S1 E12: The Seven Deadly Sins Of The Workplace
Do you ever feel like your workplace is rife with toxic behaviors and a negative culture? It's likely that the seven deadly sins of the workplace are at play.
But don't worry, there's hope!
In this episode, "The Seven Deadly Sins of the Workplace", we explore how these sins can contribute to a toxic environment, and more importantly, provide actionable strategies to overcome them.
From arrogant colleagues to unhealthy competition, we tackle each sin head-on and offer practical tips for creating a healthier and more productive work environment. Whether you're a manager looking to build a stronger team or an employee trying to navigate a difficult workplace, this podcast is for you.
So if you're ready to break free from toxic workplace behaviors and create a more positive culture, join us for "The Seven Deadly Sins of the Workplace".
The key discussion topics in today's episode include:
The seven deadly sins of today’s workplace.
Why toxic culture is detrimental to the success of your organisation
What are the seven deadly sins of a toxic work culture?
What your employees say matters most to them.
How leaders can transform their culture.
How employees can thrive and not just survive.
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SUMMARY KEYWORDS
communication, people, communicate, communicating, organisation, conscious, skills, communication skills, unconscious, email, relationships, brain, understand, develop, body language, face, careful, diagram, filters, react
You're listening to Knowing me, Knowing you, the podcast that explores the art and science of creating, developing and retaining brilliant teams. I'm your host, Emma Clayton. Join me weekly for practical advice, simple steps, and inspirational ideas as we discuss topics that make a difference to leaders and their teams. I'll be sharing all the tools and having conversations that help you to build and sustain by performing. Welcome to the Knowing me Knowing you podcast.
Hey, guys, welcome to another episode of knowing me knowing you. I just wanted to take the opportunity to welcome any new listeners to knowing me knowing you. If you want to know what it's all about, you can go back and listen to the trailer and the introduction. For those of you that have stayed with me on this journey. As I've been recording, I just wanted to say a massive thank you to everybody for tuning in and listening to all the guests and me. So I don't take any of that for granted. I hope it's helping you. And just a big thank you to me. So today's episode is juicy. Now, if you see yourself or hear anything that I'm going to say to you today, then that is a good thing. Because when we're conscious about some of the mistakes that we're making, we are able to change them, we're able to put them right. If we're still very unconsciously showing up with some of the actions and things I'm going to talk about today, the Seven Deadly Sins of the workplace, then this is where you're, you're really stuck with the problem. So let me just go straight into this. So today is obviously about the Seven Deadly Sins of the workplace. Now, what do I mean by that? Why am I doing this on a podcast called no Amina? When if you go back to some of the first episodes, when I explained the art and science of creating a brilliant team, a high-performing organisation, one of the things that I mentioned to you and I feel very strongly about is that we are in this what they call a VUCA, world volatile, uncertain, chaotic and ever-changing world. And we've got this digital revolution, and we, you know, we've got to stay ahead of the game. And we've got to keep going through transformations. And with, you know, the results, keep that, you know, there in front of us, we're really powering on, and we're leaning into the performance side of the business. Now, if you remember from that one of those first episodes, I said to you, you have to have a balance of performance and culture, emotional intelligence. And what I'm seeing is that in the bid to be number one, to move into a different marketplace, to do transformation, to adopt digital transformation, to create results and to stay afloat and alive in our marketplace. were heavily focused on performance. And as we get these new generations coming into the workplace, they want so much more, and it's causing a lot of toxicity in the workplace. And that's why I wanted to specifically dedicate an episode to that today because I want to point out the seven deadly sins that many workplaces, many, many workplaces, are making. Now. Every day, millions of people arrive at work filled with low-level dread and resignation in their job. I don't mean leaving the workforce what they are, but they're just resigned. They are disengaged. A Gallup report recently reported that over 60% of us are disengaged, and alarmingly 20% are actively disengaged in our work. Now, since the pandemic hit, or even maybe