if possible.

5. Offer participant-driven learning

Support autonomy and personal development by giving employees choices when it comes to what they’re learning and how they’re learning. Take different learning styles into consideration and provide options that allow employees to work at their own pace and in whatever manner will help them retain the information they learn.

6. Ask!

Have a conversation with employees individually. Ask them how they want to develop and what would help them feel more supported and satisfied. There’s no better way to provide personal development opportunities that will make a real impact at your organization than by asking employees directly what would make them happier workers.

It’s incredibly important to let your employees know that you not only support their personal growth, but you follow through by offering real opportunities.