How Managers Create Toxic Working Environments (And What to Do About It)
25 Apr 2025
Published in: Member News
Toxic workplaces often erode quietly. Poor communication, micromanagement, and lack of recognition drive disengagement. Managers can prevent this by self-reflecting, running anonymous surveys, and having genuine one-to-ones. A healthy culture starts with awareness.
It rarely starts with shouting. Most toxic workplaces do not explode, they erode. Slowly, and often silently.
It might begin with a subtle shift in energy. A once-chatty team becomes quiet. Cameras stay off in meetings. The morning catch-ups turn transactional. People start keeping their heads down, sticking strictly to their roles. Nobody is being dramatic, but something feels... off.
And often, the person at the centre of this quiet shift has no idea it is happening.
From a manager’s point of view, everything might seem fine. Tasks are getting done. No one is raising concerns. Maybe they have even been working hard to improve performance, being more hands on, setting firmer deadlines, trying to “tighten things up”. But what they have not seen is the impact: rising tension, shrinking morale, and a growing reluctance to speak up.
In many cases, the issue is not bad intentions… it is blind spots. The very behaviours managers adopt to take control or get results can, over time, create exactly the kind of environment people want to escape.
Take micromanagement, for example. It does not always look like hovering or rewriting someone’s work. Sometimes it is just constant checking in, subtle corrections, or a tendency to say, “just send it to me and I will do it”. Over time, the message becomes clear: you are not trusted. And once trust is gone, people stop trying.
Then there is the kind of communication that creates more questions than answers - vague updates, sudden decisions, silence on key issues. If the only time your team hears from you is when something has gone wrong, you are not communicating with them, you are firefighting. And a lack of clarity breeds confusion, not confidence.
Sometimes the atmosphere is made worse not by what is said, but by what is not. Avoiding difficult conversations, overlooking poor behaviour, or letting tensions bubble under the surface does not create harmony. It creates resentment. High-performing staff grow frustrated watching others skate by, and soon they are questioning why they are putting in the effort.
Toxicity also grows in the absence of recognition. People want to feel that their work matters, not just to the bottom line, but to someone. When effort goes unnoticed, enthusiasm disappears. It is not about applause or bonuses, it is about feeling seen.
And let us not forget the slow creep of burnout. It starts with “just one more thing”, or “a quick favour” after hours. When boundaries blur and long hours become a badge of honour, the team stops feeling motivated and starts feeling used. No one wants to say no, but eventually, they will say goodbye.
Inconsistency plays a quiet but destructive role too. When expectations change based on mood, or rules are enforced differently depending on who is involved, people become cautious. They stop being themselves and start playing it safe, which rarely leads to the best work.
The Power of Self-Reflection
Recognising these patterns is the first step, but addressing them requires introspection. Mel Robbins' "Let Them Theory" highlights the importance of focusing on what you can control - your own actions and responses.
In a leadership context, that means asking yourself some hard but honest questions: Am I setting clear expectations? Do I lead with consistency? Am I truly listening to my team, or just managing tasks?
If a team member is underperforming, it might be tempting to point the finger, but real leadership starts with reflection. Perhaps the issue lies not in their attitude, but in your communication, direction, or support. Taking responsibility for your role in team dynamics is not about blame, it is about growth. And it sets the tone for a culture where everyone feels safe to improve.
Two Practical Steps for Managers
To check the health of your team’s working environment, and your influence on it, try the following:
1. Run a quick, anonymous team survey
Keep it simple and focused. Ask questions like:
- Do you feel your ideas are heard?
- Do you feel valued for your contribution?
- What could improve your experience at work?
Use tools like Google Forms or Typeform. Make it clear that responses are anonymous and that honest feedback is not only welcome but appreciated.
2. Book in proper one-to-one conversations, and make them about your team member.
This is not a performance review or a status update. It is a chance to connect and understand how they are really feeling. Ask:
- How are you finding things at the moment?
- Is anything making your job harder than it needs to be?
- What would make your role easier or more enjoyable?
Then, listen. Not to fix, not to defend, just to understand. Creating a healthy workplace does not mean being perfect. It means being present, consistent, and willing to reflect. If you spot the warning signs early, it is never too late to turn things around.
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