before, we've seen people being overloaded, overstressed overwhelmed, and the typical workday is a marathon of rushing from one thing to another, with few breaks in between and these bursts of effort, and we have to go home and especially for, you know, majority of women having to then take on the unpaid burden back at home. And there are these few words of thanks from equally from tech managers equally from tech co-work because they're in this high-performance mindset. And so by the time that we're dragging ourselves to five o'clock, sometimes six o'clock, sometimes seven o'clock. In my case, my role I've just to come from sometimes eight 910 o'clock. We're completely drained. And we're wondering how we're even going to show up again tomorrow. Now there are many things that leaders can do to solve this. This is what this podcast is all about. How do we create brilliance? How do we create high-performing organisations? There are many things. The power of purpose is another podcast that's going to be coming on the power of purpose, engagement and motivation. Again, other podcasts are becoming on that. And as we heard in the episode where I interviewed Mark Pringle, we talked about the right people in the wrong roles or the wrong people in the right roles or just a really bad fit. But today, I really want to address toxic culture because, believe it or not, it doesn't matter what these organisations tell you all the values on their websites and in their employee handbooks, it is still rife in many organisations, big organisations, well-known organisations, organisations that you wouldn't even expect to have a toxic culture. And alarmingly, many don't even know that they have a problem because they espouse and they refuse their values. They spend hours locked in boardrooms with expensive agencies creating what they believe to be the core of their business. And they tell the world that now, we've got our values on our website, they're in our handbook, and we talk about them a lot. Now we're values-driven. But in essence, it couldn't be further from the truth. Because what we have in reality is bullshit. It's a toxic work culture. Now, you have to pay attention to this because it has a really dire impact on your business. If it doesn't now, it certainly will. Because we're seeing that employee attrition is higher than ever before, a toxic work culture is 10 times more likely to lead to people leaving their job than poor pay. 25% of people say they've taken their frustration out on their customers. As a result, a quarter of your employees in that toxic culture are taking it out on your customers. Imagine the customers then leaving in droves; that is gonna hit your bottom line 20% of employees have left a job. I raised my hand here because of its culture, and replacing those employees cost companies twice what that employee's annual salary was. The employer brand is then also damaged, and it's harder to attract talent. A toxic culture is the strongest predictor of a negative Glassdoor review. There was research done. I can't remember, forgive me, the name of the researchers, but they looked at about 20,000 Glassdoor reviews over a two-year period. And they rated and ranked what they were seeing about why people were leaving the workforce. And a toxic culture was the number one reason 73% of people apply only to a company only if its corporate culture aligns with their personal values. Employees are disengaged. And when you've got 60% of those people disengaged, you've got much less productivity. Three-quarters of the most disengaged employees are looking for another job. And that inevitably ends up in a loss of productivity, and that's costing companies up to 18% of their salary. Nearly 20% of a fifth of someone's salary is lost in productivity because they're disengaged. 38% of employees who are experiencing incivility at work say they decrease the quality of their work in a toxic work environment. I know this to be true. I am a machine at work. I have got the energy. If you look at any of my LinkedIn, my Google, like any ratings, everybody always says energy. Emma has energy, but put me in a toxic work culture and that energy is lost, completely lost. higher health care also is costing employers' bottom line because we also know employees that view their workplace as unfair are 35% to 55% more likely to sell From a major disease, so even if you don't care about their mental health care about their physical health, and that risk of reputational damage and legal liability is way higher 85% of CEOs and CFOs chief exec officers and Chief Financial Officers believe a toxic corporate culture could lead to unethical or illegal behaviour, people not doing their job, the way that they want them to do cutting corners and just not giving a monkey's. And that lower corporate integrity then obviously is associated with lower financial value. And this all leads to great resignation and quiet quitting.
Emma Clayton 10:43
And now we've got conscious quitting. I am a conscious quitter. In the current climate, with high employment levels and a high percentage of workers choosing to change jobs, it's essential to assess whether or not you have really truly hand on heart, every single person in your organisation saying that you have got a healthy work environment. When did you last test it? When did you last ask random people in your organisation how they're feeling, not whether they know your values, but whether the people around them are living the values and consequently, how that makes people feel. Now I'm going to do another podcast in the future on emotional culture. We'll dig into that a lot more about the difference between practical values and emotional values. But for now, let's stick with the toxic culture. So hopefully, that's just given you a little bit of a wake-up call. If you're sitting there saying everything is dandy in my organisation, I would ask you to lift the lid a little bit further. And as you do that, think about, well, what is making your workplace toxic. Look for some of the telltale signs that will indicate that your company needs a little bit of poison control. So here are the seven deadly sins. Are you already exploitative? Now, that is such a dramatic word. But it basically means that the pressure to always be on is ever-present. The more hours you work, the better you get promoted; the company is expecting workaholics and may offer very little in return, not even a thank you. You work all the hours God sends and you don't even get acknowledgement for it. That is how you perform. Those people that work hard are always they're always in the inbox, always sending emails, always ever present because they never switch off and get rewarded. And those people that have got healthy work balance don't. They're labelled as not caring, not good enough, not passionate enough not wanting it enough. And in this culture, calls and emails outside of office hours are perfectly acceptable and even to be expected. If you're planning a holiday, just be prepared. Someone's going to email you. Someone's going to email you I had someone email me when I was in the middle of the Maldives for the Christmas holiday, asking me if I'd checked my emails because there had been a big drama in the office. Yes, your workload might consistently involve more work. Yes, we do more hours because, you know, if we're dedicated to our job, we want to do more as we want to do a good job. But that's your problem. That's not the employer's problem. That's your choice. Leaders can claim that they don't expect everyone to always be on our values and our culture. We take work-health balance really, really seriously. But these are the leaders that are starting work at the crack of dawn and sending their last few emails late at night. And the result of this is burnout. It's not sustainable. And if people are doing it, just to at least appreciate it. Say thank you and acknowledge it, but also lean in, ask them why they're having to work so many hours, look at their workload, tell them to prioritise, help them prioritise, be present with them, help them to navigate what's important, and find other resources that can help them. Don't say that you have a healthy work culture when you don't. Number two, disrespectful to state the obvious. Of course, people just need to feel respected at work because feeling disrespected at work. Incivility in the workplace has got the largest negative impact on an employee's overall rating of their corporate culture from any other topic. If you do not feel respected at work, if You are facing incivility if there is a workplace bully, who you can see bullying someone else being rude and civil to someone else, that still matters that still affects the people around even if you're not in the direct firing line. In a review of Glassdoor comments, those
Emma Clayton 15:18
mentioned in disrespect, had a slightly stronger negative impact on the culture rating than when an employee comes right out and describes their culture as toxic. So those that are holding it in are really feeling it more than those that are sharing it with you again, go out and speak to people, what is the respect level in your organisation, uncover it, bring it out, put it on the table deal with it, because it has got the biggest negative impact on how your employees view your company. And it's demoralising, and it's demotivating. And it further demonstrates that we have to analyse culture at the level of the individual employee, we have to listen to every single voice in the organisation, and temperature checks and pulse checks that are related to bonuses don't wash; you're not here in the store where you can say that you've got, you know, all these high engagement rates. But if you speak to individual employees, what would they say? And that disrespect can show up in a whole heap of ways. Lack of courtesy, lack of honesty, lack of respect for others, could just even be little things like putting meetings in at six o'clock at night, when you know that people have got children, just little things like that it's discourteous all the way up to being treated differently, all the way up to based on factors such as gender, race, disability, age, parenting, I, I've heard in one company that I was part of a director, a senior director saying to one of his team, that a woman with four children couldn't get promoted, that is still happening in this day and age. So I want you to just go through and really look in your organisation what the respect levels are. Number three is chaotic. Now in a chaotic company, there are no or very few clear rules, strategies, and structures. Now, I get that when you are going from startup to scale up, you don't have the processes, you don't always have the strategy, you've got to move quickly, you've got to move fast, I get that I work with those organisations day in and day out. But key indicators need to be in place, and they're not accurately or reliably measured. There's no data to learn from. So mistakes or setbacks are forgotten, or somebody leaves the company, and the knowledge management is not there. Setbacks are just put to the side rather than used as valuable experiences. leaning into what the mistakes were, why they happened and setting up systems around it to create successful new go. The future proof is where you need to be going, not just going; oh well, let's go on. Strategy tends to be reactive in these toxic cultures rather than proactive. So if you don't have a strategy that everybody knows about, talk about this a lot. In the episode, we talked about performance; people don't know what they're doing. There's no balanced scorecard. Again, I've got an episode coming on that people to need to know what they're doing. The chaos is overwhelming because it creates uncertainty. The environment is full of confusion and dysfunction. Lots of people are doing the same job. Some people are not even able to do the job to the best of their ability because they're constantly having to work out what it is that they got to do. I was in a role where I was asked to do a project; it took me five weeks to even understand what that was, there were three other people doing similar things, and we had to align before we could even get anything done. I mean, that is chaos at its, you know, most unproductive manifestation. People don't even know what the overall purposes of the company are; again will be another podcast coming on the power of purpose, with no idea what their career development path might look like. And they see other people being promoted with bad behaviour, and they're not being promoted, and they're following inverted commas, the rules, or big, big, big D motivators. So go into your organisation and just have a look at how chaotic you are and how you can create greater structure. Now, this is obviously apparent in a scale-up, but as long as you've got plans in place to mitigate it, great. If you are in a big organisation and you're still experiencing this and you've got a problem, you need to set stop and set these processes up. Number four, fear-based People are not necessarily scared or frightened, but they are in an unsafe, psychologically unsafe place. Now, what happens when we're scared is, again, I've talked about this in other podcasts, we go into our neurological primal instinct, which is fight or flight, or freeze. And that is useful when we're being chased by the lion. But it's really not helpful when we're at work. So in a culture that is driven by this fear, which is really a manifestation of an unsafe, psychologically unsafe workplace, then it's not helpful. People are afraid to really tell the truth. They'll tell you what you want to hear, you know, you get something wrong, and you're chastised, you're ignored, you're not supported. You know, there's a great big Tumbleweed around you. Or if you speak up with a new idea, and someone doesn't even acknowledge it, or embrace it, because they know better, then that is not going to be a psychologically safe place. And we see it in all these organisations, the same few people dominate meetings, how many people in a meeting or 15 Speak, just take the next meeting that you go into, and you've got quieter voices, because that's their personality makeup, but it does not mean that they don't have anything to contribute. Ask people to ask the quietest voice in the meeting what they think because a lack of safety and psychological safety stifles innovation and progress. And in this kind of environment, everyone is out for themselves. Everyone wants to keep themselves safe before they even start working in a team. And there's a blame culture. So when something goes wrong, the focus is on figuring out who's to blame rather than understanding what to learn from it. And this is not my problem, or it's cutthroat or backstabbing, and people are bitching about each other, and the politics are rife, and people are just not working together. That is absolutely toxic. That is something that I would urge you as a number one priority, the seven deadly sins; this is number one, go in and look at your culture. And if that is happening, and what can you do to mitigate it, one of the things that I would suggest is that you don't reward people for that behaviour. So reward people on their behaviour, not necessarily their performance. Number five clicks now; oh, gosh, this reminds me of my teenage years. Do you remember being in school, overhearing the gossip, trying to fit in, trying to have that belonging, striving to behave in a certain way because that's what your peers deemed acceptable? Well, this environment happens in workplaces as well; people have been there, you know, for 2025 years. Silos are clear people stick with their group. People don't necessarily want to be ousted from that group. And they can exclude others as well. Gossip, drama, inappropriate jokes. I've seen people being hit over the head with a phone charger and just being laughed at. It's not tolerable that projects are offered to groups based on there, as I say, working harder rather than ability. Because groupthink is not going to happen, you're not going to have this divergent thinking. People are not then going to think for themselves. They're not going to come up with novel ideas, they're not going to think innovatively, and they don't speak up if there's a problem. And they might even engage in unethical behaviour. Because that seemed to be how it works around here. And comments, such as it's a special person that fits in here, really don't help, really don't help. That is not a diversity of inclusive culture that you've got there. So again, I would ask you to go back and look at your teams, look at your colleagues, look at your silos and start to think about how you can make things better. Number six, control and command now. A boss has got a title. And titles, to me, don't really matter because people are people, and the leader, very different to a boss, very different to the manager, has the people; that's how Simon Sinek puts it. A boss has a title a leader has the pupil. And in this toxic culture, there are bosses, huge hierarchies, and huge reliance on positional power. And there's this authoritarian style. It's like a card of the card game of Trump, whoever's got the highest senior position, Trumps everybody, and that doesn't inspire and motivate people. You're always going to be reminded of where you stand in the hierarchy. And that then results in a lack of accountability because people constantly differ. To those above them, just expect to see rules, bureaucracy, and approval needing everything micromanagement from the top, which leads to real experimentation or risk-taking from your teams. Number seven is mediocre in a culture of mediocrity; there is no emphasis on results. So whilst I have said that you've got all of these different, you know, six Deadly Sins all around that come out from performance actually, that is a strength of overplayed massively. And in the culture of mediocrity, there is little emphasis on results. So this is where people are not holding themselves or each other accountable. Again, a balanced scorecard where everybody knows what their role is and everyone knows what their contribution is, is powerful. If there aren't any targets, definitive targets, or no consequences for not achieving them, or only rewards for achieving them and not anything else, then people are not going to strive for that continuous improvement; there are no incentives for going the extra mile or making the company or its offering any better. So you'll see a real lack of passion or enthusiasm from people. And instead of like the burnout, you get, I read somewhere, somebody called it a rusted-out. And that's where people are just bored and apathetic. And they're just not sufficiently challenged. These other people that go into retirement or, you know, are just trying to get the income needed to pay at home because they got the kids; these people are just not engaged. These are the people that just come in and do the nine-to-five. So that sounds like such a Whoa. And you know, if you're saying no, no, that isn't me, that isn't me. Amazing, amazing, amazing. But just go check. And let me just go into the so what why should we care about this? Well, as I say, you've got all of those issues around productivity, mental health, physical health, and bottom line impact on the customer, so I can't leave you without telling you what you can do. And so I've split this into what you can do as a leader, and then I'm going to talk to you about what you can do as an employee. So for those who are in the leadership position, who can make decisions that influence this, you don't have to be the founder or the owner or the CEO, or even the C suite.
Emma Clayton 27:27
If you have got some way to influence this, then it's really essential to consider the longevity of your business and recognise if any of those Deadly Sins really do sound familiar? And are you taking avoidable risks, toxic cultures, driving up your costs, they drive up your attrition, they drive up your absenteeism, and in some cases, your legal fees. So let's have a look at what you can do. So number one, overcome defensiveness. So the first step is really overcome the first reaction that you might have to what I've just talked about. If you feel in any way defensive or aggravated, or triggered by anything that I've just said to you, then it's quite likely that this is happening around you. And it's normal to believe that it's someone else's fault or responsibility, or things are never going to change, or you've got no power. And that's just not effective. It's, quite rightly, not your sole responsibility, but yet you are responsible. And the best leaders really can be humble. Show up as your good, kind, strong value-driven self. Lean into servant leadership, acknowledge that there's always room for improvement and accept responsibility. Be vulnerable about the mistakes you start to be the person that leads your organisation out of this. Number two, of course, is to show respect. So I'm obviously stating the obvious here, but you know, disrespect, as I've just said, is the number one predictor of your toxic culture. So you know what Chow in your own behaviour and of others for rude, discourteous lack of respect, lack of recognition, lack of diversity, people being treated differently, people speaking rudely to each other and calling it out. Call it out. Remind people that they are being rude and remind people that incivility is not acceptable. And actually, one of the other things that you could do is just be present. One of the things that are really important to teams, you'd be surprised how much being present really matters. be congruent, be empathetic, listen, and spend time with your team. Have the one ones have the team meeting have a safe place for people to feel that they matter, feel that they're heard and feel that they're valued. Number three is clarification and communication. It's so important because we need to clarify what constitutes unacceptable behaviour and the consequences. And yes, you might have a handbook, but are you setting a precedent? He might have someone that is a really strong worker per, you know, deliver performance deliver results, but their behaviour is appalling. Have you fired them? Have you disciplined them? Have you told them that if you haven't, then you are not upholding your standards and your values and everything that you espouse? These codes of conduct need to be developed in some way. So take your team. If you can do it as an organisation, amazing. But take a team and do a brainstorming session, get everybody's voices and opinions, or do an anonymous online survey. So you can really hear and listen to what staff are saying, what's most important to them, and develop those active listening skills because that will make you a much better leader. And it's something we can all work on. We're constantly evolving as leaders, and listening is the number one trait skill strength have a common mistake is putting those codes of conduct into an employee handbook. And then expect your employees to take the time out of their busy day to read cover to cover. So think about better ways to communicate these messages that are accessible and interesting. And that you are congruent, that in your team meetings, you are living these behaviours people are seeing it. This leads me to number four, walk the walk; a leader has got to walk the walk; you've got to tell staff that you don't expect them to always be working and crack down on some of this help people lean into this send you to know to stop sending emails late at night. call people out, sacking the disrespectful people. I've got incivility all through them that are known for incivility. Get rid of them. They're not doing your organisation, any good walk the walk. can see I'm really passionate about this. So what can you do if you're an employee? Well, there are a few things, the probably more things you can do as an employee, actually, and the first is just raise your game. Don't stoop to their level, like I said, with the leaders still Ubu and find some way to manage your flight or fight response. So use grounding techniques or take a short break when you feel triggered or angered, or upset by somebody. If somebody is disrespectful to you. How do you put some coping mechanisms in place? Try to decide how you want to be seen by others and the impact you want to have in your workplace, and stick to it. If you don't conform to the toxic culture, don't become one of them to fit in. Number two, pay attention to what's within your control. So try to focus your energy on how you think about and respond to situations. So once you've got those coping mechanisms in place, look at the decisions that you've got influence over, don't swim against like a rip tide. It can be exhausting. And it's a bit pointless really to fight against something that you've got no control over. It doesn't mean that you accept everything. But just recognise where you're spending your energy and just manage your language and remind yourself of the power you do hold with yourself and with your team. Number three, speak up and provide feedback. Now, this is really difficult. If you don't feel that you can do that. Because in toxic cultures, opinions are stifled, or you feel afraid, and you don't want to stand out. And it's a human principle that we want to belong. We don't want to be the person that gets ousted from the group but does provide honest feedback and employee service, even if there's a financial incentive to it, because things won't change without your voice. Your voice is important. Managers, leaders, bosses, whatever you want to call them, might not be aware. I mean, you could always give them this podcast, they couldn't mind or be aware of the full extent of the problem. Because that managing that hierarchical managing has been done brilliantly. And what happens is, you know, people throw the shit downwards, and they, you know, throw the sunshine upwards that could be happening to speak up, provide feedback. And then, number four, find allies. Seek out allies within your workplace, and build positive relationships because it can help you from feeling alone when you're dealing with this. And for those that you don't really get along with. Just remind yourself that most people do not wake up wanting to be an idiot wanting to be Get, not wanting to be a shitbag. Most people don't realise they're doing it. And so build a connection with empathy, remind yourself, everybody's human, we've all got feelings, there's something going on with them, like, you know, just put an invisible shield around them, and just ignore them and just try and work as effectively as you can with them. Don't go above and beyond, but remain civil, it can be so difficult to show people empathy when you strongly disagree with them, or you don't get along with them, or your values really conflict or they don't treat you well, well, they don't treat others well. But it can help you just achieve better results. And sometimes it just makes your life easier. So just try and get yourself a reputation for being someone that is easy to work with, full of joy, respectful, and provides positive energy in the room, because then it ties in with what I was saying about not stooping to the level of those that are toxic around you. Number five is really important, create a paper trail. So in case things do ever escalate, or promises are broken, or people are just whatever's going on, then it's really good practice to quit the paper trail, just don't leave things down to verbal or tacit agreements, I've been burned with that I'm sure you've been burned with that, at some point in your career in your life, even just a quick email just to follow up on a call and just confirm what was discussed, it could just save you a lot of hassle in the future. And then finally, number six, this is for everybody.
Emma Clayton 36:37
Assess what the job provides for you. Because if all else fails, sometimes the best solution is to remove yourself from that company. And that takes a lot of courage, a lot of balls, it takes a lot of strength. Believe me, I know I have done this. Often people really feel that they need the security that a job provides. However, no job can provide complete security, especially in a toxic workplace. People tend to believe that it will be the same in every workplace, especially if you've been there a lifetime if you've been there since you left college or university if you've been there years and years. But let me tell you, the workplace is changing. Not every company has a toxic work culture. Increasingly, companies realise the importance of this; they're listening to podcasts like this, and they're getting people like me and helping them to create healthy culture and workforce. And they're making efforts to improve working conditions. And if they aren't, then they're not worth working for. You are worth more; let me tell you that again, you are worth more. It is a financial risk to leave a job. But it can also be a health risk to stay. It's not good for you. It's not good for your family. It's not good for those around you. And it's important to assess what that job provides for you, do pros and cons and make a decision to thrive, not just survive. They are the seven deadly sins of the workplace. It's quite a brutal episode. But I think it's one that we all need to hear. If you are ticking all the boxes, I'm happy to help you. I can definitely work with you to assess where you're going wrong and what's happening; we can do audits, etc. And if you know if people have got a toxic organisation, again, just refer them to this podcast, refer them to me, or just you don't even have to refer them to me, just refer them to someone that can help because that is not a good place for anyone to be, whether it's a shareholder, a business owner, a business leader, an employee, this is a society that they're in doesn't matter. It's not good for anybody. So it's a time for us all to show up and support and move these toxic workplaces into happy, joyful experiences. Thank you so much for your time. Today. I am going to love you and leave you hopefully with a lot to think about today. And I will see you very, very soon. Stay Brilliant. You have been listening to knowing me knowing you. If you would like to take your personality or team assessment, go to brilliant teams.org forward slash store and let's get you knowing you are knowing them. Tell your friends about us and share the podcast with colleagues. But most importantly, come and listen to us again next week. See you soon.
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